HomeMy WebLinkAbout2017-04-24 Annual Town Meeting Warrant Report c
Town of
Reading
Massachusetts
�� OF 1�F��
�o r�,
,. �
:• ..
� •:
� �
r� �., �'' � = %• a�
� f� � :� �a/��
� �i�o�= M� W
r
� �` �, - � �►►
�� ' mt . _
�„•• '�O
j� �,�.�-�- �S
639'jNCOR4�¢P�
2017 Annual Town Meeting
Report on the Warrant
Apri124, 2017
�
ir
ANNUAL TOWN MEETING
APRIL 24, 2017
TABLE OF CONTENTS
Article Title Sponsor Pasle#
1 Election 2
2 Reports Board of Selectmen 3
3 Instructions Board of Selectmen 3
4 Amending the Capital Improvement Program Board of Selectmen 3
FY2017— FY2027
5 Amend the FY2017 Budget Finance Committee 6
6 Approve Payment of Prior Year's Bills Board of Selectmen 7
7 Declare Surplus Materials Board of Selectmen 8
8 Adopt OPEB MGL & Fund OPEB Trust Board of Selectmen 8
9 Oakland Road —declare as surplus only Board of Selectmen 9
10 Increase Library Debt—Cost of Project Board of Selectmen 10
11 Authorize Sewer Debt — Sewer Station repairs Board of Selectmen 11
Charles St. $2.4 mil
�2 Increase Retirement Cost of Living Base Retirement Board 11
13 Discontinue Sick Leave and Vacation Stabilization Board of Selectmen �2
Fund
14 Approve Affordable Housing Trust Fund Allocation Board of Selectmen 13
Plan
15 Approve Revolving Funds Board of Selectmen 14
16 Adopt FY18 Budget FINCOM 16 & 33
�7 Authorize FY18 Chapter 90 Expenditures Board of Selectmen �7
�8 Amend General Bylaws — Permanent Building Permanent Building ��
Committee Committee
�9 Amend Zoning Bylaws 5.3.1; 5.3.2; 5.4.7 — CPDC 20
Accessory Apartments
.
20 Amend Zoning Bylaws 2.0 & 5.3—Commercial CPDC 25 •
Marijuana Ban
2� Amend Zoning Bylaws 2 & 5.6—Commercial CPDC 26
Marijuana Moratorium
22 Home Rule Petition — Commercial Marijuana Ban Board of Selectmen 27
23 Amend Zoning Bylaws 10.5—40R District general CPDC 28
changes
24 Amend Zoning Map—expand Downtown Smart CPDC 29
Growth District
25 Removal of Town Meeting Members pursuant to the Board of Selectmen 30
Reading Home Rule Charter
APPENDIX
Table of Organization 210
Capital Improvement Plan and Debt Schedule (blue 211
pages)
School Finance & Budget Laws, Regulations, and 22�
Policies
School Finance and Accounting 228
Encumbrances 234
Conduct of Town Meeting 235
Town Meeting Handout Guidelines 242
,
COMMONWEALTH OF MASSACHIlSETTS
Middlesex, ss. Officer's Return, Town of Reading:
By virtue of this Warrant, I Thomas Freeman , On February 23 , 2017 notified 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:
Precinct 1 J. Warren Killam School, 333 Charles Street
Precinct 2 Reading Police Station, 15 llnion Street
Precinct 3 Reading Municipal Light Department, 230 Ash Street
Precinct 4 Joshua Eaton School; 365 Summer Avenue
Precinct 5 Reading Public Library, 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 4, 2017, �he date set for Town Meeting
in this Warrant.
I also caused a posting of this Warrant to be published on the Town of Reading website on February 23 ,
2017.
.� .
C nstable o as reeman
A true copy Attest:
Laura Gemme, Town Clerk �
1
TOWN WARRANT -
� oF$
0
x �
h x
a .:�;
r� �;
o a
, �. �`",
6J9'(HCORP��!'
COMMONWEALTH OF MASSACHUSETTS
Middlesex, ss.
To any of the Constables of the Town of Reading, Greetings:
In the name of the Commonwealth of Massachusetts, you are hereby required to notify and warn the
inhabitants of the Town of Reading, qualified to vote in the Local Elections and Town affairs, to meet in the
following place designated for the eight precincts in said Town, namely:
Precincts 1, 2, 3, 4, 5, 6, 7 and 8
Readinq Memorial Hiqh School, Hawkes Field House, Oakland Road
TUESDAY, the FOURTH DAY OF APRIL, A.D., 2017
from 7:00 a.m. to 8:00 p.m. to act on the following Articles, viz:
ARTICLE 1 To elect by ballot the following Town Officers:
A Moderator for one year;
Two members of the Board of�Selectmen for three years;
Two members of the Board of Library Trustees for three.years;
One member of the Municipa{ Light Board for three years;
Two members of the School Committee for three years;
One member of the School Committee for two years; and
Seventy-one Tawn 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;
Two members for two years;
Precinct 3 Eight members for three years;
One member for two years;
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;
One member for one year;
Precinct 8 Eight members for three years; and
One member for one year;
and to vote on the following questions:
Question 1: MARIJUANA ESTABLISHMENT BAN
Shall the Reading Town Meeting be authorized to adopt an amendment to the Reading Zoning Bylaw
prohibiting, from all zoning districts within the Town, marijuana establishments as defined in Section 1(j) of
Chapter 94G of the Massachusetts General Laws, i�cluding commercial marijuana cultivators, marijuana
testing facilities, marijuana product manufacturers, marijuana retailers, and any other type of marijuana-related
, businesses, but excluding Registered Medical Marijuana Dispensaries as defined in Section 2.0 of the Zoning
Bylaw?
YES NO
and to meet at the Reading Memorial High School, 62 Oakland Road, in said Reading on
MONDAY, the TWENTY-FOURTH DAY of APRIL A.D., 2017
at seven-thirty o'clock in the evening, at which time and place the following Articles are to be acted upon and
determined exclusively by Town Meeting Members in accordance with the provisions of the Reading Home
Rule Charter.
ARTICLE 2 To hear and act on the reports of the Board of Selectmen, School Committee, Library
Trustees, Municipal Light Board, Finance Committee, Bylaw Committee, Town Manager, Town Accountant and
any other Town Official, Board or Committee.
Board of Selectmen
Backaround: This article appears on the Warrant for all Town Meetings. At this Annual Town Meeting, the
following reports are anticipated:
ARTICLE 3 To choose all other necessary Town Officers and Boards or Committees and determine
what instructions shall be given Town Officers and Boards or Committees, and to see what sum the Town will
vote to appropriate by borrowing or transfer from available funds, or otherwise, for the purpose of funding Town
Officers and Boards or Committees to carry out the instructions given to them, or take any other action with
respect thereto.
Board of Selectmen
Backpround: 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 repo�t.
Bvlaw Committee Report: No report.
ARTICLE 4 To see if the Town will vote to amend the FY 2017-27 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
Backqround: This Article is included in every Town Meeting Warrant. The Reading General Bylaw (section
6.1.3) states "... No funds may be appropriated for any capital item unless such item is included in the Capifal
3
Improvements Program, and is scheduled for funding in the Fisca! 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 FY2017 — FY2027 CIP (current year plus ten years):
General Fund
FY17: -$150,000
$100,000 Adm Svc Cell Tower Design
$ 55,000 Facilities— replace tile at Joshua Eaton due to leak
$ 30,000 Facilities—masonry @Wood End
$ 15,000 Facilities —masonry @Parker
-$350,000 Pub Svc Recreation defer Killam Field & parking lot until FY23
FY18: -$180,600 (needed to fund RMHS litiqation debt)
$190,000 Fire Breathing apparatus
$150,000 DPW truck#9 advanced from FY19
$150,000 Permanent Bldg Committee funding
$ 40,000 Adm Svc Tech GIS flyover planimetrics
$ 32,400 DPW Cemetery Ford Sedan advanced from FY20
$ 30,000 Fire hose
+$25,000 School large-scale technology projects (now$100,000)
+$25,000 DPW sidewalk/curb ped safety (now$100,000)
+$25,000 DPW skim coating/crack seal patching (now $100,000)
$15,000 Fire dept. multi-gas meters
+$ 2,000 DPW Parks SKAG 61" mower now$20,000 (was $18k)
-$ 3,000 DPW Cemetery SKAG 52" mower now$15,000 (was $18k)
-$ 35,000 Police vehicle video integration defer to FY19
-$ 40,000 DPW Screener now$95,000 (reduced from $135k)
-$ 50,000 DPW yard improvements removed
-$ 70,000 Fire Alarm Truck defer to FY21 (now $80k)
-$ 90,000 DPW fire suppression system removed
-$115,000 Pub Svc Recreation defer Barrows backstop& infield to FY20 (now$125k)
-$462,000 Parker MS roof repairs defer to FY19
FY19 -$191,000
Various changes made
FY20+
Various other changes made
We also want to inform Town Meeting about a capital item that falls into the proverbial gray area of municipal
finance. MetroFire is an association of 34 metropolitan Boston fire departments that provides coordination of
mutual aid response to improve the effectiveness of fire services. It covers about 30% of the state's residents,
and is authorized under provisions of the Massachusetts General Laws. The Town of Reading is a member
department.
Previously MetroFire gave the town a 100% grant-funded trailer that is used regionally for fire safety training for
children. Legally, the town is the owner, and insures the trailer. MetroFire gives the town a small sum each
year for related costs, including minor maintenance.
MetroFire will be going through a procurement process to replace the old trailer, and then give it to Reading in
the same fashion as before. While no Reading funds are spent on this item, we thought it best to cite it in the
Reading Capital Plan. Note under Article 7 we will ask Town Meeting to declare the current trailer as surplus.
4
, Enterprise Funds - Water
FY17: None
FY18: -$150,000
-$150,000 Truck#6 defer to FY19
+$373,299 in debt service (+$397,299 for water main repairs &-$24,000 for Auburn water tank.
FY19+
Various changes made (note repairs to Auburn water fank deferred from FY18 to FY20, changed to purchase
new water tank at lifetime savings in excess of$1 million)
Enterprise Funds - Sewer
FY17: +$200,000
+$200,000 West SUBatchelder Rd Sewer Station project— unanticipated ground water issue
FY18: +$200,000
$200,000 Vacuum truck advanced from FY19 (split with Storm Water EF}
+$312,000 in debt service for sewer sfation repairs (Charles Sf. project is increased by $500,000 to $2.4
million; Sturges sewer station is increased by$675,000 to $1.775mi1. and deferred until FY21).
FY19+
Various changes made
Enterprise Funds — Storm Water
FY17: None
FY18: +$175,000
$200,000 Vacuum truck advanced from FY19 (split with Sewer EF)
-$25,000 general drainage improvements reduced from $75,000 to $50,000
-$27,500 debt service (interest only) as Sturges Park, Main St & Minot St (side sfreets) drainage projects are
delayed to FY19
FY19+
Various changes made
Finance Committee Report: The Finance Committee recommends the proposed amendments to the FY
2017— FY 2027 Capital Improvements Program by a vote of 9-0-0 at their meeting on March 22, 2017. Placing
items in the Capital Improvement Program is a prerequisite but in itself does not authorize spending funds
towards these items.
Bylaw Committee Report: No report.
By Charter, both the Finance Committee and Bylaw Committee are advisory to Town Meeting and their vofes
must be reported to Town Meeting, preferably in writing in advance when possible. Other volunteer Boards and
Committees a/so vote on Warrant Articles, and when possible those votes are noted herein with an asterisk(*)
nexf to their name.
*Board of Selectmen Report: The Board of Selectmen on March 7, 2017 voted 5-0 to support this Article.
�
ARTICLE 5 To see if the Town will vote to amend the Town's Operating Budget for the Fiscal Year
commencing July 1, 2016, as adopted under Article 12 of the Annual Town Meeting of March 1, 2016 and
amended under Article 11 of the Subsequent Town Meeting of November 14, 2016; and to see if the Town will
vote to raise and appropriate, borrow or transfer from available funds, or otherwise provide a sum or sums of
money to be added to the amounts appropriated under said Article, as amended, for the operation of the Town
and its government, or take any other action with respect thereto.
Finance Committee
Backqround:
General Fund-Waqes and Expenses
Account Line Descri tion Decrease Increase
699 - Benefits Heafth Ins. Premiums -$100,000 $200,000
ex enses Retirement Assessment-$100,000
C99 - Capital Adm Svc Cell Tower design $100,000 $150,000
Expenses Facilities-Joshua Eaton tiles $55,000
Facilities- masonry @Wood End $30,000
Facilities - masonry @Parker$15,000
Defer Killam fields 8� arkin lot-$350,000
E99 - Vocational Reduced for actual enrollment (Minuteman $50,000
Education 8� Essex North -$50,000
G91 - Administrative Vacation/sick buyback (1) $15,000 $71,175
Services Wages Pay & Class funding used $13,625
Technology OT$5,000
Election workers (Oct. Special) $4,000
Operations Specialist-$15,000
Pay 8� Class funding not used -$23,350
Pa & Class Fundin transferred -$70,450
G92 - Administrative Town Counsel $50,000 (TLT $25k; 40B $114,650
Services Expenses projects $15k; other$10k)
Special Counsel TLT$30,000
Special Counsel cable $25,000
HR Professional Services (Police Lt & Sgt
promotions process, part II) $9,650
H91 - Public Services Building Inspections -$10,000 $94,550
Wages Economic Development Director-$45,000
Community Services Director-$57,000
Pa & Class fundin used +$17,450
H91 - Public Services Economic Development expenses $3,000 $3,000
Ex enses
191 - Finance Wages Vacation/sick buyback (2) $2,875 $12,125
Pay 8 Class fundin used $9,250
J91 - Public Safety Police vacation/sick buyback (3) $70,750 $219,900
Wages Fire vacation/sick buyback (2) $69,850
Fire OT (injuries) $40,000
Animal Control Officer $19,000 (not yet
regionalized, see line J92)
Police CPR training $8,500 (as of Oct '16
no longer state funded)
Fire OT (active shooter training) $7,000
Pa & Class fundin used $4,800
J92 - Public Safety Fire protective clothing $8,000 $30,000
expenses Police clothin /uniforms $7,000
Police officer training $5,000
, Animal Control re ionalization -$50,000
K91 — Public Works Pay 8� Class funding used $2,825 $2,825
Wa es
K92 — Public Works Hwy Outsourced repairs $25,000 $50,000
Expenses Hi hwa fuel -$75,000
K93 — Public Works Estimate $250,000 $250,000
Snow 8� Ice
K94 — Public Works Street lights - $15,000 $15,000
Street Li hts
L91 — Library Wages Vacation/sick buyback (1) $11,825 $34,325
Pa 8� Class fundin used $22,500
M91 — Core Facilities Security Systems Evaluation — accounting $137,000
entry needed $125,000
Vacation/sick bu back (1) $12,000
U99 — School Science Curriculum $150,000
De artment
Subtotals $660,725 $923,825
Net O eratin Expenses $263,100
From Vacation/Sick Stabilization Fund $30.78
(proposal to eliminated in Article 11)
From Inspections Revolving Fund $60,000
(reduce the offset previously budgeted)
From Free Cash $323,069.22
Enter rise Funds—Wa es and Ex enses
Account Line Description Decrease Increase
X99 - Sewer West St/Batchelder Rd Sewer Station project — $200,000
expenses unanticipated ground water issue
Subtotals $0 $200,000
Net Operatin Expenses $200,000
From Sewer Reserves $200,000
Finance Committee Report: At their meeting on March 22, 2017 the Finance Committee voted 9-0-0 to
recommend this Article to Town Meeting.
Bvlaw Committee Report: No report.
*Board of Selectmen Report: The Board of Selectmen on March 7, 2017 voted 5-0 to support this Article. At
the time, the estimate for snow& ice was only $100,000.
ARTICLE 6 To see if the Town will vote to raise and appropriate, transfer from available funds or
otherwise provide a sum or sums of money to pay bills remaining unpaid from prior fiscal years for goods and
services actually rendered to the Town, or take any other action with respect thereto.
Board of Selectmen
Backaround: In January 2017 the town became aware of an outstanding invoice for Callback Staffing
Solutions, LLC in the amount of $90.72 for services �endered in June 2016. The invoice is for the monthly fee
for a new web based scheduling system for the fire department. Unfortunately, the invoice was sent to the fire
department through email and ended up in the junk mail and was not discovered until the vendor notified the
Town in January 2017 that the bill remained outstandin�
Finance Committee Report: At their meeting on March 22, 2017 the Finance Committee voted 9-0-0 to
recommend this Article to Town Meeting. This bill is an obligation that should be paid by the Town, with a
,
source of Free Cash.
Bvlaw Committee Report: No report.
*Board of Selectmen Report: The Board of Selectmen on March 7, 2017 voted 5-0 to support this Article.
ARTICLE 7 To see if the Town will vote to authorize the Board of Selectmen to sell, exchange, or
dispose of, various items of Town tangible property, upon such terms and conditions as they may determine; or
take any other action with respect thereto.
Board of Selectmen
Backqround: The following equipment is scheduled for disposal:
Estimated
Dossier Year Make Model Hours Mileage va/ueS Notes
Backhoe 2007 CAT 420 40,000
Screenall 1994 Reed RD40B 2738 7,000 Diesel
Truck 9 2004 International 700SER 57,236 6,500
Truck 24 2000 Ford F450 64,492 5,000 Diesel, Dump
Truck.l0 1996 International 400SER 100,171 3,500
Roller 1998 Leeboy . L300 1.5 ton 6243 1,000 Hydrostatic
JR64 in 1 bucket 2009 JRB 4 in 1 bucket 1,000
Mower 1995 Scag 52" SWG 500
Mower 1996 Scag 52" SWG 500
Mower 2008 Turf Tiger 61" STT61V 500
Mower 1989 John Deere 912 1239 500
FuelTransferTank FuelTransferTank 100 IOOgalw/pump
Weatherguard Toolbox Weatherguard Toolbox 100
Stone Cement mixer 1993 Stone Mixer 100
Holder V-nose plow Holder V-nose plow 100
Trailer ramps Trailer Ramps 100
As described in Article 4, the current MetroFire trailer will be taken from the town and given to a community
south of Boston once the new one is purchased. We thought it best to note this intended disposal of capital
equipment legally owned by the town, even though no municipal funds were used for acquisition. The motion
under this Article will include the trailer, but in the background we did want to distinguish it from other items
listed in the table above.
Finance Committee Report: At their meeting on March 22, 2017 the Finance Committee voted 9-0-0 to
recommend this Article to Town Meeting.
Bvlaw Committee Report: No report..
*Board of Selectmen Report: The Board of Selectmen on March 7, 2017 voted 5-0 to support this Article.
ARTICLE 8 To see if the Town will vote to accept the provisions of Section 20 of Chapter 32B of the
Massachusetts Genera/Laws, as amended by Section 15 of the Chapter 218 of the Acts of 2016, establishing
an Other Post-Employment Benefits Liability Trust Fund; to authorize the Board of Selectmen and Treasurer to
execute a declaration of trust creating an expendable t�ust for the purpose of holding monies appropriated to
such fund; to designate the Treasurer as the trustee of such trust; to authorize the transfer of any and all
� monies currently held for the purpose of paying retiree health and life benefits to such trust; to authorize the
trustee to invest and reinvest the monies in such fund in the State Retiree Benefits Trust Fund; and to
authorize the participation of the Town of Reading Municipal Light Department in the trust fund in accordance
with procedures and criteria established by the trustee.
Board of Selectmen
Backqround: The state recently enacted legislation that will settle some state-wide questions about the legal
structure of so-called OPEB Liability Trust Funds. The Town of Reading, by vote of Town Meeting, previously
established such a Trust Fund before the state took this action. By adopting the provisions of Section 20 of
Chapter 326 of the Massachusetfs General Laws, as amended by Section 15 of the Chapter 218 of the Acts of
2016, the town's existing OPEB Trust Fund will fall under this new legal structure.
The second portion of this Article is the annual transfer of funds previously budgeted and held for the OPEB
fund. This practice is followed each year in case health insurance costs are higher than budgeted, and
therefore may be needed to fund a deficit. In FY17, as demonstrated under Article 5, a small surplus exists in
that account so the annual OPEB transfers should be completed as designed: $500,000 in the general fund,
$50,000 in the water fund, $20,000 in the sewer fund and $6,000 in the storm water fund. This Article will
therefore move the total $576,000 of all these OPEB contributions to the trust for Other Post Employment
Benefit liabilities.
The most recent OPEB valuation shows the Town's OPEB liability at $67.2 million, though this figure will be
updated in a few months. The three Enterprise Funds and the Light Department are on an aggressive twenty
year funding schedule, and the General Fund is on a partial funding schedule projected over thirty years. The
latter will transition to a full funding schedule as soon as possible, as is required by law or after the Pension
Fund is fully funded in FY29.
Finance Committee Report: At their meeting on March 22, 2017 the Finance Committee voted 9-0-0 to
recommend this Article to Town Meeting.
Bvlaw Committee Report: No report.
*Board of Selectmen Report: The Board of Selectmen on March 7, 2017 voted 5-0 to support this Article.
ARTICLE 9 To hear the report of the Scho�l Committee or any other public body that the real
property shown as "Oakland Road Parcel" on a plan of land entitled "Plan of Land Oakland Road Town of
Reading," prepared by Town of Reading — Department of Public Works, Engineering Division, Jeffrey T. Zager,
Director D.P.W., Ryan Percival, P.E., Town Engineer, dated September 13, 2016, is no longer required for
public purposes; to see if the Town will vote, pursuant to Chapter 40, Section 15A, of the Massachusetts
General Laws, to transfer the care, custody, management and control of said Oakland Road Parcel to the
Board of Selectmen; or take any other action with respect thereto.
Board of Selectmen
Backqround: At November 2016 Town Meeting, three actions were sought regarding the town's property on
Oakland Road in two different Articles:
Article 15—to discontinue portions of private ways on the property;
Article 16 — to declare, by accepting reports from the School Committee or any other public body, that
the land was no longer needed for public purpose; and
Article 16-to authorize the Board of Selectmen to sell or otherwise dispose of the land.
9
All three of these actions had previously passed by large margins in a November 2011 Town Meeting, but
current Town Counsel deemed these previous actions as legally insufficient, as was described to November
2016 Town Meeting. �
Article 15 passed at November 2016 Town Meeting, clearing the first action listed above. However Article 16
did not pass. A move to reconsider Article 16 in order to accomplish only the second action listed above also
did not pass. Afterwards several Town Meeting members explained they thought Article 15 cleared up all the
technicalities and Article 16 was only to authorize the Selectmen to sell the land.
This Article seeks to complete the second action only — to declare that the land was no longer needed for
public purpose. The School Committee is the only known body that may have any claim to the land, and both
in 2011 and 2016 they voted to declare any and all of their ownership to be surplus to their needs.
This second action is needed in order for the Board of Selectmen to undertake a process that would include
potential buyers of the parcel and any proposed uses. The Board understands and respects that the November
2016 Town Meeting wanted to see exact proposed uses of the parcel before authorizing any land transaction,
and is committed to a public process to come up with one or more such proposals for a future Town Meeting, if
this Article is approved.
Finance Committee Report: At their meeting on March 22, 2017 the Finance Committee voted 9-0-0 to
recommend this Article to Town Meeting.
Bvlaw Committee Report: No report.
*Board of Selectmen Report: The Board of Selectmen on March 7, 2017 voted 5-0 to support this Article.
ARTICLE 10 To see if the Town will raise and appropriate, transfer from available funds, borrow or
otherwise provide a sum or sums of money for the purpose of renovating and expanding the Reading Public
Library located at 64 Middlesex Avenue, including the costs of consulting services, audits, plans, documents,
cost estimates, bidding services, moving, temporary relocation, 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 the Board of Library Trustees; and to see if the Town will authorize the Board of Library Trustees, 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 improvements; and to authorize the Board of Library Trustees and/or the
Town Manager to enter into any and all contracts and agreements as may be necessary to carry out the
purposes of this Article. These funds will be additional to the $14.9 million previously approved by vote of Town
Meeting on January 28, 2013 and a majority of the voters at a local election on April 2, 2013, and to the $3.5
million previously approved by a vote of Town Meeting on February 13, 2014 and a majority of the voters at a
local election on April 1, 2014, and to the $141,224.72 approved by Town Meeting under Article 7 of
Subsequent Town Meeting on November 14, 2016; or take any other action with respect thereto.
Board of Selectmen
Backqround: November 2016 Town Meeting had two Articles to provide the $18.4 million Public Library
project additional funding. The first Article was approved for a total of $141,224.72 in additional funding. A
second Article was tabled as the project was incomplete at that time.
This Article is identical to the one that was tabled last November. As of this writing, there is now and fully
expected to be a final surplus remaining in project funding once it is 100% complete, which should be any day
now. This Article is expected to be tabled again, but was included for April 2017 Town Meeting in case
something unexpected happens. If this Article is needed, the Town Manager, or his successor, will have a lot
of explaining to do.
Finance Committee Report: No report.
10
Bylaw Committee Report: No report.
*Board of Selectmen Report: No report.
ARTICLE 11 To see if the Town will raise and appropriate, transfer from available funds, borrow or
otherwise provide a sum or sums of money 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 im�rovements; 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
Backqround: The purpose of this Article is to authorize debt for the replacement of the Charles Street sewer
pump station. In 2010 the Town hired CDM Smith to assess the condition of and recommend repairs and
improvements to the Town's 12 wastewater pump stations. Based on service area and evaluated deficiencies,
CDM Smith and the Town have prioritized the Charles Street sewer station to be the next station replaced.
The existing Charles Street sewer pump station is currently a dry/wet pit station, located at the intersection of
Charles Street and Haverhill Street, which services the largest area of Town (approximately 990 properties).
The 49 year old station first went online in 1968 with a design capacity of 850 gallons per minute (GPM) and is
approximately 30 feet in depth. The aging station has major corrosion to its steel walls and steel staircase, and
out of code electrical systems, which present a significant operating safety concern. The existing pumps have
become inefficient due to decreased equipment life and pump cavitation.
The proposed project would be to replace the failing station in its entirety with new submersible pumps;
upgraded controls and electrical; SCADA; and a backup generator capable of running the station in the event
of a power outage. The total estimated cost of this project is $2.4 million.
Finance Committee Report: At their meeting on March 22, 2017 the Finance Committee voted 9-0-0 to
recommend this Article to Town Meeting. •
Bvlaw Committee Report: No report.
*Board of Selectmen Report: The Board of Selectmen on March 7, 2017 voted 5-0 to support this Article.
ARTICLE 12 To see if the Town will vote, pursuant to Section 103(j) of Chapter 32 of
the Massachusetts General Laws, to accept an increase,in the maximum Retirement Cost of Living Base, from
$12,000 to $14,000, as accepted by the Reading Retirement Board, such acceptance to be effective as of the
date that a certification of the Town Meeting vote is filed with the Public Employee Retirement
Administration Commission.
Reading Retirement Board
i
Backqround: Chapter 188 of the Acts of 2010, an Act Relative to Municipal Relief, contained a number of
provisions pertaining to public pensions. It became effective on July 27, 2010. Pursuant to Section 19 of
Chapter 188 of the Acts of 2010, subsection (j) was added to General Laws, Chapter 32, Section 103, which
grants retirement systems the discretion, subject to local legislative approval, to increase the maximum base
on which the COLA is calculated in multiples of $1,OpQ. Presently, the amount is $12,000. If approved, the
COLA Base Increase from $12,000 to $14,000 would be effective July 1, 2017. The maximum amount of any
COLA is 3%, which means if approved the maximum annual COLA could increase from $360 per year to $420 .
per year.
On October 27, 2015, by unanimous vote and with all Board Members present, the Board voted to increase the
COLA base from $12,000 to $14,000. Acceptance by Town Meeting is deemed to have occurred upon filing of
a certification of the vote of the legislative body with PERAC (Public Employee Retirement Administration
Commission). A decision to accept a COLA base increase cannot be revoked.
Reading Retirement Board
COLA base amounts for peer communities
Name Amount Year
Andover Retirement Board $12,000.00 2010
Belmont Retirement Board $12,000.00 2010
Danvers Retirement Board $13,000.00 2016
Dedham Retirement Board $15,000.00 2016
Milton Retirement Board $15,000.00 2012
Natick Retirement Board $12,000.00 2010
Shrewsbury Retirement Board $12,�00.00 2010
Stoneham Retirement Board $13,000.00 2012
Wakefield Retirement Board $12,000.00 2010
Winchester Retirement Board $12,000.00 2010
��p4��1i���X� �t�ti�el���" `� ��� $14,000.00 2013
Bedford
Burlington
v
Tewksbury
Westford
Wilmington
North Reading
t�,�� ,�!�,t���' t�re�ie���+� �� �� $15,000.00 2012
Canton
Walpole
a ���• _�..;. ;�
���,�,� � $13,000.00 2013
Lynnfield
North Andover
�" - � $18,000.00 2016
Mansfield
Finance Committee Report: At their meeting on March 22, 2017 the Finance Committee voted 0-9-0 to
recommend this Article to Town Meeting.
Bylaw Committee Report: No report.
*Board of Selectmen Report: No report.
ARTICLE 13 To see if the Town will vote to amend the vote taken under Article 12 of Annual Town
Meeting on April 30, 2009 so as to abolish the Sick Leave and Vacation buy-back Stabilization Fund, or take
any other action with respect thereto.
12 Board of Selectmen
, Backqround: Article 12 at 2009 Annual Town Meeting established a Sick Leave and Vacation buy-back
Stabilization Fund for town government employees, with an initial funding of $25,000. At the time, the overall
liability was studied, since eligibility for sick leave buyback had been eliminated for all new hires. A strategy of
annual funding was drafted internally in order to defease this liability, instead of funding it on a `pay as you go'
basis.
This strategy was followed for a period of time, but abandoned about four years ago as budgets got very tight.
To set aside such funding above any current need was deemed a bit of a luxury. Thus recent practice has
devolved back to the pay-as-you-go approach, as is seen by requests under Article 5 at this Town Meeting.
The balance of the fund was thought to have been fully drawn down a year ago, but was repopulated by
$30.78 of interest earned as also was seen in Article 5. Since this funding mechanism has been discontinued
as a policy, it is best to also eliminate the Stabilization Fund.
It is important to note that explicit requests for funding of vacation/sick leave buybacks only appear to Town
Meeting when there is otherwise insufficient funding available. For example, there were other town
departments that used vacation/sick leave buyback funds in FY17, but their wage budgets had sufficient
surplus funding to not require a budget transfer. This is typical of Town Hall departments especially as the
vacancy created by retirement usually remains open for a period of time.
Finance Committee Report: At their meeting on March 22, 2017 the Finance Committee voted 9-0-0 to
recommend this Article to Town Meeting.
Bvlaw Committee Report: No report.
*Board of Selectmen Report: The Board of Selectmen on March 7, 2017 voted 5-0 to support this Article.
ARTICLE 14 To see if the Town will vote to approve an Affordable Housing Trust Fund Allocation Plan
pursuant to Chapter 140 of the Acts of 2001 entitled "AN ACT AUTHORfZING THE TOWN OF READING TO
ESTABLISH AN AFFORDABLE HOUSING TRUST FUND", or take any other action with respect thereto.
Board of Selectmen
Backqround: 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;
♦ Maintain or operate affordable housing;
♦ Develop new or rehabilitate existing housing as affordable homeownership or rental units;
The purpose of the Affordable Housing Allocation Plan is to provide a framework for the Town to expend funds
on affordable housing. The current AHTF balance of $262,634 reflects revenue generated through the actions
of the CPDC, as well as proceeds from the loss of an affordable unit. There are no Town tax generated funds
in the AHTF. The only expenditure to date from the AHTF, in the amount of $200,000, was to assist Oaktree
development with financing affordable housing at 30 Haven Street.
At the 2012 Annual Town Meeting, approval was given for funding to hire a consultant to assist a staff initiative
to update the Town's Housing Plan, including the five-year "Housing Production Plan". This effort is important
as a defense against unfriendly 40B developments in the community, and requires the Town to develop a
13
phased plan to produce housing to reach the 10% threshold as required by MGL Ch. 406. Reading's Housing
Production Plan has been approved by the Board of Selectmen and by the Commonwealth of Massachusetts. ,
The Town commissioned and received a supplemental report on how the AHTF can best be used to support
the "Planned Production" goals of the Housing Plan. This report was received in late winter 2012, and a
presentation was made in April of 2013 to the Board of Selectmen and the Reading Housing Authority. The
report recommends a significant restructuring of the Town's AHTF efforts. The Board of Selectmen considered
these recommendations two years ago, but decided against any changes. Therefore, the current
recommendation is to adopt the AHTF Allocation Plan as shown below as the framework for the use of
Affordable Housing Trust Fund in FY 2018.
Note that Reading as lead community is part of a regional effort (along with North Reading, Wilmington and
Saugus) to share a Regional Housing Services Office (RHSO). The RHSO monitors and administers affordable
housing requirements including tracking and updating the Subsidized Housing Inventory (SHI) as well as
maintaining ready buyer and ready renter lists.
Affordable Housing Trust Fund Allocation Plan
FY 2018
Pursuant to Article 14 of the 2017 Annual Town Meeting, an Affordable Housing Trust Fund Allocation Plan for
the Fiscal Year 2018 in accordance with the provisions of Chapter 140 of the Acts of 2001 is as follows:
Available Balance— Unrestricted Funds: $262,634
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: At their meeting on March 22, 2017 the Finance Committee voted 9-0-0 to
recommend this Article to Town Meeting.
Bvlaw Committee Report: No report.
*Board of Selectmen Report: The Board of Selectmen on March 7, 2017 voted 5-0 to support this Article.
ARTICLE 15 To see if the Town will vote to establish the limit on the total amount that may be
expended from each revolving fund established by Article 9 of the Town of Reading General Bylaw pursuant to
Section 53E'/z of Chapter 44 of the Massachusetts General Laws for the fiscal year beginning July 1, 2017, or
take any action with respect thereto.
Board of Selectmen
14
Backqround:
Expenditure
Revolving Spending Revenue Allowed �im�� Year End
Account Authori Source Ex enses Balance
Fees as Consulting and
provided for in engineering services for
Conservation Reading General the review of designs $25,000
Commission Bylaws Section and engineering work vailable for
Consulting Conservation 5.7, Wetlands for the protection of expenditure
Fees Commission Protection wetlands. next ear
Legal, oversight and
inspection, plan review,
Building, initial property
Plumbing, appraisals and appeals,
Wiring, Gas and Public Services planning
other permits for and general $200,000
Oakt�ee, management, curb,
ddison-Wesley/sidewalks and
Pearson and pedestrian safety
Inspection Johnson Woods improvements, records vailable for
Revolving Town developments archiving and other expenditure
Fund Mana er ro'ect related costs. next ear
Clinic fees, Materials and costs
Public Health charges and associated with clinics $25,000 vailable for
Clinics and Board of third party and public health expenditure
Services Health reimbursements ro rams next ear
Library Library Charges for lost cquire Library vailable for
Materials Director and or damaged materials to replace lost $15,000 expenditure
Re lacement Trustees Libra materials or dama ed items next ear
Mattera Utilities and all other vailable for
Cabin Facilities maintenance and $10,000 expenditure
O eratin Director Rental Fees o eratin ex enses next ear
Director of
Public Works
upon the
recommenda
ion of the Sale of timber; Planning and Available for
Town Forest fees for use of Improvements to the $10,000 expenditure
Town Forest Committee the Town Forest Town Forest next ear
These revolving funds were approved as part of a new General Bylaw by November 2016 Town Meeting, but
as of this writing that action has not been affirmed by the AG's office. Thus we are being perhaps a bit more
thorough in our approach in the background described herein and in the table above. There are no changes in
that table from what was approved by Town Meeting in April 2016.
• Conservation Consultinq Revolvin�t Fund - These funds are used to receive payments from applicants,
hire expert consultants where required, and return the balance to the applicant. The balance in the
Conservation Consulting Revolving Fund as of February 2017 is $14.
• lnspections Revolvina Fund — This revolving fund was established in 2002 to accept permit fees
associated with the development of the landfill at `Walker's Brook Crossing', and a few larger projects
(Johnson Farms/Woods and Archstone in 2004; Addison Wesley/Pearson in 2008; and Oaktree in 2010)
have been added by Town Meeting since then. The balance available as of February 2017 in this fund is
$660,664 and of that total $190,000 is proposei 5 y the Town Manager as part of the FY18 budget
€$15,000 to be used to offset Public Services Overtime; $135,000 to support Economic Development
wages and expenses; and $40,000 to offset Building division wages}. ,
• Health Clinic Revolvinq Fund - The Reading Health Division contracts for third party payments for a
number of immunizations. The funds are used to augment the influenza vaccine supply from the State
Department of Public Health to insure vaccine for the homebound clients and first responders. The Division
also uses these funds for materials for other screening clinics. Clinic client fees are also deposited into this
fund to offset vaccine and clinical supply costs. The balance available as of February 2017 in this fund is
$69,002. The State has been cutting back on the free flu and other vaccines to be distributed to cities and
towns, and the Town therefore needs to purchase extra doses. The necessary amounts used for clinic
vaccine, supplies and staff salaries related to the clinics each year directly from the revolving fund is
therefore approximately $25,000.
• Library Materials Replacement Fund — During the course of a year, the Library recovers funds from
patrons who have lost or damaged books or other materials. Previously, those funds went into the Town's
General Fund and at the end of the year went into Free Cash. Once this Revolving Fund was adopted
(beginning in FY 2010), those funds recovered from patrons for lost or damaged materials were available
directly to the Library for expenditure to purchase replacement materials and processing supplies. The
balance available as of February 2017 in this fund is $4,718. �
• Mattera Cabin Operatinq Fund —The log cabin on the Mattera conservation land was purchased several
years ago, and was renovated by the Vocational School. Some of the use is revenue generating, and it is
anticipated that over time the site will generate enough funding to pay the operating costs of the cabin —
primarily utilities. This Article allows those revenues that are generated to be used directly for the'operating
expenses of the cabin. The balance available as of February 2017 in this fund is $228. In response to an
instructional motion by Town Meeting, the Town Manager has moved the responsibility for both the Mattera
Cabin and Cemetery garages to be moved to the Facilities department.
• Town Forest Revolvinct Fund was created in 2011. The purpose is to allow revenues from controlled
timber harvesting and permit fees to then be spent by the DPW Director upon the recommendation of the
Town Forest Committee, on improvements to the Town Forest, including planning efforts. The Town Forest
Committee has had a forest stewardship plan created (through a grant) to make recommendations on
forest management including controlled timber harvesting. The balance available as of February 2017 in
this fund is $0. It is anticipated that timber harvesting on a limited basis could begin at any time, and
therefore there will be future proceeds which can be used for the purposes of the revolving fund.
Finance Committee Report: At their meeting on March 22, 2017 the Finance Committee voted 9-0-0 to
recommend this Article to Town Meeting.
Bylaw Committee Report: No report.
*Board of Selectmen Report: The Board of Selectmen on March 7, 2017 voted 5-0 to support this Article.
ARTICLE 16 To see if the Town will vote to raise and appropriate, borrow, transfer from available
funds, or otherwise provide a sum of money for the operation of the Town and its government for Fiscal Year
2018 - beginning July 1, 2017, or take any other action with respect thereto.
Finance Committee
Backaround: Please see the yellow pages of this document for the full details of the FY18 budget.
Finance Committee Report: Please see the yellow pages — Spending Scorecard of this document for the
votes of the Finance Committee online items in the FY18 budget: The Finance Committee recommends the
subject matter of Article 16 as explained by these votes at their meeting on March 22, 2017.
16
Bvlaw Committee Report: No report.
.
*Board of Selectmen Report: The Board of Selectmen on March 7, 2017 voted 5-0 to support this Article as
presented to the Finance Committee.
ARTICLE 17 To see what sum the Town will vote to raise and appropriate, borrow, transfer from
available funds, or otherwise provide a sum of money for highway projects in accordance with Chapter 90 of
the Massachusetts Genera/Laws, or take any other action with respect thereto.
Board of Selectmen
Backqround: Reading expects about $600,000 in FY18 Chapter 90 funding for local road repairs. The motion
made at Town Meeting will be to accept the Chapter 90 state assistance at whatever level is ultimately
available, a trend in other communities in order to avoid any unc�ertainty of the timing of the final state budget
process.
Finance Committee Report: At their meeting on March 22, 2017 the Finance Committee voted 9-0-0 to
recommend this Article to Town Meeting.
Bvlaw Committee Report: No report.
*Board of Selectmen Report: The Board of Selectmen on March 7, 2017 voted 5-0 to support this Article.
ARTICLE 18 To see if the Town will vote to amend the General Bylaw by deleting Section 3.3.6,
Permanent Building Committee, in its entirety and inserting in place thereof the following:
3.3.6 Permanent Building Committee
There shall be a Permanent Building Committee consisting of five (5) Permanent Members and,
notwithstanding any provision of Section 3.3.1.6 to the contrary, up to two (2) Temporary Members for
each Project that the Permanent Building Committee undertakes. Permanent and Temporary Members
of the Permanent Building Committee shall be appointed by an Appointment Committee consisting of
the Chair of the Board of Selectmen, the Chair of the School Committee and the Town Moderator. In
addition, the Appointment Committee may appoint not more than three (3) Associate Members whose
service on the Permanent Building Committee shall be governed by the third paragraph of Section
3.3.1.6.
Permanent and Associate Members shall be volunteers having practical experience and skills in
professions that concentrate on the design, construction, management or financing of buildings,
including architects; civil engineers; structural engineers; mechanical, electrical and plumbing
engineers; building contractors, project managers; property managers; attorneys and building
tradespersons. Their terms shall be so arranged that as nearly an equal number of terms as possible
shall expire each year.
The Permanent Building Committee shall work with the Directo� of Facilities to compile an assessment
of the physical condition of, and an inventory of anticipated repairs and renovations to, all existing Town
buildings and shall summarize its findings in an annual report to Town Meeting.
The Permanent Building Committee shall adopt a formal building project application process to be
followed in order for any proposed project to be considered for evaluation and possible administration.
The Permanent Building Committee shall evaluate only Project Applications forwarded by the School
Committee, the Board of Selectmen or the Library Trustees (the "Sponsoring Agency"). All Sponsoring
Agencies shall be notified of this application process and any revisions to it in a timely manner after
their adoption.
17
The Permanent Building Committee shall review and administer major Town building design studies
and construction projects having expected aggregate costs of $1,500,000 or more, but may decline .
administration of Projects with little or no actual construction. The Permanent Building Committee's
jurisdiction shall not extend to projects of the Reading Municipal Light Department.
Once Town Meeting has authorized funds for a Project, the Appointment Committee shall add
Temporary Members to the Permanent Building Committee for such Project. Temporary Members shall
have the same participation and voting rights as Permanent Members on matters affecting the
particular Project for which they were appointed. Temporary Members shall be registered voters of the
Town, nominated by the Sponsoring Agency, and shall serve only for the time during which the
Permanent Building Committee is exercising its functions with respect to such Project. In the event that
a particular project is subject to participant requirements of a state funding authority, the Appointment
Committee may appoint additional Temporary members to the Permanent Building Committee for that
project; provided, however, that, in no event, shall the aggregate number of Permanent and Temporary
Members for a particular project exceed nine (9). Quorum requirements for the Permanent Building
Committee shall be the majority of the Permanent and Temporary Members for a particular project.
or take any other action in relation thereto.
Board of Selectmen
Backqround: Since their inception, the Permanent Building Committee (PBC) has taken a serious
introspective look at how their committee was established, wishing to develop policies and procedures that
would best fulfill their mission. These discussions have involved several public meetings and a couple of visits
to the Board of Selectmen where the relevant elected boards (Schools & Library) and the Finance Committee
were invited to participate. The PBC has also studied the general bylaw 3.3.6 and over time, in consultation
with all of the above plus the Bylaw Committee and Town Counsel, suggested some changes.
The proposed new bylaw is shown above in its entirety, and below in the current form. A bold and cross-out
explanation of the transition would have led to more confusion than clarity, so instead further below is a
discussion of the proposed changes.
3.3.6 Permanent Building Commitfee (Current version)
There shall be a Permanent Building Committee consisting of five (5) Permanenf Members and, except as
otherwise provided herein, up to two (2) Temporary Members for each project that the Permanent Building
Committee undertakes.
Permanent and Temporary Members of the Permanent Building Committee shall be appointed by an
Appointment Committee consisting of the Chair of the Board of Selectmen, the Chair of the School Commiftee
and the Town Moderator.
Permanent Members shall be volunteers having practical experience and skills in professions that concentrate
on the design, consfruction, management and/or financing of commercial / institutional buildings such as
architects: civil engineers; structural engineers; mechanical, elecfrica! and plumbing engineers, building
contractors, project managers, property managers, attorneys and building tradespersons. The terms shall be
so arranged that as nearly an equal number of terms as possible shall expire each year. Temporary Members
may be appointed for each individual project fhat the Permanent Building Comrrmittee undertakes.
Temporary Members shall have the same participation and voting rights as Permanent Members on matters
affecting the particular project for which they were appointed. Temporary Members shall be registered voters of
the Town, selected by the Board or Committee that proposes a particular building or renovation project (the
"Sponsoring Agency") and shall serve only for the time during which the Permanent Building Committee is
exercising its functions with respect to such project. In the evenf that a particular project is subject to
participant requirements of a state funding authorrfy, the Appointment Committee may appoint additional
members to the Permanent Building Committee for that particular project;provided, however, that, in no evenf,
18
shal! the aggregate number of Permanent and Temporary Members with full voting rights for a particular
, project exceed nine (9). Quorum requirements for the Permanent Building Committee shall be the majority of
the Permanent and Temporary Members for a particular project.
The Permanent Building Committee shall be responsible for the oversight and management of all major
municipal and school building design studies and construction projects having expected aggregate costs
exceeding two million dollars ($2,000,000). The Permanent Building Committee's jurisdiction shall not extend
to projects of the Reading Municipal Light Department. The Permanent Building Committee shall present all
such projects to the Finance Committee for consideration of funding options and shall sponsor and present all
such projects to Town Meeting for its consideration and approval of funding.
The Permanent Building Committee shal! work with the School Committee, the Board of Selectmen and any
other Sponsoring Agency. The Sponso�ing Agency shall notify fhe Permanent Building Committee of its
intention to undertake any such projects within eight (8) calendar days of a posifive vofe or general affirmation
to do so.
The Permanent Building Committee shall work with the Director of Facilities to compile an inventory of the
physical condition and anticipated repairs and renovations of all existing municipal buildings and will
summarize ifs findings in an annual report to Town Meeting.
Changes— using new bylaw as a reference:
1 St paragraph: add explicit Associate member references and cite `Section 3.3.1.6 Appointment of Associate
Members;
2"d paragraph: add in Associate member reference;
3�d paragraph: add the idea of assessment and not just an inventory of the public buildings. The PBC has a
great deal of relevant expertise to share with the Facilities department;
4th �paragraph: new reference to and requirement of the above mentioned policies and procedures. The PBC
has previously reviewed, for example, detailed `Project Assessment Process' and `Project Administration'
flowcharts in a report to Town Meeting;
4ih paragraph: clarify that only elected boards or committees may serve as sponsoring agencies. Volunteers
that created the initial bylaw all agreed that was the original intent;
5th paragraph: revise the dollar limit from $2.0 million to $1.5 million. This corresponds to state law that requires
a community to hire a formal project manager for projects expected to be at or above the $1.5 milfion level;
5th paragraph: Note that the PBC may decline projects at or above $1.5 million if they have little or no actual
construction—for example large roof replacements;
6th paragraph: move all references to the Temporary members to this section and clarify the process. PBC
members unanimously believe that Temporary members should only be added after the Project Assessment is
complete and before the Project Administration is started. They prefer to have full committee independence in
that first assessment phase, with representation from a Sponsoring Agency welcome to attend as a member of
the general public.
Items eliminated from the current version of 3.3.6 (as is shown above in italics):
(1) The PBC did not wish to present projects to the Finance Committee for consideration of funding
options, believing that responsibility was shared between staff and the Sponsoring Agency;
(2) The PBC did not wish to sponsor and present all such projects to Town Meeting. The PBC strongly
believes they must maintain an independent distance from some aspects of the entire process;
19
(3) There was no practical need for the 8 day notification period cited in the current bylaw. ,
Finance Committee Report: No report.
Bylaw Committee Report: At their meeting on March 27, 2017 the Bylaw Committee voted 4-0-0 to
recommend this Article to Town Meeting, on the condition that the following sentence is added at the end of
the fifth paragraph: "The Permanent Building Committee shall present all such projects to Town Meeting on
behalf of the Sponsoring Agency for consideration and approval of funding".
The PBC, as explained above under (2), wishes to remain as an independent resource up until Town Meeting
has formally approved a project. They believe the Sponsoring Agency should present their own request to
Town Meeting, and the PBC be called on for their observations and advice.
The two committees may meet in advance of Town Meeting to discuss their differences.
*Board of Selectmen Report: The Board of Selectmen on March 7, 2017 voted 5-0 to support this Article.
ARTICLE 19 To see if the Town v►iill vote to amend Sections 5.3.1, 5.3.2, and 5.4.7 of the Zoning
Bylaw by:
(a) Amending the Table of Uses for Business and Industrial Districts set forth in Section 5.3.1 as
shown below, with additions being shown in bold and deletions being struck through:
5.3.1 Table of Uses for Business and Industrial Districts
���� � Y BJ��� t3S � E3US � 1 �U� ��.7 I
� ������ �°v����y
_______.. . __ __� ___.____� ___ ._____ _. ____ �_..�_ __. w. ___ . �__�_ _ _� ___ _� .._. __:___ _
Attached Accessory Apartment
Contained Within an Existing Single- Yes Yes No No No No
Family Dwelling — no addition to gross
floor area
Detached Accessory Apartment
Associated with an Existing Single- � � No No No No
Family Dwelling
(b) Amending the Table of Uses for Residence Districts set forth in Section 5.3.2 as shown below,
with additions being shown in bold and deletions being struck through:
5.3.2 Table of Uses for Residence Districts
� ��� i � � � � �
�.�������1' L���� ��-°�� ES � RES � � P€��- � �
� �-�� � �-�o � �-sa a ���- � �r ���-�
� � ��� �
; �
Attached Accessory Apartment Contained
within an Existing Single Family Dwelling — Yes � No No No
no addition to gross floor area
Detached Accessory Apartment (not in an
existing Carriage House, Stable or Barn) � � No No No
ofa SPP SPP
Single family Dwelling 2�
Preservation of a Carriage House, Stable,
• or Barn for Use as a Detached Accessory SPA SPA SPA No No
Apartment
Attached Accessory Apartment Contained
Within New Construction of or Addition to SPA SPA No No No
a Single F#amily Dwelling
(c) Amending Section 5.4.7.2 as shown below, with additions being shown in bold and deletions
being struck through:
5.4.7.2 Restrictions
Accessory Apartments may be allowed in the S-15, S-20 or S-40 Districts, or in a
Single Family Dwelling in the Bus-A or Bus-B Zoning Districts as shown in the
Tables set forth in Sections 5.3.1 and 5.3.2 5-4—and subject to the applicable
performance standards set forth below.
Accessory Apartment(detached)
(existing building may be expanded
Principal Residence , provided no portion of the structure is
within the"No Build Area")
f
��
*i �
l,
Exterior Watl of �
Principal Dwelling
Off St�eet
,. _ . ° I Parking/Driveway
- ,-r.
� -`� �,-
"�- . ' . ,.;...
,y,., , .,_:.� ..--
':+-�. .-; '..' "s...;., �►� ; . '
.
.i �-�+',r �.
.�;.. '. _ .. $
. � ,.:. , . °.�p � o Bwld A "
,a ���, ,;,�� N ' rea
� �� �
. ..
�
��ii � � > ; � ������ �,�
��.�. Ji �� p u� a b,�&�}r� `
«i��3� 1''� ,- � �.,a . ,�.�'`� �
j4 _—S-i- _ _ ���� k .a}�'... ��:��.
4 { ,I�I�
�. ,�r a' �I�ill II�'�liP'e ;« .
A
` ��=`�' ' - �� "u4���� Except as noted,a Detached
Rjghfof� �� ��� " Accessory Apartment may not
al� " � � be located between any
exterior wall of the Principal
Single Family Dwelling and
any right-of-way
21
.
Accessory Apartment(Detached)
Existing stn�cture may NOT be expanded
Principal Residence into the"No euild Area"
��'"� �
Exterior Wall of -.
Principal Dwelling ,-'``� � � �.��
! ��r =�
, —�.. �`��
�� _..� � �
"No Build Area" � -
�
f��--
. .
. �
��:� �;� , �,y,
�� � `� r� ���°,;
y p�Ws 3 y�3�4'�,* '= t.
.�-.. .�
.,� ti
_ _ ; e .
,
, �� � ��;,; .
� . , � � • <_ ��. �, �
,_. . _o:
�
aa �+� �� ,.
*4.
_ �... �
Rightaf��� _ �� ��a
Except as noted,a Detached
���` ' 4 � Accesso A artment ma not
Off Street y� ; rY P Y
Parkir�g/Driveway ��'":�_be located between any
exterior wall of the Principal
Single Family Dwelling and
any right-of-way
�.�., .�..�
r��s��rg•�p�r�rn�rt �
� � � �� � �� � ,�{A:?���S�d} �
;
____.- _
__�� _��
�.�
�� Principal Residence __ _ ___ _
Except as nated,a Detached
;�. Accessory Apartment may not
be located between any
'�� - - -mmQ.-.-- exterior wall of the Principal
� :� Single Family Dwelling and
.�.�.._. �
any right-of-way
`; :r
fw p
R
��`-'"`"' `�°� "No Build Area"
. .. . _ .�
� � �� � �� � ,
Exterior Wall of Right of Way Off Street
Principal Dwelling Parking/Driveway
22
Exterior Wall of
Principal Dwelling
w: r�•�••• � �ew ,a-- __ _ _.�-e.�,.�,---__-�.m..�..�.....__ .__ —._ _______._..__._<_......
�.'� �:���� a � _
� :�� � Ae�e55c�ry�psRm�ni�
�,,� i ����ehetf) �
<
c �
��
��� ��` , Principal Residence
�; .:
Except as noted,a Detached
'. ---�.�"�"`�---—"� Accessory Apartment may not
� . be located between any
a -- —�-- � exterior wall oi the Pnncipal
$ ; � Single Family Dwelling and
� ; _ _. � �� any nght-of-way
� _..
�� �e�� �
� _ p�,. "No Buifd Area"
: � , .�
: � �e._= . .
_ .����� �___ � ._.�_ � ...;._,_ -�. W � �� � � �
:�:� � ��� �
���_____,
i
� �_ � _
l
_ ���. . -_ 4 �
Exterior Wall of off street
Principal DWelling Right of Way parkinglDriveway
(d) Amending Section 5.4.7.3 by adding, after the first sentence thereof, the following:
"The SPGA may grant a waiver from the standards set forth in sections 5.4.7.3a through j inclusive
where necessary to install features that facilitate access and mobility for disabled persons;
however, in no case shall the SPGA waive or allow modifications to requirement k below."
and
(e) Deleting Subsection 5.4.7.3k in its entirety and inserting, in place thereof, the following:
k. A Detached Accessory Apartment shall not be located between any exterior wall
of a Principal Single Family Dwelling and any right-of-way (the "No Build Area"),
unless it is created through the conversion of an accessory structure located
within the No Build Area that was constructed or permitted prior to 2017, or
through the preservation of a carriage house, stable or barn that was constructed
or permitted prior to 2017; provided, however, that such conversion of an
accessory structure or preservation of a carriage house, stable or barn for use as
an Accessory Apartment shall not result in the addition of gross floor area to that
portion of the structure that is within the No Build Area.
No Special Permit for an Accessory Apartment shall be issued unless the SPGA
finds that the exterior appearance of the Accessory Apartment, and any accessory
structure, carriage house, stable or barn modified to accommodate a Detached
Accessory Apartment will maintain the essential character of the neighborhood
and will be compatible with the Principal Single Family Dwelling on the same lot
and with other dwellings on adjoining lots.
or take any other action with respect thereto.
Community Planning and Development Commission
23
Backqround: This Article is an amendment to the Accessory Apartments bylaw, Section 5.4.7 of the Zoning ..
Bylaw, as well as amendments to the Table of Uses for Business and Industrial Districts, Section 5.3.1, and
amendments to the Table of Uses for Residence Districts, Section 5.3.2. The intent of the existing Accessory
Apartment bylaw is to allow owners of Single-Family homes the flexibility to establish an accessory unit — either
attached or detached — on the property, which fosters multi-generational living and allows for added economic
opportunity and flexibility for empty-nesters and the Town's aging population. The intent is NOT to change the
single-family fabric and character of a neighborhood in a significant and obvious way.
Article 19 seeks to better align this intent with what is allowed to be built—specifically with regards to Detached
Accessory Apartments—by adding specificity to the language used in the bylaw, and through modifications to the
Performance Standards that regulate the location and expansion of Detached Accessory Apartments in order to
presenre single-family neighborhood character. Article 19 also clarifies the use descriptions in the Use Tables,
allows accessory apartments in the A-40 Zoning District, and places oversight of Detached Accessory
Apartments under the authority of the Community Planning and Development Commission (CPDC), an entity
appropriately suited to mitigating impacts of development on abutters and neighborhoods.
Finance Committee Report: No report.
Bvlaw Committee Report: No report.
*Board of Selectmen Report: The Board of Selectmen on March 7, 2017 voted 5-0 to support this Article.
Overview of Articles 20-21-22
On November 8, 2016, Massachusetts's voters approved a citizen's petition (State Ballot Question 4) to legalize
the so-called recreational use of marijuana by a vote of 53.7% to 46.3%, a margin of 7.2%. This will allow
individuals 21 years or older, to use, possess, and cultivate, marijuana in established amounts commencing on
December 15, 2016. In addition, the Cannabis Control Commission ("CCC"), a newly established state agency,
must promulgate regulations by March 15, 2018, and begin accepting applications from commercial marijuana
businesses, including cultivators, testing facilities, product manufacturers, and retailers ("marijuana
establishments"). The CCC must act on all applications within 90 days of receipt. Therefore, the first marijuana
establishment will be authorized to open its doors no later than June 2018. Although the CCC will be in charge of
all licensing, the statute appears to leave a significant role for municipalities in the regulation of marijuana
establishments.
Local voters rejected State Ballot Question 4 by a vote of 6,800 yes (44.9%) and 8,353 no (55.1%). The legal
impact of the passage of the ballot question state-wide is still being debated on Beacon Hill, and there is frankly a
lot of differing views and confusion on implications or next steps. To simplify greatly, the ballot question could be
viewed as having two components: personal use and commercial use.
After the results of the local vote, the town took very proactive steps in late November to advertise a Public
Hearing for the purposes of discussing changes to the Zoning Bylaws. This had the effect of stopping any
commercial marijuana applicants during a period of time between the December 2016 effective date and the time
the state did ultimately step in to delay the entire process.
There is a lot of uncertainty in this area. Town Counsel has had extensive discussions with different parts of state
government and come away with three conclusions, if the town wishes to prohibit the commercial only aspect of
State Ballot Question 4: (1) a vote of the voters in Reading is a requirement; (2) a vote by Town Meeting to
change the Zoning Bylaw is the onty method to enact such a prohibition; and (3) A Special Act solidifies these
two actions.
24
On April 4th Reading voters will be asked their opinion on prohibiting commercial use as shown previously in
Question 1 of Article 1 of this Warrant. Please see the chart below for the various possible paths forward:
Ballot Town Town
Question 1 Meeting Meeting
. ,J;✓'
�7 • : ! r i !
` o'
� ��;�;
� . � • — ��u�d
. • . „ �
i,," '
.
� � � � a s �
�< <... �`. _
If that local ballot question on April 4th does not pass, then Articles 20 and 22 below will be tabled. Article
21 will proceed— a moratorium to make sure the town has time to seek public input and legal guidance on
what is a best practice for commercial marijuana establishments.
If that local ballot question passes on April 4�', then Town Meeting will be asked to vote on Article 20
which is the action to ban commercial marijuana establishments through a change to the Zoning Bylaw. 1f
Article 20 also passes, then Article 21 will be tabled and Article 22 (Special Act) will solidify the votes
taken by the voters and Town Meeting. If Article 20 does not pass, then Article 21 (moratorium) will
proceed for the reasons listed above, and Article 22 will be tabled.
Note that none of these possible actions change the previously approved Zoning Bylaw Section 5.6.5
Special Requirements for Registered Medical Marijuana Dispensaries, or impact the so-called personal
use portion of the passage of State Ballot Question 4.
ARTICLE 20 To see if the Town will vote to amend Sections 2 and 5.3 of the Zoning Bylaws to prohibit
marijuana establishments other than Registered Marijuana Dispensaries by:
(a) Inserting into Section 2.0, in appropriate alphabetical order, the following:
Marijuana Establishment: A commercial marijuana cultivator, marijuana testing facility, marijuana
product manufacturer, marijuana retailer, or any other type of marijuana-related business, subject to
regulation under Chapter 94G of the Massachusetts General Laws; provided, however, that a Registered
Medical Marijuana Dispensary shall not be deemed to be a Marijuana Establishment.
(b) Inserting into the Table of Uses for Business and Industrial Districts, set forth in Section 5.3.1,
after the entries for "Convenience Store," the following:
---- � � ��u�-B� �ua-�
��i������ �u�� � �u� � �c�s � e��a $
�us�s � l� � � ����o�y � o���i�y
____ _�__ �_�_ __ . _ . _ _ � ___________ ___________�_ _ ___ ._ �__
I� Marijuana No No No No No � No
Establishment � I
25
and
(c) Inserting into the Table of Uses for Residence Districts, set forth in Section 5.3.2, after the
entries for "Roadside Stand," the following:
`— l��� �-- -- —;-- ,
�; �y g�pg-� p�y �+ .{ g^°�{�* �3 �* g��q �v
�""�&I�N4,�I�i�'t%» � U�l� ' i �4�a:f i f�'L��7 � ��51V"�.7 �41E.1'i4 .
� €���� S-2� � A-�4C} � ' ,���� � P��-�
i �-�C� � �
' Marijuana ' No No No No ' No
Establishment
or take any other action in relation thereto.
Community Planning and Development Commission
Backqround: To define 'marijuana establishmenY and then to ban them from all zonings areas within the town,
as shown by the Table of Uses above.
Finance Committee Report: No report.
Bylaw Committee Report: At their meeting on March 27, 2017 the Bylaw Committee voted 3-1-0 to recommend
this Article to Town Meeting.
*Board of Selectmen Report: The Board of Selectmen on March 7, 2017 voted 5-0 to support this Article.
ARTICLE 21 To see if the Town will vote to amend Sections 2 and 5.6 the Zoning Bylaw to adopt a
temporary moratorium on marijuana establishments other than Registered Marijuana Dispensaries by:
(a) Inserting into Section 2.0, in appropriate alphabetical order, the following:
Marijuana Establishment: A commercial marijuana cultivator, marijuana testing facility, marijuana
product manufacturer, marijuana retailer, or any other type of marijuana-related business, subject to
regulation under Massachusetts General Laws Chapter 94G; provided, however, that a Registered
Medical Marijuana Dispensary shall not be deemed to be a Marijuana Establishment.
(b) Striking Section 5.6.5.2 in its entirety and inserting, in place thereof, the following:
5.6.5.2 Applicability
No Registered Medical Marijuana Dispensary shall be established except in compliance with the
provisions of Section 5.6.5.
(c) Inserting a new Section 5.6.6 as follows:
5.6.6 Temporary Moratorium on Marijuana Establishments.
5.6.6.1 Purpose. By vote at the State election on November 8, 2016, the voters of the
Commonwealth approved a law regulating the cultivation, manufacture, processing, distribution, sale,
possession, testing and use of marijuana. The law and the subsequent amendment thereto provides that
it is effective on December 15, 2016, and that a new state agency, the Cannabis Control Commission
(CCC), is required to issue regulations regarding implementation by March 15, 2018.
26
Section 5.6.5 of the Zoning Bylaw allows Registered Medical Marijuana Dispensaries by Special Permit.
The regulation of other types of Marijuana Establishments, however, raises novel and complex legal,
planning, and public safety issues. The Town needs time to consider and address these issues, as well
as the potential impact of the forthcoming Cannabis Control Commission regulations, by means of a
comprehensive planning process to consider amending the Zoning Bylaw to regulate Marijuana
Establishments. The temporary moratorium provided in Section 5.6.6 is intended to allow sufficient time
for the Town.to engage in such a planning process and to adopt suitable Zoning Bylaw provisions in a
manner consistent with sound land-use planning objectives.
5.6.6.2 Temporary Moratorium. For the reasons set forth above and notwithstanding any
other provision of the Zoning Bylaw to the contrary, the Town hereby adopts a temporary moratorium on
the use of land or structures as a Marijuana Establishment. The moratorium shall be in effect through
August 31, 2018. During the moratorium period, the Town shall undertake a planning process to address
the potential impacts of Marijuana Establishments and other related land uses and structures, consider
the Cannabis Control Commission regulations regarding Marijuana Establishments when they are
issued, and shall consider adopting new provisions of the Zoning Bylaw governing the location, operation
and effects of Marijuana Establishments for consideration by the 2018 Annual Town Meeting.
and
(d) Renumbering subsequent provisions of Section 5.6 accordingly;
or take any other action in relation thereto.
Community Planning and Development Commission
Backqround: This Article would enact a temporary moratorium on marijuana establishments by adding a
definition of Marijuana Establishment into Section 2:0 and by striking and inserting a new Section 5.6.6
Temporary Moratorium on Marijuana Establishments. The Temporary Moratorium is proposed to be in effect
through August 31, 2018, which is the maximum length of moratorium typically approved by the Attorney
GeneraL
Finance Committee Report: No report.
Bvlaw Committee Report: At their meeting on March 27, 2017 the Bylaw Committee voted 4-0-0 to recommend
this Article to Town Meeting.
*Board of Selectmen Report: The Board of Selectmen on March 7, 2017 voted 5-0 to support this Article.
ARTICLE 22 To see if the Town will vote to authorize the Board of Selectmen, on behalf of the Town, to
petition the General Court for passage of a special law substantially as provided below. The Legislature may
make clerical or editorial changes in form only to the bill, unless the Board of Selectmen approves amendments
to the bill before enactment by the Legislature. The Board of Selectmen is hereby authorized to approve
amendments that shall be within the scope of the general public objectives of this petition.
AN ACT RATIFYING AND VALIDATING THE ADOPTION OF A MARIJUANA ESTABLISHMENT
PROHIBITION IN THE TOWN OF READING
SECTION 1. Notwithstanding any general or special law to the contrary, the vote taken by the Town of
Reading under Article 20 of its Annual Town Meeting of April 24, 2017 to amend Sections 2 and 5.3 of the
27
Town's Zoning Bylaws to prohibit marijuana establishments other than Registered Marijuana �
Dispensaries, as authorized by a vote of the voters under Question 1 of the April 4, 2017 Annual Town
Election, and all actions taken pursuant thereto and in reliance thereon, are hereby ratified, validated and
confirmed.
SECTION 2. This act shall take effect upon its passage.
or take any other action with respect thereto.
Board of Selectmen
Backqround: This Special Act will strengthen any actions taken by Town voters and Town Meeting to ban
comrnercial marijuana from the community. While this may seem like a belt & suspenders & super glue
approach, the uncertainty surrounding the entire situation resulted in one of Town Counsel's inquiries of state
officials to agree that this was the best path forward.
Finance Committee Report: No report.
Bvlaw Committee Report: At their meeting on March 27, 2017 the Bylaw Committee voted 4-0-0 to recommend
this Article to Town Meeting.
*Board of Selectmen Report: The Board of Selectmen on March 7, 2017 voted 5-0 to support this Article.
ARTICLE 23 To see if the Town will vote to amend Section 10.5 of the Zoning Bylaw (Downtown Smart
Growth District) by deleting Section 10.5.10.1 in its entirety, and inserting the following in place thereof:
10.5.10.1 Number of Affordable Units
Affordable units shall be provided in projects of more than twelve (12) units, as follows:
• Except as otherwise provided by this section, twenty percent (20%) of all dwelling
units constructed in an ownership Development Project shall be Affordable Units.
• Except as otherwise provided by this section, twenty-five percent (25%) of all
dwelling units constructed in a rental Development Project shall be Affordable
Units:
• For Development Projects in which all of the dwelling units are limited to occupancy
by elderly persons and/or by persons with disabilities, twenty-five percent (25%) of
the dwelling units shall be Affordable Units, whether the dwelling units are Rental
Units or Ownership Units.
or take any other action with respect thereto.
Community Planning and Development Commission
Backqround: This Articfe is an amendment to the Downtown Smart Growth District (DSGD) bylaw, Section 10.5
of the Zoning Bylaw, specifically to subsection 10.5.10.1 Number of Affordable Units. The intent of the
amendment is to bring the Downtown Smart Growth District (Chapter 40R Overlay District) requirements for
affordability into alignment with the Chapter 40B requirements for counting units on the Town's Subsidized
Housing Inventory (SHI). Under Chapter 40B, if 25% of the units in a rental housing project are available to
households earning at or below 80% of Boston Area Median Income (as determined on an annual basis by
HUD), atl of the units in a rental housing project can count on the Town's SHI, which helps the Town achieve the
10% state mandate for affordable housing.
28
. The current DSGD bylaw has a 20% affordability requirement, which is the minimum percentage required under
Chapter 40R. Therefore, if a rental project is built and only provides 20% of the units as affordable, only the
affordable units count on the Town's SHI. Increasing the requirement for affordable housing to 25%for rental
would allow the Town to take credit for all of the units in future rental projects. Ownership projects are and would
still be allowed to provide just 20% of units at an affordable level, since only the amount of affordable units count
towards the Town's SHI. We have verified with the State that MGL CH. 40R allows municipalities to bifurcate
regulations based on tenancy type.
In addition, Article 23 takes advantage of another provision under MGL Ch. 40R , which allows a small projects
exemption from affordability requirements�(projects of 12 units or less}.
Finance Committee Report: No report.
�law Committee Report: No report.
*Board of Selectmen Report: The Board of Selectmen on March 7, 2017 voted 5-0 to support this Article.
ARTICLE 24 To see if the Town will vote to amend the Town of Reading's official Zoning Map to expand
the existing Downtown Smart Growth District (DSGD) to include the entire Business B Zoning District in the
downtown area, as shown below:
,:_
PROPOSED DOWNTOWN SMART � � ----��� � 6 �,��N , � ` �- �=�-�- ��
GROWTH D/STR/CT EXPANSION � ' � � P4� � �
� �-' �. : c3 ? � .y 3TATjtQN �
_ "��
Legend � . � � � .: � �� t ;E .�� t� ,� j�'; � � —'`
� �
� DSGD Overlay District 0 200 400 -��� `--`�� �" ��� � �"�� „1 ;� �� �';� , � �
� Proposed DSGD F�cpansion Ft J � G. ' �. � '� �,;^ � ,� �
�;� Business B Zoning District � ��� �` _ �� , r �� � j �
�
Map by Town of Reading �-�^ .-� , � �.T � �' "�`p��
e . 1. .�� `
� Parcels Map date:2/14H7 ,1 4� �`'- � ts g �� �r '��'S7REET� �_'
�
� �v ` � ' _ �Exist:ng D�C�[7 �� s� � ��R
�` � �,
� �.
� ;
� 3 �-L�
� � � � E .� 4 C t"3 $ $.� Y�ut'��
��V � � ��� �`� \ � �t-..:5� �E� P ��'�" p`"-_ __ � ��.�
� � �_.
;�'-i : L s`� .s �y� � � p�t--':
1� � k � � � z � � .
C";,, � ,- �.-'`` ! .���.�° , •�� ',� p .._._.�:`L� � �' � �,,•
`-. �-� , x <� =. � � �
�,q � , � � [� ,, �.
"6�:,;ij" �yi �. � \ . a � ��^C » i �9 e -,.c_1 Y �),�+ ; .�.... �
�' 1 \ �' q`s'�� ;. �y§"e� a ��{� )� � � a �
}� \ =;. � ".. �a �..ti�- s � . t}fl" .`a�..x.�:!�i�A1M VE:>- �_..) �'
j �) > s �' ���`` �� ? �.' i� 7�,�.y � � . � -�..
``,.,,h�,. :�.r �C' ,.� a �� N t �� ' '�-� 1 �� � �.J � � � �
'�.'*���;. `�� �r l���� }� t�..�._} `el �F .
� �� "t�Y„ti T. ��i�} � t �_4 1 kp""" 3 "�S 4' � }}w—.� i r h 'LT�
�` , a e ��-3 �.
.�y� '�y,�� � 9-( '1 � ${ f �
, f i� y� �`y,-�`� y�+�� I1C�'�s� =t{ �� �c.r��� f�4'.6` �S£— � �S'�� �
, � � �1.••� +'n'L� `*A S ,, °3'�'..: W«.+�"�gD� 1 t { �$
�T�� i Pf��n`i , �..� � �'` � ( J�� � � ffri i � '� � . _ � ":.
'v`�i `�''�,;, � ���-��` � y Propio5�d,�SCD�=' �{��i� � ��
, �r �E a�
� � ti� ,��� �,. ~ Expans��nr�� ���-� � � ```
4b � � ��'' `�•`ti �� m'�,` a �(- ` ��" € _� ��' t�e�� �� `�I
`� � r�,'�''� °� ""�-, �� � — � _ .__ ,:
,
� � � ��� � ��t� ' , � r } ',� a�,�; i, � ����� �i�.
� '� � _ � is��,, �, � ��i-ir'`�'� �i � {f,� ._.._;,�� �
� � . .] � :� j�"A� �}i
t4 �. � •.'`� �� F ����
��j�� t i � ��� ,.1� .:� E�� }��i�� � ' �
� ��
�,
� �+. _.
� � �. �f �.:
�---
� �� � ��� .� � � �+ � �� � �� _ �_ �
'�`� �� �� � � � � j ��� ~' �,, ,� N
� '1 � � � � � ••� —'`fl �' . �
� � ;� � � � p � _.� � ; . : -
� �
29
or take any other action with respect thereto.
Community Planning and Development Commission
Backqround: This Article is an amendment to the Town's official Zoning Map such that the
existing Downtown Smart Growth District (DSGD) bylaw would be expanded to include the
entire Business B Zoning District in the downtown area, as shown on the attached map.
Expanding the DSGD will provide property owners and developers with additional options for
how to redevelop their properties, if and when they choose to. The DSGD is an overlay district
and will not remove the underlying Business B Zoning, or require that any existing buildings be
taken down involuntarily. The DSGD is not Eminent Domain. While the current Business B
Zoning allows for commercial, institutional, and public uses; the DSGD will add to this by
allowing residential and mixed-use projects as well.
Expanding the DSGD has been discussed at numerous public forums over the past few years,
and has•recently taken on importance as the Town seeks to broaden its tax base through new
growth.
,
Finance Committee Report: No report.
Bylaw Committee Report: No report.
*Board of Selectmen Report: The Board of Selectmen on March 7, 2017 voted 5-0 to support
this Article.
ARTICLE 25 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
Backqround: The Reading Home Rule Charter provides for the removal of Town Meeting
members who attend less than one-half of the sessions through this required Article:
"... lf any person elected as a Town Meeting Member fails to attend one-half or more of the total
Town Meeting sessions within one year preceding the most recent Annual Town Election, his
seat may be declared vacant by a majority vote of the Town Meefing.
The Board of Selectmen shall place an Article on the Annual Town Meeting Warrant to remove
any such Town Meeting Member from office. At least seven (7) days prior to the Annual Town
Meeting, the Town Clerk shall notify any such Town Meeting Member that he may be removed
from office, provided, however, that such notice shall be deemed adequafe if mailed postage
prepaid to the Town Meeting Member's last known address..."
30
In the preceding twelve months there were 10 sessions of five different Town Meetings. Town
Meeting members below did not attend at least half(5) of the Town Meeting sessions:
� First � � Sessions
Precinct Name Middle Last Name Term Present
1 Roger J D'Entremont 2018 2
1 Thomas ] Ryan � 2018 4
2 Sean P Kelly 2019 2
3 Lori Briere 2019 1
3 Francis P Driscoll 2018 0
3 Julianne Joyce 2018 2
3 Sandra M Kosta 2018 4
3 Marianne McLaughlin-Downing 2018 4
4 Demetra Tseckares 2018 2
5 Daniel Knowles 2019 2
5 Kevin Walsh 2019 1
6 Kenneth Mathew Lafferty 2019 0
6 Lori Ann Russo 2019 2
7 Brandon P Chapman 2019 4
7 John A Lippitt 2019 2
8 Matthew A Annunziata 2018 2
8 Ian Charles Brown 2019 3
In the preceding twelve months there were 61 Town Meeting members with perfect attendance
for those ten sessions—congratulations!
31
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 4, 2017, or providing in a manner such
as electronic submission, holding for pickup or mailing, an attested copy of said Warrant to each Town Meeting
Mem6er.
Hereof fail not and make due return of this Warrant with your doings thereon to the Town Clerk at or
before the time appointed for said meeting.
Given under our hands this�St day of �fib���.p,�, , 2017.
� �
John , Chairman
/ _ /�/• '
evin Sexton, ic hairman
c
Bar B rman, Secretary
,
J re a
�. �:` G� �
� " l
, Daniel Ensminger
SELECTMEN OF READING
/l0"�1=- -
Thomas Freeman , Constable
32
Article 16
Town of Reading
Fiscal Year 2 U 18
Finance Committee's
Recommended Bud et
�
July 1, 2 017 - june 3 0, 2 018
Mark Dockser, Chair (July 2010)
Pau) McNeice, Vice Chair (November 2012)
Vanessa Alvarado (February 2015)
Eric Burkhart ( June 2016)
Anne lohnson Landry (July 2014)
Pefer Lydecker (February 2014)
Marc Moll (July 2014)
David Neshat (July 2015)
Paula Perry (July 2010)
33
Table of Contents
I. Town Accountant's Recommended R.evenues
II. Town Accountant's Budget Summary
III. Town Manager's FY18 Budget Message
IV. Finance Committee's FY18 Budget If►�Iessage
V. FY18 Spending Scorecard
VI. FY18 Shared Costs
VII. FY18 Town Budget De��il �ay Department
a. Administrative Services
i. Operations vi. Property Insurance
ii. Town Manager vii. Human Resources
iii. Selectmen viii. Technology
iv. Finance Committee ix. Town Clerk
v. Legal x. Elections
b. Public Se"rvices
i. Administration iii. Community Services
ii. Community Develop. 1. Health
1. Conservation 2. Elder/Human
2. Planning Services
3. Inspectiona! 3. Veterans
Services Services
4. Historical 4. Recreation
c. Finance Department
i. Accounting iii. General Finance
ii. Assessors
34
d. Pubiic Safety
i. Police iii. Fire/EMS
ii. RCASA iv. Dispatch
e. Public Works
i. Administration vi. Cemetery
ii. Engineering vii. Snow& Ice
iii. Highway/Equipment viii. Street &Traffic Lights
iv. Storm Water ix. Rubbish & Recycling
v. Parks and Forestry
f. Public Library
i. Administration iv. Reference Services
ii. Circulation v. Technical Services
iii. Children's Services �
g. Facilities
i. Core Facilities ii. Town Bu�ldings
VIII. FY18 School Committee Budget
IX. FY18 Enterprise Fund Budgets
a. �verview
b. Water
c. Sewer
d. Storm Water �
X. Appendix
a. Table of Organization
b. FY18-FY27 Capital Pian
c. FY18 Debt Schedule
d. SchoolInformation
e. Encumbrances
35
Town Accountant's Recommended
FY18 Revenues
Summary of Revenues — The total FY18 estimated revenues for general government will be
$92.3 million, a 1.7% increase from FY17. Note that without the use of Free Cash in either year
revenues are projected to increase 3.0% to $91.2 million. FINCOM allo��ved $1.1 million in Free
Cash to be used to balance the FY 18 budget.
Between 1982 (the beginning on Proposition 2'/2) and 2009 statewide municipal revenue growth
averaged 52% annually, according to the Massachusetts Taxpayers Foundation (MTF) in a
report issued in December 2015. Reading has historically lagged these statewide figures, for two
significant reasons. First, there is not much land left to develop — either for commercial or
residential purposes. According to the MTF, Reading derives 60.5% of annual revenue
(including the Enterprise Funds) from the tax levy, a figure that is well below the Peer
Communities average of 66.6%. Second, state aid in real terms is down 50% since 2001
according to the Massachusetts Budget & Policy Center. Reading today derives 13.5% of annual
revenues (including the Enterprise Funds) from state aid, a figure higher than the 11.0% average
of Peer Communities, so this real decline in state aid has impacted Reading more than most
communities. In large part this is due to the fact that Reading has an above average amount of
students.
Propertv Taxes — The FY 2018 tax levy includes a 2.5% increase over the combined FY 2017
tax levy plus new growth. As the next table shows, recent new growth has trended higher (Syr
average $759k and l0yr average $614k). We are conservatively estimating $500,000 in next
year's new growth as known development projects are nearly complete, and pending ones are not
yet permitted. The town's economic development efforts are modestly forecast to improve new
growth starting in FY20.
Actual New Growth $ OOOs
FY17 FY16 FY15 FY14 FY13 FY12 FYll FY10 FY09 FY08
717 912 844 741 579 325 363 553 556 549
The assessor's overlay account was increased to $695,816 in FY18. 'I'his amount is set aside for
the Board of Assessors to handle abatements and exemptions. The actual amount may vary from
the budgeted amount when the final caleulation of the tax rate is made by the Town Accountant
in November 2017. If the overlay account is not used for abatements, it is released to Free Cash.
(See" Operating transfers/Available Funds" below.)
Inter�overnmental Revenue — The final figure for State Aid for FY18 is still unknov�m at this
point. In January 2017 the Governor released a budget that would increase state aid by only
+0.9% for Reading, continuing a very disappointing trend.
Local Revenues from sources other than pronerty taxes—
Local revenues are volatile and difficult to project. In recent history they have ranged from a
slight decrease to a strong +8°/o increase annually. A forecast of +6.3% for FY18 has been
budgeted as recent years have shown above average increases in motor vehicle excise taxes most
likely attributable to new housing developments in town.
36
Town Accountant's Recommended
FY18 Revenues
MOTOR VFHICLE EXCISE—This revenue source is especially difficult to forecast, as we have
been both over and under budget by $100,000+ in recent years, although the average has been in
line. For next year we forecast a 7.8% increase to $3.65 million as collections for motor vehicle
excise have been trending up and have been over budget over the last five years.
CHARGES FOR SERVICES —A forecast of+4.2% to $1.85 million
INTEREST — The town earns interest on the cash it is holding until it has to pay the bills.
Sometimes the Town holds large cash balances for temporary purposes (such as the Library
construction project) and we are careful to only budget recurring interest revenues. Rates remain
very low, so a forecast of$180,000 for FY18 is in line with the current year.
Operatin� Transfers/Available Funds —The amount of money available from cemeter �S sale of
lots has remained constant. The earnin�s distribution from the Light Department has been
increased 1.0% based on the CPI through December 2016. The Board of Assessors released
$300,000 from the overlav surplus last year and is again planning on releasing $400,000 for use
in FY18.
A figure of$1.1 million is being used from Free Cash in order to balance the FY2018 budget.
The Chart below shows an updated Free Cash balance estimate, which excludes any regeneration
that might occur as FY17 is closed out and any capital projects being considered this spring.
Recent regeneration suggests that between $0.75 and $1.25 million would be added, although
Annual Town Meeting may use some of that surplus in FY17 to balance other current year
deficits. Figures are shown in (OOOs):
$10,000
$9,000
$8,000
$7,000
$6,000
$5,000
$4;000
$3,000
$2,000
$1,000
$0
01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18
Fiscal Year
37
Town Accountant's
FY18 Budget Summary
Town of Reading �
Budget SUmmBry One Yr One Yr One Yr One Yr One Yr
3123117 8:56 AM Current Changes Projected Changes Projected Changes Projected Changes Projected Changes
FY17 FY17 FY18 FY18 FY19 FY19 FY20 FY20 FY21 FY21
Revenues
Total Property Taxes 64,200,915 3.7% 66,200,547 3.1°10 68,241,672 3.1% 70,382,306 3.1% 72,615,002 3.2%
Totai Other Local Revenue 6,615,000 4.0% 7,030,000 6.3% 7,260,000 3.3% 7,515,000 3.5% 7,770,000 3.4%
Total Intergov't Revenues 13,865,000 1.9°/a 13,993,931 0.9% 14,343,779 2.5% 14,702,374 2.5% 15,069,933 2.5%
Total Transfers&Available 3,868,490 2.4% 3,954,947 2.2% 3,996,907 1.1% 4,014,421 0.4% 4,034,611 0.5%
Revs before Free Cash $88,549,405 3.3°/a $91,179,425 2.97% 5 93,842,358 2.92% $ 96,614,101 2.95% $ 99,489,547 2.98%
Free Cash 2,150,000 -2.3% 1,200,000 -44.2% 1,000,000 -16.7% 1,000,000 0.0% 1,00O,OOQ 0.0%
Net Available Revenues 5 90,699,405 3.2% $92,379,425 1.85% $94,842,358 2.67% $ 97,614,101 2.92% $100,489,541 2.95%
Accommodated Costs
Benefits 15,813,500 5.7% 16,496,047 4.3°/a 17,542,704 6.3% 18,660,899 6.4% 19,855,698 6.4%
Capital 2,220,000 -23.2% 2,259,4Q0 1.8% 2,727,000 20.7% 2,805,100 2.9% 2,942,000 4.9%
Debt 4,900,000 8.6% 5,057,915 3.2% 4,668,558 -7.7% 4,780,239 2.4% 4,661,358 -2.5%
Energy 1,963,946 64.3% 1,989,950 1.3% 2,085,848 4.8% 2,186,432 4.8% 2,291,934 4.8%
Financial 831,000 -13.4% 840,000 1.1% 869,600 3.5% 900,533 3.6% 932,861 3.6°/a
Education-Out of district 4,127,314 3.1% 4,033,670 -2.3% 4,235,354 5.0% 4,447,121 5.0% 4,669,477 5.0%
Education-Vocational 384,350 -21.6% 386,000 0.4% 405,300 5.0% 425,565 5.0% 446,844 5.0%
Miscellaneous 3,043,150 3.1% 3,173,925 4.3% 3,270,631 3.0% 3,369,368 3.0% 3,470,196 3.0%
Accommodated Costs $33�283,260 4.1% $34,236,907 2.9% $35,8Q4,994 4.6% � 37,575,258 4.9% $ 39,270�368 4.5%
0 eratin COStS $ 44,619 $ 24,501 $ (6,745) $ 2,701
Municipal Gov't Operating 19,420,362 3.41% 19,708,476 1.25% 20,053,374 1.75% 20,404,309 1.75% 20,802,193 1.95%
adjustments 44,800
adjustments{EF+RF) 1,008,822 15.35% 1,021,432 1.25% 1,039,307 1.75% 1,057,495 1.75% 1,078,116 1.95%
TOTAL MUrIi GoVt OPER 20,473,984 4.17% 20�729,908 1.25% 21�092,682 1.75% 21,461�804 1.75% 21,880,309 1.95%
SchoolOperating 36,570,352 3.41°/a 37,067,981 1.25°/a 37,920,181 1.48°/0 38,583,784 1.75% 39,336,168 1.95%
adjustments 40,000 300,010
TOTAL School OPER 36,610,352 3.52% 37,367,991 2.07% 37,920,181 1.48% 38,583,784 1.75% 39,336,168 1.95%
Operatin Bud ets $57,084,335 3.75% $58,097,899 1.78% $59,012,863 1.57% $ 60,045,588 1.75% b 61,216,477 1.95%
MunicipalGov'tOperatin 35.87°!0 35.68% 35.74% 35.74% 35.74%
SchoolOperatin 64.13% 64.32% 64.26% 64.26% 64.26%
TOTAL SPENDING $90,367,595 3.9% $92,334,807 2.2% $94,817,857 2.7% $ 97,620,846 3.0% 5100,486,845 2.9°/a
Muni Govt OPER $20,473,984 $20,729,908 1.25% $21,092,682 1.75% $ 21,461,804 1.75% $ 21,880,309 1.95%
MuniGovtACCOM $ 5,013,886 $ 5,151,450 2.74% $ 5,356,093 3.97% $ 5,568,348 3.96% $ 5,788,557 3.95%
Mu�i GOvt TOTAL $25,487,870 �25,881�358 1'.54% $26,448�774 2.19% $ 27,030,152 2.20%I$ 27,668�866 2.36%
School OPER $36,610,352 $37,367,991 2.07% $37,920,181 1.48% $ 38,583,784 1.75% $ 39,336,168 1.95%
School ACCOM $ 4,127,314 $ 4,033,670 -2.27% $ 4,235,354 � 5.00% $ 4,447,121 5.00% $ 4,669,477 5.00%
School TOTAL a 40,737,666 $41,A01,661 1.63% $42,155,534 1.82% $ 43,030,905 2.08% $ 44,005,645 2.27%
�'2.9" "�1`"$^ �"�"� �.� � � „�+ f� 4,
__ .<.<�'� '"��a!',:.,._�_�.�b.,� ___ . _ -_ �__ ..�,..�.,.�.a..��. ���,�a�: ... _��,.,,�Y;w..� .. .. �sa^•�. .. ...�� , .� . . �„��c"���'�... a�x.
38
Town Accountant's
FY18 Budget Summary
Town af Read'tng One Yr One Yr One Yr One Yr One Yr
Revenues-Details Changes Changes Projected Changes Projected Changes Projected Changes
3123117 8:56 AM FY17 FY17 FY18 FY18 FY19 FY19 FY20 FY20 FY21 FY21
Property Taxes
Tax levy(within levy limit) 61,149,480 4.1% 63,412,782 3.7% 65,510,601 3.3% 67,660,866 3.3% 69,916,138 3.3°/a
New Growth � 716,648 -21.5°/a 500,000 -30.2% 500,000 0.0% 550,000 10.0% 600,000 9.1%
Taxlevy(debtexclusion) 3,013,632 2.7% 2,983,582 -1.0% 2,944,282 -1.3% 2,902,482 -1.4% 2,848,182 -1.9%
Abatements and exemptio 678,855 2.5% 695,816 2.5% 713,211 2.5% 731,042 2.5% 749,318 2.5%
Total PrOpe TaxeS 64,200,915 3.7% 66,200,547 3.1% 68,241,672 3.1% 70,382,306 3.1% 72,615,002 3.2%
OtherLocalRevenues
Motor Vehicle Excise 3,385,000 4.2°/a 3,650,000 7.8% 3,800,000 4.1% 3,950,000 3.9% 4,100,000 3.8%
MealsTax 350,000 0.0% 375,000 7.1% 380,000 1.3% 385,000 1.3% 390,000 1.3%
Penaltieslinterest on taxes 225,000 12.5% 230,000 2.2% 235,000 2.2% 240,000 2.1°/a 245,000 2.1%
Payments in lieu of taxes 340,000 1.5% 345,000 1.5% 350,000 1.4% 355,000 1.4% 360,000 1.4%
Charges for services 1,775,000 4.4% 1,$50,000 4.2% 1,900,000 2.7% 1,975,000 3.9% 2,050,000 3.8%
Licenses&permits 160,000 6.7% 165,000 3.1% 170,000 3.0°/a 175,000 2.9% 180,000 2.9%
Fines 105,000 2.4% 110,000 4.8% 115,000 4.5% 120,000 4.3% 125,000 4.2%
Interest Earnings 175,000 0.0% 180,000 2.9% 185,000 2.8% 190,000 2.7% 195,000 2.6%
Medicaid Reimbursement 100,000 0.0% 125,000 25.0% 125,000 0.0% 125,000 0.0% 125,000 0.0%
Total Other Local Reven 6,615,000 4.0% 7,030,000 6.3% 7,260,000 3.3% 7,515,000 3.5% 7,770,000 3.4%
Intergovernmental Revenue
State Aid � 13,865,000 1.9% 13,993,931 0.9% 14,343,779 2.5% 14,702,374 2.5% 15,069,933 2.5%
Total Inter ov't Revenue 13,865,000 1.9% 13,993,931 0.9% 14,343,779 2.5% 14,702,374 2.5% 15,069,933 2.5%
Operatinq Transfers and Available Funds
Cemetery sale of lots 25,000 0.0% 25,000 0.0% 25,000 0.0% 25,000 0.0% 25,000 0.0%
Sale of real estate funds 50,000 -50.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0%
RMLD payment 2,384,668 0.2% 2,408,515 1.0% 2,432,600 1.0% 2,456,926 1.0% 2,481,495 1.0%
Enterprise Fund Support 1,008,822 15.3°� 1,021,432 1.3% 1,039,307 1.8% 1,057,495 1.8% 1,078,116 2.0%
School Revolving Funds 100,000 0.0% 100,000 0.0% 100,000 0.0% 100,000 0.0% 100,000 0.0%
Overla SUr lus 300,000 0.0% 400,000 33.3% 400,000 0.0% 375,000 -6.3% 350,000 -6.7%
Total Transfers&Availa 3,868,490 2.4% 3,954,947 2.2% 3,996,907 1.1% 4,014,421 0.4% 4,034,611 0.5°/a
OPERATING REVENUES 88,549,405 3.34% 91,179,425 2.97% 93,842,358 2.92°Io 96,614,101 2.95% 99,489,547 2.98%
Free Cash&Savings 2,150,000 -2.26% 1,200,000 -44.19% 1,000,000 1,000,000 1,000,000
TOTAL REVENUES 90�699�405 3.20% 92�379�425 1.85% 94�842,358 2.67% 97�614�101 2.92% 100�489�547 2.95%
� � '�. �,�r e;a��°�a.;� ���'� �,.:.w., �� �.�"�= � � 'T���� ��.�..�..� ., " � 9 x'�,s;,�Y��, ,,�,�:���,��
,,� ��- �- ���, �,
� Tavarr nf ReadCng
AcC.CQsts-Summary One Yr One Yr One Yr One Yr One Yr
3123117 8:56 AM Changes Changes Projected Changes Projected Changes Projected Changes
FY17 FY17 FY18 FY18 FY19 FY19 FY20 FY20 FY21 FY21
Benefits 15,813,500 5.7% 16,496,047 4.3% 17,542,704 6.3% 18,660,899 6.4% 19,855,698 6.4%
Capital 2,220,000 -23.2% 2,259,400 2,727,000 2,805,100 2,942,000
Debt 4,900,000 8.6% 5,057,915 2.8% 4,668,558 1.1% 4,780,239 2.6% 4,661,358 0.2%
Energy 1,963,946 64.3% 1,989,950 1.3% 2,085,848 4.8% 2,186,432 4.8°10 2,291,934 4.8%
Financial 831,000 -13.4°/a 840,000 1.1% 869,600 3.5% 900,533 3.6% 932,861 3.6%
Education•Out of distric 4,127,314 3.1% 4,033,670 -2.3% 4,235,354 5.0% 4,447,121 5.0% 4,669,477 5.0%
Education-Vocational 384,350 -21.6% 386,000 0.4% 405,300 5.0% 425,565 5.0% 446,844 5.0%
Misceilaneous 3,043,150 3.1% 3,173,925 4.3°l0 3,270,631 3.0% 3,369,368 3.0% 3,470,196 • 3.0°/a
TOTAL ACComttt.Ct�STS $33,283�260 4.1% $34�236�907 2.9% $35�$04�994 4.6% $ 37�575�258 4.9% $ 39�27fl�36$ 4.5°/0
�
s _..�,.y�;R� . .
39
Town Accountant's
FY18 Budget Summary
Town of Reading One Yr One Yr One Yr One Yr One Yr
Acc,Costs•DeEails Changes Changes Projected Changes Projected Changes Projected Changes
FY77 FY17 FY18 FY18 fY19 FY19 FY20 fY20 FY21 FY21
Contributory Retirement 3,673,000 4.4% 3,731,547 1.6% 3,899,467 4.5% 4,074,943 4.5% 4,258,315 4.5%
OBRA fees&OPEB study 25,000 25.0% 50,000 100.0% 50,000 0.0% 50,000 0.0% 50,000 0.0%
OPEB contribution 500,000 0.0% 500,000 0.0% 500,000 0.0% 500,000 0.0% 500,000 0.0%
Workers Compensation 300,000 14.3% 309,000 3.0% 324,450 5.0% 340,673 5.0% 357,706 5.0%
Unemployment Benefits 100,000 0.0°/a 140,000 40.0% 143,500 2.5% 147,088 2.5% 150,765 2.5%
Group Health I Life Ins. 10,360,500 6.1% 10,870,500 4.9% 11,685,788 7.5% 12,562,222 7.5°/a 13,504,388 7.5%
Medicare I Social Security 755,000 4.1% 790,000 4.6°/a 829,500 5.0% 870,975 5.0% 914,524 5.0%
Police I Fire Indemnificatio 100,000 25.0% 105,000 5.0% 110,000 4.8% 115,000 4.5% 120,000 4.3%
Acc.Costs-Benefits $15,813,500 5.7% $16,496,047 4.3% $17,542,704 6.3% $ 18,660,899 6.4% $ 19,855,698 6.4%
5%of net avarlable revs 4,276,789 4,409,792 4,544,904 4,685,581 4,832,068
less debt(net,inside levy) (1,886,368) (2,060,233) (1,711,951) (i,857,232) (1,804,426)
Available for cash capital 2,390,421 2,349,559 2,832,953 2,818,349 3,027,642
TempshifttoOPERATING 170,421 90,159 (105,953) 13,249 (85,642
Acc.Costs•Ca ital $ 2,220,000 •23.2% $ 2,259,400 1.8% � 2,727,000 20.7°/a $ 2,805,100 2.9% $ 2,942,000 4.9%
Debt Service-Principal 3,745,000 18.9% 3,960,000 5.7% 3,715,000 -62% 3,915,000 5.4% 3,945,000 0.8%
Debt Service-Interest 1,155,000 -15.2% 1,083,815 -6.2% 941,233 -13.2% 854,714 -9.2% 707,608 -17.2%
Excluded debt (3,013,632) 2.7% (2,983,582) -1.0% (2,944,282) -1.3°/a (2,902,482) -1.4°l0 (2,848,182) -1.9%
Total Included Debt $ 1,886,368 19.6°/a $ 2,060,233 9.2°/a $ 1,711,951 -16.9% $ 1,867,232 9.1% $ 1,804,426 -3.4%
Premiums for eneral funtl $ 14,100 $ 12,325 -12.6% � 10,525 -14.6% $ 8,750 -16.9%
Acc.Costs-Debt $ 4,900,000 8.6% $ 5,057,915 3.2% $ 4,668,558 -7.7% $ 4,780,239 2.4% $ 4,661,358 -2.5%
Street Lighting(DPW) 180,000 2.9% 180,000 0.0% 185,40G 3.0% 190,962 3.0% 196,691 3.0%
Electricty(FacCORE) 805,625 845,325 4.9% 887,591 5.0% 931,971 5.0% 978,569 5.0%
Natl Gas(FacCORE) 596,846 626,775 5.0% 658,114 5.0% 691,019 5.0% 725,570 5.0%
WaterlSewer(FacCORE) 126,475 132,850 5.0% 139,493 5.0% 146,467 5.0% 153,790 5.0%
Fuel-vehicles DPW 255,000 2.0% 205,000 -19.6% 215,250 5.0% 226,013 5.0% 237,313 5.0%
Acc.Costs•Ener $ 1,963,946 4.8% $ 1,989,950 1.3% $ 2,085,848 4.8% $ 2,186,432 4.8% $ 2,291,934 4.8%
Casuaitylns(AD SVC) 445,000 2.3% 445,000 0.0% 467,250 5.0% 490,613 5.0% 515,143 5.0%
VeYs Assistance(PUB SV 236,000 4.9°/a 245,000 3.8% 252,350 3.0% 259,921 3.0°/a 267,718 3.0%
FINCOM Reserve Fund 150,000 -50.0°/a 150,000 0.0% 150,000 0.0% 150,OG0 0.0% 150,000 0.0%
Acc.Costs-Financial $ 831,000 •13.4% $ 840,000 1.1% $ 869,600 3.5% $ 900,533 3.6% $ 932,861 3.6°/a
SPED transp OOD(Sch) 996,913 5.0% 1,017,000 2.0% 1,067,850 5.0% 1,121,243 5.0% 1,177,305 5.0%
SPED tuition OOD(Sch) 4,173,978 4.1% 4,036,175 -3.3% 4,237,984 5.0% 4,449,883 5.0°/a 4,672,377 5.0%
SPED offsets OOD(Sch 1,043,577 9.5% 1,019,505 -2.3% 1,070,480 5.0°/a 1,124,004 5.0% 1,180,204 5.0%
Acc.Costs•OOD SPED $ 4,127,314 3.1% $ 4,033,670 -2.3% $ 4,235,354 5.0°/a $ 4,447,121 5.0% $ 4,669,477 5.0°/a
VoC SChool-NERMVS 257,100 6.5% 259,650 1.0% 272,633 5.0% 286,264 5.0% 300,578 5.0%
Voc School-Minute Man 83,750 -41.8% 87,950 5.0% 92,348 5.0°/a 96,965 5.0°10 101,813 5.0%
Voc School-Essex North 43,500 -58.6% 38,400 -11.7% 40,320 5.0% 42,336 5.0% 44,453 5.0%
Acc.Costs•Vocational $ 384,350 •21.6°/a 5 386,000 0.4% $ 405,300 5.0% $ 425,565 5.0% $ 446,844 5.0%
RUbbish(DPW) 1,550,000 4.2% 1,596,500 3.0% 1,644,395 3.0% 1,693,727 3.0% 1,744,539 3.0°/a
Snow and Ice Control(DP 625,000 0.0% 625,000 0.0% 650,000 4.0°/a 675,000 3.8% 700,000 3.7°/a
State Assessments 642,750 2.3% 702,425 9.3% 719,986 2.5% 737,985 2.5°/a 756,435 2.5%
Cemete DPW 225,400 7.4% 250,000 10.9% 256,250 2.5% 262,656 2.5% 269,223 2.5%
Acc.Costs-Misc. $ 3,043,150 3.1% $ 3,173,925 4.3% $ 3,270,631 3.0% S 3,369,368 3.0% $ 3,470,196 3.0%
,:�,'��,&,9 k,..n,,.�,..7'�.w x.9k'_�..�`��,.... . ,;� R 5,w a �< s ^�',�"€"y�"�x�o-, . � .... . �. � , .. , ,a.
. . . .. .. .... ..__,� � . ..:� :,r�,�'���N.�r<,�,s . .
40
� Town Manager's FY18 Budget Message
+1.25% FY18 Operating Budget
Police office� eliminated fo�first time since early 1990s
Firefighter eliminated for first time since early 1990s
Public Libf-ary reducing hours of service to the public
Pleasant Street Center reducing hours of service to the public
Other cuts made to balance the town budget
The following document constitutes the Town Manager's recommended Fiscal Year 2018
Budget for the Town of Reading, beginning July l, 2017. As was mentioned a year ago, this
budget will result in more noticeable changes in both the quantity and quality of town services,
coming on the heels of the voters' rejection of a Proposition 2%2 Override in October 2016.
For about six months leading up to the Override vote, the town and schools conducted public
Community Listening Sessions, where we listened to residents and explained that the top
concern was employee staffing and morale. On the town side we spoke of the need to eliminate
about 8-9 FTE (full-time equivalent)town positions if we had no Free Cash to use in FY18.
After the Override failed, FINCOM voted to allow some Free Cash that effectively reduced the
need for cuts on the town side to 5 FTEs.
Ten or more years ago the town used no Free Cash to balance the annual budget. On the other
hand, some expenditure lines—such as health insurance premiums and DPW equipment repairs
— always needed significant additional funding during the end of each fiscal year. Oyer time
that budget practice evolved to more accurate estimate of costs, a more realistic recognition of
revenues, and the annual use of some Free Cash. The latter practice was argued as responsible
because each year some Free Cash was `regenerated' — by spending less than was budgeted
and/or enjoying revenues larger than was forecast. At first that reliable annual regeneration
amount was $0.5 million, and gradually grew to about $1.0 million. Actual regeneration has
been both lower and higher than those figures— quite high occasionally due to a confluence of
several one-time events. However due to the annual stress on the operating budgets of the
Town and Schools in recent years, combined with very healthy levels of Free Cash, the
FINCOM suggested and Town Meeting approved usage of as much as $2 million to fund the
annual operating budget.
After the Override failed, FINCOM agreed that the amount used annually to support operating
budgets needed to drop back closer to the $1 million level, especially after they agreed to use
over$2 million from Free Cash to help settle $6 million of High School construction litigation.
'Thus budget cuts in FY18 must first close almost a $1 million funding gap from the `loss' of
Free Cash, and then close the annual budget gap caused by the mismatch in Shared Costs and
Revenues. As I have noted in this space for a few years, for what it's worth, I concur with
FINCOM's recommendation that the annual use of Free Cash be at or near the $1 million
annual figure (it is $1.2 million in FY18), with additional reserves then available for
unexpected expenses during the year or shortfalls in revenues.
� 41
Budgeting on the town side has very much been a long-term planning exercise for many years. -
Reductions began several years ago at Town Hall as positions were reduced in hours,
regionalized with other communities and combined with other internal positions. Every
retirement or unplanned staff departure was seen as an opportunity to redesign the position.
Sometimes we need to redesign the redesign. In some cases the position was left vacant
(providing future town and school budgets more Free Cash at year end) and then eliminated as
needed in order to avoid layoffs and maintain employee morale. These reductions impacted
Administrative Services, Public Services (quite notably), Finance and some portions of Public
Works. When funds were available, staff was added very cautiously in recent years: for
example a shared Human Resources position between the town and schools; a second
Dispatcher (2 FTEs) added for the overnight shifts; and a few part-time positions in Public
Services were restored to full-time.
Along the way, the town budget had enough marginal funding to add a bit more staff but
choose not to do so because the underlving revenues were not�,yet� sustainable. There are two
factors that influence this policy: (1) the human factor of hiring and then laying off within a
year; and (2) basic economics. The hiring process is expensive—we put a lot of time and effort
from all staff involved — hiring is the single most important role of management. Also, for
example, a new Police Officer from date of hire until the day they become trained and certified
is between 7 and 9 months depending on the timing of training academy openings. There is
little economic sense in obtaining 3 to 5 months of service for one year's pay. Our hiring is
meant to be a long-term sustainable investment in our staff.
Given this backdrop, instead of hiring into an unsustainable environment we have spent funds
on several one-time expenses (such as technology upgrades). Thus the need to eliminate town
positions could have been much higher in FY18 except for these previous choices. An example
of this long-term staff planning process was the town government hiring freeze imposed by the
Town Manager late last summer in advance of the Override vote. Once the Override failed,
vacant positions became the dominant source of eliminated town positions, another plus for
employee morale. It is interesting that a recent comment at a public meeting cited the lack of a
need to lay-off actual employees on the town side as an example of less financial need
compared to what it really is - good financial planning.
In the same planning spirit, given sufficient position vacancies now the town decided to
eliminate more than the needed 5 FTEs in FY18 in order to stabilize the employee morale for a
two-year period though FY19. This town budget eliminates 7.5 FTEs (described in detail in
following budget sections) and also allows wage growth including modest COLA increases:
+0.75% for town non-union; and town unions are subject to collective bargaining. Nate that
contingent on successful performance evaluations eligible employees may also receive a step
increase.
The proposed FY18 town budget wiil see about $150,000 spent on one-time expenses that can
be eliminated in FY19 as the primary mechanism to avoid further town staffing cuts. Note that
some of these one-time expenses are now subject to holdbacks in order to be ready to assist the
School department budget during FY1$, which will be described in more detail below. Thus an
Override timed for FY19 would generally restore town positions previously cut or those never
added because of the lack of sustainable revenues, as opposed to prevent significant further
layoffs.
42
Impacts that the community will see next year include reductions in hours to the public for
both the Pleasant Street (`Senior') Center and the Public Library. For the first time in about 25
years there is a reduction of two Public Safety positions - one Police Officer and one
Firefighter. Public Safety salaries, which amount to about 40% of total town budget spending,
have been protected in recent years during previous town budget cuts, but they simply could no
longer be spared. It is important to remember that an Override in time for FY18 would have
added 3-4 Public Safety positions, including a second School Resource Officer. Now the
staffing shortfall is at least 5-6 positions, to bring us to where a staffing study done 15 years
ago targeted. Both the community and the world have changed a lot since then, and demand on
Public Safety employees continue to grow significantly, and staffing levels are generally 4
police officers and 4 firefighters below target levels. However, while the elimination of these
two positions raises the Public Safety risk profile further, each Chief and the men and women
of their departments are dedicated to serving the community at the highest level possible.
Revenues
As a rule of thumb, revenues grow +3% annually, which is forecast to be true in FY18.
Property taxes provide over 70% of annual general fund revenues (as shown below) and grow
at a bit more than 3% annually, constrained by Proposition 2%2 but supplemented by
construction and new growth. However State Aid, which provides about 15% of general fund
revenues, has lagged significantly - recently growing at less than +l% annually. The decrease
in the proposed use of Free Cash makes the revenue available in FY18 to be only +1.7% when
compared to FY17.
REVENUE SOURCES FY18 FY17 .. .. FY04 FY03
Pro e Taxes 72.6% 72.5% 68% 62%
Local Char es 7.7% 7.5% 9% 9%
State Aid 15.3% 15.6% 19% 24%
Other 4.3% 4.4% 4b/o 5%
If there is a villain in the budget, it is not that the town and schools spent recklessly, nor is it
that FINCOM and Town Meeting agreed to use too much Free Cash. That villain is simply and
clearly played by the character called State Aid. For FY18 the Governor's budget released in
January 2017 shows another meager +0.9% increase in state aid forecast for Reading. If one
adjusts the table above for the debt exclusions for the High School and Library projects, annual
state aid ($14 mil.) would need to increase bv about $2.5 million from current levels in order
to fund 19% of Reading's budget as it did after the last ovenide in 2004. This factor is the
single largest driving force behind the annual operating budget gap, which directly led to the
request for an Override last fall. Reading has been increasingly reliant on local sources of
reve�ues (such as property taxes) because state-wide inflation adjusted local aid has declined
by about 50% since the last operating override, as mentioned by the Town Accountant's
summary on revenues.
Last year Town Meeting set aside some one-time funds in the Inspections Revolving Fund (for
a planned three years) and the town subsequently hired an Economic Development Director
late last fall. Results from the first few months are very encouraging in terms of Peer
43
Community evaluation and opening dialogues with significant property developers. Later at -
this Annual Town Meeting some economic development zoning changes will be discussed in a
long-term attempt to try to help ourselves financially as much as possible. However given
available commercial land, adding in all the realistic redevelopment possibilities, and assuming
heroic efforts by all volunteer boards and town staff, the best case revenue result could take a
decent bite out of that state aid shortfall, but it will not fully solve the revenue/spending
imbalance. That imbalance is projected to continue to worsen each year.
Bud�et S�mmary
As mentioned by the Town Accountant, the FY18 net revenue increase of +1.7% was first
absorbed by the so-called accommodated cost increase of +2.9%.(historically not too bad a
figure) which left only +1.25% available for both the town and school operating budgets.
During the winter, the schools calculated a savings of about $375,000 in an accommodated
cost- out of district placements costs net of circuit breaker funding. After a discussion between
the Superintendent and Town Manager, it was agreed that about $75,000 was left in that
account to help cushion against so-called unanticipated enrollments; $200,000 was added to
the school operating budget partly to help absorb additional in-district Special Education costs,
and the remaining $100,000 savings remained unspent and reduced the proposed use of Free
Cash from $1.2 million to $1.1 million. The Finance Committee then voted to increase the use
of Free Cash back up to the $1.2 million level in their March 2017 budget deliberations, and
direct that additional $100,000 towards the schools on a one-time basis to help balance their
budget. Therefore the Town Accountant shows an actual operating budget increase of+2.07%
for the schools and +1.25% for the town in FY18. The annual budget process allows enough
flexibility to properly handle such circumstances, and this is a very responsible outcome for
FY18. -
Town Bud�et Process
Because of the extensive public meeting schedule during the summer 2016, this year's budget
process was quite lengthy. The Override discussion left all town departments keenly aware to
prepare very lean budgets for FY18 — initial guidance from the Town Manager in the suminer
was for 0%, later as things shook out that improved to the+1.25% figure.
Cutting budgets are an easy exercise when done on paper, but when they involve actual staff
members and frankly impact different segments of the community by reducing services, that
exercise becomes quite complex, and a balancing act with no easy answers. Demographically
the community is aging. Reading has received state-wide acclaim for the Senior Tax Relief
program passed by Town Meeting in late 2016, and this will help seniors age in place —but it
alone does not provide additional services they already need. Financially some new residents
face high home prices and mortgage payments and they expect high service levels from the
town and schools, but our current budgets do not make that service delivery possible. Federal
and State bureaucracies hand down ever-increasing unfunded mandates. The list of challenges
goes on.
44
� Note on the School Budget
The next section will provide an overview of town budgets, but first a word about the FY18
School department budget. The School Committee voted FY18 budget was $588,000 higher
than allowed by FINCOM's budget guidelines. This overage essentially had two parts:
$150,000 for science curriculum, and $438,000 for middle-school language programs.
In February 2017 the Town Manager indicated a plan to meet the School Committee's budget
requests. An April 2017 request to Town Meeting for $150,000 for the science curriculum, if
approved, would leave a $438,000 gap. In a memo shown below he took the unusual steps of
guaranteeing that funding would be available, including $132,000 in assistance from town
departments as needed. During the March FINCOM budget meetings, the School identified
$240,000 of budgets savings and holdbacks, and FINCOM added another $100,00Q of Free
Cash to solve this issue and allow this plan to go forward to Town Meeting smoothly. A
summary is shown below:
$588,000 budget deficit
- $150,000 April 201'7 request
- $240,000 School department reductions & holdbacks
- $100,000 Free Cash
_ $98,000 remaining budget deficit
During a Town Meeting in FY18, if the schools need funding to cover the remaining budget
deficit above, then the Town's $132,000 of holdbacks will more than cover that $98,000
shortfall.
To: Board of Selectmen
From: Robert W.LeLacheur,Jr.CFA
Date: February 7,2017
RE: FY18 Budgets:The Pause that Refreshes
Over the past few weeks the Board of Selectmen and Town Manager have received hundreds of
emails from school parents, and the most common request was to find a way to restore cuts made to
the middle school language program,with the most common suggestion being an April Override ballot
question. At public and private meetings, our uni�ed response was to wait and let the School
Committee complete their work.
On January 30t'' I received the voted School Committee budget, indicating that they had completed
their work, and now I must abide by the Reading Home Rule Charter and accept my formal role in the
annual budget process. As required by Article 7, the Town Manager must each year submit a budget
for"all Town funds and activities that are balanced to the funds available". Funds available are agreed
upon in late fall at a Financial Forum meeting that includes the three elected boards plus the Finance
Committee. Note that the meaning of Town in the Charter is to include all departments of the
Municipal Government(MG)and the Schools.
This so-called Town Manager balanced budget is submitted to the Finance Committee in late February
for their public review in March, and then they submit a balanced budget in early April to Town
45
Meeting for final approval. It is important to note that from this point forward these remaining steps �
in the annual budget process only have authority to change the bottom line School budget. Only the
School Committee has authority on how to spend that total funding. Nothing below should be
misinterpreted,given this fact.
As has often been the case in recent years, tfie FY18 School Committee voted budget is not balanced
to available funds - this year by $588,000. I respect the fact that an unbalanced budget expresses a
frustration at the lack of funding to move the district ahead—or even to keep it in place. I share those
exact same frustrations with the MG budget. However this year the School budget is different in that
hundreds of fellow Reading residents have reached out to me personally for assistance. Below I will
lay out a solution — the Cogent Path Forward (CPF) - that will offer that assistance. The Town
Accountant, who is the final arbiter of what constitutes a balanced budget, agrees with my CPF
solution as a legally balanced budget to present to the Finance Committee in March and then
ultimately to Town Meeting in April 2017.
To accomplish this I will request that Town Meeting in April 2017 fund the $150,000 second phase of
Science curriculum as a current year budget amendment. If approved, this gives the schools additional
lead time to order the new materials and to allow those teachers affected extra time to begin to
integrate it into their lesson plans. I made the same suggestion two years ago, the first phase was
approved by Town Meeting in April 2016, and I am told the timing worked out well. So to be clear,this
part of the CPF Solution depends on Town Meeting approval, and therefore cannot be immediately
guaranteed.
This leaves $438,000 for the seven middle school teachers to fund as the remainder of the so-called
imbalanced budget. Two years ago upon the transfer of a large portion of the Facilities budget from
the schools to the MG, I began to explore and understand how our two budgeting assumptions and
techniques differ. My CPF solution immediatelv �uarantees that funding is available to the School
Committee/School department for these seven teachers without changing the bottom line FY18
School budget, at least not yet.
To create a budget that will be used for a period of time 6 to 18 months from now requires a lot of
assumptions, a subject I am quite familiar with from experience. For example, as the School
Committee discussed in their recent January budget meetings,every year there is staff turnover, some
planned and some unplanned. The traditional School budget assumption is that no turnover will
happen, but recent historical savings from turnover has had an average savings accounting for about
� half of the cost of the middle school language program (with a lot of variability).The Schools will know
what these savings are before start of the school year, but not before Annual Town Meeting votes on
the FY18 budget.
Under Education Reform in 1995 the Town Manager serves as a voting member of the School
Committee for purposes of collective bargaining. As such, I have shared some creative financial-only
techniques used on the MG side to balance the needs of both management and labor for the long-
term. As my history demonstrates, I place the highest emphasis on and respect for the employees
during the collective bargaining process, and certainly our teachers may well be the entire
organization's most precious resource.
46
- I am satisfied that if the MG and School Department work diligently together that this CPF solution can
be attained within the current bottom line FY18 School Committee budget, but of course there is no
guarantee. If not then I pledge two things:
- First, the MG will hold back FY18 spending where possible and be ready to transfer funds to the
Schools on a one-time basis at a Town Meeting during the next fiscal year. I will indicate to tfie
Finance Committee next month exactly where some immediate MG budget holdbacks will be, and
expect more opportunities will arise during that 6 to 18 month time period ahead of us. In like fashion,
I ask the School department to operate similarly to hold back spending or find budget savings as is
possible to assist;
- Second, in the event that the CPF solution plus this holdback funding above is not sufficient, only then
would I ask a Town Meeting in FY18 for a one-time transfer from the General Stabilization Fund to
balance the budget, as the School Committee discussed in January 2017, and if I do so then Town
Meeting will have my word that we have exhausted all other possibilities. A request for use of the
Stabilization Fund this spring is premature, and therefore does not have my support. Frankly I do not
believe future funding support will be needed if we work together.
I know over the past few weeks, when parents have reached out directly to the Board of Selectmen
and Town Manager for help that time was of the essence. The most important factor of my CPF
approach is that parents and teachers alike may immediately know effective todav that funding for
the middle school language program is in place for FY18 and that the program is able to continue for
at least another school year, if that is the wish of the School Committee. I hope this immediate
knowledge is helpful for all concerned, instead of waiting until May for the results of a risky Town
Meeting vote. School Committee members spoke of this risk with justifiable concern during their
budget deliberations. I have been attending Town Meeting in Reading for over 20 years now, and I do
not know what the outcome of such a request would be.
This CPF solution should also please those taxpayers in the community that, absent any additional
information, would prefer the MG and Schools to simply cut costs. In case we needed a reminder, the
Override NO vote last October sent a clear message to all of us to continue to scrap for every nickel, a
longstanding practice in Reading. I see quite a lot of scrapping needed with this proposed path
forward, but that should always be the case with taxpayer funding.
It is important that both taxpayers opposed to additional funding and parents and other residents that
do not want to see cuts in services understand that this CPF solution only bridges a one-year gap for
this one issue. A serious funding imbalance remains between the demand for services and our
resources available. The Selectmen and MG staff are working very hard on economic development
along with our leaders in Beacon Hill, but realistically any new revenues are years away.
In Reading, our departments enjoy an unusually close working relationship compared to other
communities. My CPF solution above is backed by every MG department that must now hold back
FY18 purchases and planned projects in order to prepare to help out our School department. I am very
proud at the unselfish way that when presented with an organizational challenge, our MG
departments always search for what is best for the entire community with less regard of what is
important to them.We should all be very proud of that teamwork.
47
I hope that this solution will satisfy the hundreds of residents and neighbors that requested help from -
the Town Manager and the Board of Selectmen, as welt as those taxpayers that want us to work
diligently with the funding we have. All of us should agree that strong public education is second only
to the need for a basic strong foundation of public safety in our community.
But please remember that only a reduction in services or an increase in resources will prevent this
same discussion from happening again—very soon.
Town Department Bud�ets
As shown in the next table, the Town Manager's FY18 budget for Town departments, shows a
1.5% overall increase from FY17. These Town department budgets include the 1.25% ,
operating budget increase agreed to in the November 2016 Financial Forum, plus the
accommodated costs presented at the time:
FY18 FY18 FY18 Total
Operating Accomodated Budget
Administrative Services $ 2,333,900 $ 445,000 $ 2,778,900
PublicServices $ 1,388,125 $ 245,000 $ 1,633,125
Finance $ 805,050 $ 805,050
Public Safety $ 10,074,925 $ 10,074,925
Public Works $ 2,907,575 $ 455,000 $ 3,362,575
Public Works Snow&Ice $ 625,000 $ 625,000
Public Works Street Lights $ 180,000 $ 180,000
Public Works Rubbish $ 1,596,500 $ 1,596,500
Public Library $ 1,526,883 $ 1,526,883
Core Facilities $ 1,392,230 $ 1,604,950 $ 2,997,180
Town Buildings $ 299,935 $ 299,935
$ 20,728,623 $ 5,151,450 $ 25,880,073
previous year $ 20,473,984 $ 5,013,886 $ 25,487,870
change 1.24% 2.74% 1.54�
Reductions have been made in every town department with Finance and Facilities faring the
best. We are concerned that the Finance department is already staffed at minimum levels,
considering the support given to both the School and Light departments, and the fact that
Senior Tax Relief activity will begin in the summer 2017. In Facilities, for the second
consecutive year the department has the highest level of town spending. This is true even if one
excludes the +5% energy costs funded as an accommodated cost. The organization's second
most valuable asset is the public buildings (the first being the employees staffing these
buildings). The town is committed to funding the ongoing maintenance of the public buildings,
although in truth this commitment could lag a bit in future years as budgets get even tighter.
The table on the next page shows the proposed FY18 department budgets, plus some history of
budgets and spending. Note this yeax we have changed the format of town budget sections to
be easier to use. All the previous financial detail is included in this new format, with additions
48
' such as a column for YTD% spending (as of early February 2017), and in the next table a
column on the far right-hand side showing what budget lines Town Meeting actually votes on.
We hope that this format in closer proximity to the textual explanations will make the budget
easier to read through. Interestingly we reduced the number of budget pages by about 35% by
making this change. Your comments and suggestions on this new format are most welcome.
FYI8TOWN
FY14 FY15 FY16 FY17 FYI7REVISED FY17 MANAGER PCT
ACTUALS ACTUALS ACTUAtS ACTUALS BUDGET YTD BUDGEf CHANGE
Administrative Services 5 1,967,893 $ 2,433,058 $ 2,497,989 $ 1,720,220 $ 2,715,715 63� $ 2,778,900 2.33%
PublicServices $ 1,276,419 $ 1,336,685 5 1,466,733 S 1,000,897 $ 1,641,575 �619'0 $ 1,633,125 �-O.Slqo
Finance $ 718,291 $ 683,026 $ 773,655 $ 408,109 $ 790,550 �52% 5 805,050 � 1.839�0
Public5afety $ 8,770,1QD $ 9,138,409 $ 9,444,523 $ 6,331,461 $ 9,981,450 �634'0 $ 10,074,925 � 0.94�
Public Works $ 2,%8,443 5 3,008,460 5 3,115,113 $ 1,843,355 $ 3,352,480�55� $ 3,362,575 � 030%
Public Works Snow&Ice $ 1,087,412 $ 1,449,515 $ 564,400 $ 362,543 $ 625,000 �58�0 $ 625,000 � 0.00% vote
Public Works Street Lights $ 131,711 $ 135,770 $ 127,758 $ 77,065 $ 180,000 �43% $ 180,000�O.00�o vote
Public Works Rubbish $ 1,289,452 $ 1,296,522 $ 1,319,895 $ 1,493,818 $ 1,550,000�%% $ 1,5%,500� 3.0096 voYe
Publiclibrary $ 1,329,931 $ 1,393,957 5 1,436,975 $ 816,566 $ 1,508,000�54% $ 1,526,883 � 1.25%
r r
Core Facilities $ 2,199,196 5 2,235,355 5 2,406.743 $ 1,465,333 $ 2,856,211 51% $ 2,997,180 4.94% vote
Town Buildings $ 233,986 $ 244,002 5 287,234 S 183,727 5 286,890 �64�'0 $ 299,935 �4.55% vote
DEPARTMENT $ 21,972,834 $23,354,759 $23,441,018 $ 15,703,094 $25,487,H71 6256 $25,880,073 1.54°6
About 67% of the Town's budget is personnel costs. The 7.5 FTE reductions are seen spread
across every department below except for Finance and Facilities. As is described in the
Facilities budget section, a mid-year FY17 Core staffing addition is planned in order to reduce
expensive outsourced repairs.
FY18 TOW N
FY74 FY15 FY36 FY37 FY37 REVISED FY17 MANAGER PCT
SAIARIES ACTUAIS ACTUALS ACTUALS ACfUALS BUDGET YTD BUDGEf CHANGE
AdministrativeServices $ 956,428 $ 968,556 $ 1,043,880 $ 792,558 $ 1,371,315 58% '$ 1,300,300 -5.18�a vote
PublicServices S 882,243 S 952,262 5 1,181,162 $ 799,850 S 1,273,825 �633� $ 1,256,875 �-1.33� vote
Finance $ 563,142 $ 574,845 $ 595,406 $ 373,114 $ 643,800 �58Y $ 656,100 � 1.91Y vote
PublicSafety $ 8,421,337 $ 8,831,949 $ 9,108,081 5 6,002,656 5 9,505,150 �63% $ 9,591,725 0.91Y vote
Public Works $ 2,191,029 $ 2,278,103 $ 2,401,873 $ 1,422,648 $ 2,481,430�57Y $ 2,517,175 � 1.449� vote
Public Works Snow&Ice $ 244,065 S 355,413 $ 145,337 $ 95,228 $ 115,000 �835� $ 115,000 � O.Od%
Public Works Street Ughts
Public Works Rubbish
Public Library $ 1,045,931 $ 1,084,228 5 1,136,375 S 666,182 5 1,190,675 �5690 5 1,212,683 � 1.85Y vote
Core Facilities $ 261,225 $ 265,930 $ 398,519 $ 262,037 $ 493,085 �53% $ 555,750 r 12.71%
Town Buildings $ 170,071 $ 178,808 $ 191,141 5 115,939 $ 206,805 �563'0 $ 219,850� 6.319'0
DEPARTMENT $ 14,735,471 $ 15,520,094 $ 16,201,774 $ 10,530,212 $ 17,281,085 61% $ 17,425,458 0.84%
67.1% 66.5% 69.1% 67.1% 67.855 67.3%
Expenses are up +3.0% for FY18, and has been mentioned about $150,000 of that $250,000
increase are one-time items that may be eliminated in FY19 in order to minimize further
staffing cuts. These one-time expenses are concentrated in the Administrative Services and
Core Facilities departments, as shown on the next page and explained in those budget sections.
49
Flris rowN `
FY14 FY15 FY16 fY17 FYI7REVISED FY17 MANAGER PCT
EXPENSES ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE
Administrative Services $ 1,011,465 $ 1,464,502 $ 1,454,109 $ 927,662 $ 1,344,400 693� $ 1,478,600 9.98% vote
Pu6licServices $ 394,176 $ 384,423 $ 285,571 $ 201,047 $ 367,750 55% $ 376,250 2.31% vote
finance $ 155,149 $ 108,181 S 178,249 $ 34,995 S 146,750 24% $ 148,950 1.50% vote
Public5afety $ 348,763 $ 306,460 $ 336,442 $ 328,805 $ 476,300 69% $ 483,200 1.45� vote
Public Works $ 777,414 $ 730,357 $ 713,240 $ 420,707 $ 871,050 48� $ 845,400 -2.94% vote
Public Works Snow&Ice $ 843,347 $ 1,064,102 $ 419,063 $ 267,315 $ 510,000 52% $ 510,000 0.00'�
Public Works Street Lights $ 131,711 $ 135,770 $ 127,758 5 77,065 $ 180,000 43�
$ 180,000 0.00'�
Public Works Rubbish $ 1,289,452 $ 1,296,522 $ 1,319,895 $ 1,493,818 $ 1,550,000 96% $ `1,596,500 3.00'�
PublicLibrary $ 284,000 $ 309,729 $ 300,600 $ 150,384 $ 317,325 47Y $ 314,200 -0.98% vote
Core Facilities $ 1,937,971 5 1,969,425 $ 2,008,224 $ 1,203,296 $ 2,363,126 51% S 2,441,430 331%
Town Buildings $ 63,915 $ 65,194 $ 96,093 $ 67,788 $ 80,085 85% $ 80,085 0.00'�
DEPARTMENT $ 7,237,363 $ 7,834,665 $ 7,239,244 $ 5,172,882 $ 8,206,786 63% $ 8,454,615 3.02Y
32.99a 33.530 30.9% 32.996 32.2% 32.7Y
less snow
FY18 Bud�et Summary and a Look Ahead
The Town and Schools have, since the passage of Proposition 2'/2, been required to do more
with less. By reputation, Reading delivers both a high quality and volume of services given the
funding that is available. We use an extensive planning process that looks ahead several years
and we do our best to adapt to the rapidly changing present thoughtfully. The planning process
combined with strong internal communication and teamwork that relies on common-sense
allows us to deliver good value to the community.
The Schools use Reading's low per-pupil spending as a metric to show how efficiently they
use the funding available, and why they require more. Parts of this low spending are a good
thing - such as the comparably low employer's share of health insurance. Yet even after
adjustments, spending is still modest per pupil and certainly below what many in the
community desire. The Town government has no analogous single spending metric. However a
25 member peer community economic development project underway shows that because we
have so many students, total spending on schools is above average, and is therefare low on the
town side. Staffing at Town Hall is noticeably low and this is where the demands for services
are most often evident because they filter in through our many fine volunteer boards and
committees.
Reading should be proud at how the Town and Schools work together and spend efficiently,
though not perfectly. In the past few years we have worked especially closely in Facilities,
Human Resources, Technology and Finance, and those areas of our organization are quite
effective and efficient. Financial reserves continue to be at strong levels, although the recent
High School litigation settlement has certainly knocked them down a notch. Significant
ongoing investment in infrastructure has improved the condition of buildings and equipment
over the past decade, which has in turn lowered operating costs. It is worth noting that some
large projects (such Killam School and the DPW garage) are noted in the Capital Plan, but
their costs are not known. As yet we have no clear path forvvard on either, but a year from now
one or both projects may have that path.
Last year the community wide dialogue about services desired versus revenue available began
in earnest, and the proverbial first round ended with a resounding mandate from the voters to
50
. cut services. In my role as Town Manager I typically encounter a vast majority of residents that
want more services, yet I certainly understand and respect that message from the voters.
When it comes to the matter of money and budgets, the community at large has many different
views. A basic mathematical fact is that there will be a slow and steady decline in services
without more revenue. Some residents seem satisfied with that decline in exchange for a
below-average tax bill among peer communities. Some residents want a great deal more
services and are willing to pay a lot more for them. Probably a majority of the community is
somewhere in between those two positions. These disparate views have likely been true since
1644 when the town was first incorporated, as my friend and sometimes sparring partner
`William C. Brown Precinct 8' probably witnessed first-hand back then. Congratulations on 50
years as a Town Meeting member Bill! As I approach my 25�'year working with you and your
Town Meeting colleagues, I am in awe of your dedication to the community and offer you
sincere thanks from our entire organization.
This FY18 budget has not been an easy one to create over the past several months, nor will it
be an easy one to live with. Residents will need to hear an increasing amount of`no, we can't
help you' in some service areas. We are proud to have helped out our colleagues in the School
department this year, but caution the community that the rough seas that surround us are still
absolutely in the forecast ahead.
However to set aside the neax-term financial challenges for a moment, there is an issue of deep
concern to me and some of my peer Mayors and Managers: the fragile and decaying civility in
public discourse certainly influenced by national politics. We see divides in our communities
forming—if one looks carefully they are actually not easy to label or describe, let alone find a
way to bridge. Some of that came out in Reading during our Community Listening and Senior
Tax Relief Sessions last sununer, when different groups of residents selfishly opposed each
other, and this behavior has continued in different local forums since. Some residents seem
bent on winning a debate as if it is a contest, instead of sitting down as a community to find
common ground and solutions. Sure, it is tempting to extend both palm's outward and push
each side away, hoping to enjoy a moment's peace. But the so-called Reading way has always
been to sit down, talk and listen. Bill Brown and I have been debating for over twenty years
now, in a very civil, respectful and usually O enjoyable manner. I rarely changed his mind, yet
if it were a contest, I came away a winner every time, rich from the experience. We may not be
able to solve the world's problems, but there is absolutely no reason we can't do a better job
working together on Reading issues. Please learn to keep your palms in your pockets,
recognize the old adage about the ratio between two ears and only one mouth, and find a way
to bridge that widening gap with your neighbor-before it is too late.
As always, we will all strive to meet the expectations of the community with whatever level of
resources that are made available. On behalf of the entire Town government, thank you for the
opportunity to help make the Town of Reading a very special place to work—and to live.
Robert W. LeLacheur, Jr. CFA
Town Manager
51
FinComm Chair Comments to Tovvn Meetin� Apri12017
Thank you, Mr. Moderator. Uood evening Town Meeting Members, Boards and Committees
and fellow Reading residents. My name is Mark Dockser and I am the Chair of the Reading
Finance Committee. We are a group of 9 of your fellow residents that meet throughout the year
in open meetings to review all financial matters affecting the town. In addition to our own
committee meetings, we sponsor a series of Financial Forums during the year in which the
elected Boards of the Town join us for open discussion about the financial challenges and
opportunities facing the town and encourage a dialogue on how best to work together to achieve
the best bang for the buck for Reading. These forums are all open to the public and we welcome
more participation, so please come join us.
In October of each year, we review the outlook for revenues for the upcoming fiscal year which
starts July 1 of the following year. We look at the results of the past fiscal year, forecasts for new
growth and the environment for costs that are beyond our control, items like health care and
other benefits. Armed with this information, we vote on and recommend budget targets for the
upcoming year, and how much Free Cash we will recommend that Town Meeting approve to
support the annual operating budget.
As part of this process, we accept certain risks in both revenues and costs. We need to forecast
these in order for the schools and municipal government to build their budgets. The largest risks
we take are in anticipating how much health insurance costs will increase, liow much state aid
the town will receive, and how much will be required for snow and ice removal. We also take
risks in terms of other costs, and we reconcile this late in the fiscal year, some in November and
some in April when we see the actual expenses, by coming to Town Meeting with requests for
transfers into and out of free cash.
Fincomm has a policy to target a minimum of 7% of revenues be held in reserve accounts, which
are comprised of free cash plus restricted stabilization funds. We recently raised our policy to
this level in recognizing that special one-time needs can be more substantial in today's world.
We see many of our peer communities holding substantial reserve balances as well.
Free cash is typically and best used for one time expenditures, however because we budget
conservatively, we find that some expenses are not spent and/or revenues come in higher than
anticipated. We call this regeneration, and over the last several years this regeneration has
resulted in our free cash position remaining strong and often increasing at year end. Over the last
several years, FinComm has recommended and Town Meeting has supported using some free
cash at the start of the fiscal year to support our operating budgets—typically between $1.5 and
$2.2 MM.
In reviewing our operating budgets and our reserve situation for FY'18, FinComm recommended
that we use less free cash going forward, feeling that our regeneration will not be as strong in the
future. For this year, we reduced our recommendation to $1.2 MM of Free Cash to support the
town's operating budget.
52
With this information, back in October the school department and the municipal government
then work with their teams to prepare budgets to be reviewed and approved by their elected
boards. Once approved, those budgets are brought together by the Town Manager and presented
to the Finance Committee for review.
FinComm then reviews and scrutinizes the budgets in quite a bit of detail, more than the average
person is able to do and certainly much more than the typical person would want to do. We
approve or adjust budgets by line item, and then bring our recommendations forward to Town
Meeting for discussion and then approval.
In order to understand the FY'18 budget that we are presenting to you this evening,there are four
points that highlight our challenges for this year and going forward:
1. Costs that are out of our control are rising faster than our revenues...and have been
for years
2. Choice for Reading residents: Annual decline in services or raise additional t�
revenue
3. Not raising additional revenues now through an override will have a strong impact in
lowering community values
4. Cooperation between the municipal and school sides, along with an additional $l 00k
from Free Cash, provides a plan for FY'18 that allows the middle school to retain 7
FTE positions in the foreign language program, but for one year only.
1. Costs and Revenues
Over the past 4+ years, the FinComm chair has spoken before Town Meeting and highlighted a
large concern: costs, largely uncontrollable costs like health care insurance, have been rising
faster than our revenues leading to an inability to offer the same level of services that residents
are used to in the budgets over the last several years. The municipal and school departments
have worked haxd to minimize how this impact was felt, but too many things are now on the
backs of too few people and important programs can't be fully funded. Net, residents are getting
reduced or not fully staffed services in more and more visible ways—in the schools, in public
safety and throughout all departments.
On the revenue side, we are limited in our ta.x revenue growth by Proposition 2 1/2 --2 %2%
increase in residential taxes each year plus new growth.
Prop 2 1/2, passed in 1980, is the governing law in Massachusetts about the ma�cimum allowable
growth rate in taxes each year. It was passed at a time when most communities enjoyed new
growth that had revenues increasing by 4-5+% per year. Cities and towns with stronger
commercial and industrial bases were able to sustain these strong revenue growth rates.
However, Reading is a lovely residential community, and we do not have the commercial and
industrial base to do this. Our annual revenue growth is �3%. Many cities and towns will
override prop 2 '/2 every approximately 10 years, to maintain their services that otherwise would
have to be cut. The last time Reading voted on and passed an override was 14 years ago.
53
Of course there are other ways to raise revenues. Economic development programs can help,
and the town has made it a priority to focus in this area...but this alone will not be enough due to
. lack of available building space for business and the impact of programs that we implement now
won't be felt for what could be several years.
Where we, along with other cities and towns, have been hit the hardest has been the lack of
growth in state aid. It has neither kept pace with increasing costs faced by all municipalities nor
has it provided relief for many state mandates, resulting in local taxpayers having to pick up the
costs of so called"unfunded mandates". Schools have been hit particularly hard by this.
All that said, Prop 2 %2 is meant to bring these issues of costs running ahead of revenues to a head
by requiring that government, specifically the Board of Selectmen, come to the taxpayers to
request increases. This is where we find ourselves today.
2. Choice: Annual decline in service or raise additional revenue
Since costs, largely uncontrollable costs, run ahead of available revenues, if we don't increase
revenues, then we will have to cut services by an additional amount every year. You will hear
from the municipal departments like public safety and others, as well as the school department,
that this does not allow us to provide the levels needed to properly support the residents of the
town.
3. New revenues needed via override—if not, communitv values harmed
I believe Reading to be a very well run town. We are the envy of many other municipalities in
terms of how we do things, often being at the leading edge of activities that result in the delivery
of better services at a lower cost. This holds true for both the school side and the municipal side
of government.
Reading needs an override. As a Fincomm member, it is my strong belief that not passing an
override will harm our community values—both in terms of delivering on the promise of
Reading as a community identified by its residents for having great schools, exemplary public
safety, a strong and thriving library and other public services; and also in terms of how other
people view these values and how they translate directly into home values. Ask any real estate
agent in town about this...good schools and good services are the basis of our high and rising
property values. But they are being challenged—reduction in the quality of schools and serviees
leads to lower property values.
4. FY'18 bud�et
These longer term financial outlook issues now boil down to the FY'18 budget situation. This
was an extremely difficult year for the municipal government and schools to provide the services
they felt the community needed at minimum. In fact, the funding and therefore services are not
sufficient as you will hear from both the schools and municipal government. We should have
more public safety officials in the town and in the schools, we are cutting school programs, and
we need other services that are necessary to support the growth in the population in town.
This year's budget represents a lot of compromises and a lot of teamwork between the municipal
and schools sides of government. Make no mistake; it is filled with cuts in services and
54
programs—the municipal side was forced to reduce by 7.5 FTE's, and the schools were forced
to reduce 10.9 FTE's. But in one key area at least, the teamwork I mentioned provides what you
could call a"bandaid" that will allow the middle school foreign language program to continue in
its current form for FY'18. Faced with the need to cut an additional $438k in school programs to
meet the FinComm guidelines for FY'18, municipal and school departments agreed to budget
holdbacks to cover a substantial portion of the $438k. FinComm at its meeting on 3/22/2017
recommended the use of an additional $l 00k in Free Cash to support this in the school budget to
the point where the risk in the budget is felt to be reasonable. FinComm supported this approach
with the use of the additional $100k in free cash, by a vote of 9-0-0.
And to be very clear, this bandaid solution would cover FY'2018, and could require the school
department to come back to TM in November or April for additional support. We think that this
is a risk worth taking at this time. To maintain this beyond FY'18 will require additional town
revenues.
So what we are bringing to Town Meeting this evening is a recommended budget of
$104,551,681, an increase of 1.6%. This compares to an increase last year of 2.6% and previous
years that averaged �3.3%. The use of Free Cash in supporting the operating budget is $1.2
MM, the number that FinComm originally felt comfortable recommending using to balance the
budget. The Town Manager budget only required the use of$1.1 MM due to some savings in
FY'17. We believe the $1.2 MM to be a reasonable amount of support for this year's budget.
In closing, we believe this budget will support the town in FY'18 as outlined by the municipal
and school departments and is a responsible budget given the constraints on revenues.
Thank you.
55
FY18 Spending Scorecard
The total of all proposed FY18 budget expenditures for the Town of Reading General
and Enterprise Funds is $104.55 million, a 2.3% increase when compared to FY17.
The FY18 General Fund at$91.6 million is up 2.2%; it is broadly comprised of:
Shared Costs (26.6%) +3.8%
Town departments (28.2%) +1.5%
School department(45.2%) +1.6%
The chart below shows more details for the General Fund:
State,Q.8%
�
Capital&Oebt,
�7.�%
e ;
i j FINCUM �
s.., / Reserves, `
� Vake�p_2�Q �
0. °
z���,��1 �.�;:, ;
�
_�'� '
`T �' Admin Svc,3.0 0 `,
�PubiicSvc,1.8% �
� ,
°, SM�• Finance,0.9% '
e "�1 �
�t�-- �
� i
��:., �
Pub Safety, �
�
10.9°/a �
.f� 4�\4 E
Facilities,3.6%� p�h Library, 1.7% ��-P�th Works,6.2% �
The FY18 Enterprise Funds at $12.9 million are +3.6%; and are comprised of:
Water-0.6% (rates will be+3.7%)
Sewer+9.6% (rates will be +2.9%)
Storm Water-11.8% (rates will remain $40/household)
The following page lists each line item that Town Meeting will be asked to approve,
starting with Line B99 Benefits and ending with line Y99 Storm Water Enterprise
Fund.
To provide more succinct information we have used a new budget report format this
year, we hope it provides to be helpful. The various columns should be self-
explanatory.
56
FY18 Spending Scorecard
Line Category I % FY18 Budget FY18 Budget %
FY17 Budget I Grand Town % Finance i FINCOM % Grand
' revised Total � Manager chng � Committee __votes chng Total
699 Benefits $15,813,500� 15.4% $16,496,047 4.3% $16,496,047 9-0-0 ! 4.3% 15.7%
C99 Capital � $2,220,000' 2.2% $2,259,400 18% $2,259,40Q 9-0-0 1.8% 2.1%
�99 Debt service 4,900,000 8% °- - - ° °
__ _ $ $5,057,915� 3 2/o $5,�57,915 9-0-0 3.2/o' 4.8/o
E99 Education-Vocational $38 0 0.4% $386,0001 0 4% $386,000 9-0-0 0.4% 0.4%
-- _.._. _.;
F99 Finance Committee Reserves $150 000� o
0.1°/ $150,000� 0.0% $150040 9-0-0 0.0%' 0.1%
Total Shared Costs $ 23,467,850 '22:8% $ 24,349,362 i 3 8°/o;.$ 24,349,362T___ !, 3.8% 23:1°l0
- - _
I I '
G91 Administrative Svcs wa�es � $1,37�315{__ 1.3%� $1,300,300' -5.2°/a $1,300,300 9-0-0 -5.2% 1.2%
- -- ---
G92 Administrative Svcs expenses $1,344,400� 1.3%, $1,478,600 10.0% $1,478,600 9-0-0 �10.0%� 1.4%
- -- 1.2%T-$1,256 875 -1.3% $1,256,875 9-0-0 -I �.3%u' 1.2°/u
- ---- - ----
H91 Public Services wages $1,273 825j _ __
H92 Public Services expenses $367 750' 0.4°/T $376 250 2.3%0 �376,250 9-0-0 2.3% 0.4%
191 Finance wages $643,800i 0.6%: $656,100' 1.9% $656,100 9-0-0 1.9% 0.6°/a
192 Finance expenses $146,750' ° �148 950� 1.5% ° °
--
0.1/o $1d$,950 9-0-0 1.5/0 0.1/o
J91 Public_Safet�ages _ $9,505,150 9.2°/a $9,591,725'. 0.9%_ $9,591,725 9-0-0 0.9% 9.1%
J92 Public Safet expenses r $476,300 0.5% $483,200' 1.4% �483,200 9-0-0 1.4% 0.5%
K91 Public Works wages __ $2 481,430, 2.4% $2,517 175 1_4%0 , $2,5i7,17S 9-0-0 1.4% 2.4%
---- -
K92 Public Works ex enses $871 050 0.8/o
° $845,400 -2.9% �i845,400 9-0-0 -2.9% 0.8%
K93' Public Works Snow 8�Ice $625,000 0.6% $625,000�,0.0% $525,000 9-0-0_ 0.0% 0.6%a
__-- --
K94' Public Works Street l.ights -�$180,000 0.2% $180,0001 0.0% $180,Q{3Q 9-0-0 0.0% 0.2%
K95 Public Works Rubbish $1,550 000 1.5% $1,596,500' 3.0% $1,596,500 9-0-0 3.0% 1.5°/a
- -- -._... _.__
L91 Librarywages_ I $1,190,675 1., 2%_$1,212,683� 1.8% $1,212,683 9-0-0 1.8% 1.2%
---- __ � ° $q�299'935 9 0-� ' 4.5%
L92 Library expenses $g56,210 2.8/o l $2 997,180 4.9/o 0 0.3%
M91 Core Facilities $2, ° ° , , __ ° 2 8%
M92 Town Buildin s $286 890 0.3% $299,935 4.5%a 0.3%
Total Municipal Gov't $ 25,487,870 24.8% $ 25,880,073 ! 1.5% $ 25,880,073 ' 1.5% 2d.6°f9
__ .._. _..
U98 School Department $40 737,666 39.6°fo $41,301,651 1.4% $41,401,661 9-0-0% 39>3%
I I _
; I��_�
-�--- -._... ______._._- --- ',
�f _ �
VOTED GENERAL FUND i $ 89,693,386 87.2% $ 91,531,086 2.0%' $ 91,631,096 . 2.2%
, _ _ 9.3%a $ 702,425 9.3% ' 0.7°10
-- ------ --
State Assessments $ 642,750 0,8%0 $ 702,425
TOTAL ! $ 90,336,136 i 87.9°/a $ 92,233,511 2.1%I $ 92,333,521 2.2%
- �
W99 WaterEnterpriseFund � $6,240,274 6.1% $6,199,885r -0.6°/oI $6,199,885 9-0-0 ' -0.6%'' 6.9%
_ 5.6/o
X99 Sewer Enterprise Fund j $5 706 390', ° $6,252,900' 9.6°/a $6,252,9�0 9-0-0 9.6%�5.9%
L""_ __
Y99 Storm Water Enter rise Fund $530 430'' 0.5% $467,8�0 -11.8% $467 800 9-0-0 -11.8% 0.4%
ITOTAL ENTERPRISE FUNDS $12,477,094 12.T% $12,920,585 ' 3.6%i $12,920,585 3.6% ''' 12:3%0
- -- I --r- �
� �
GRAND TOTAL VOTED i $ 102,170,480 `:99.4% $104,451,671 2.2%I $ 104,551,681 2.3%' 99.3°l0
57
Town of Reading
Boai'd of SeleCtmen selectmen@ci.readin�.ma.us
John R. Halsey, Chairman
Kevin M. Sexton, Vice Chairman
Barry C. Berman, Secretary
John 1. Arena
Daniel Ensminger
Z'OWi1 Mariagel' townmanager@ci.readin�.ma.us
Robert W. LeLacheur, Jr, CFA
Town Accountant &. Finance Director
Sharon Angstrom, CPA
Assistant Town Manager & Public Services Director
Jean J. Delios
Administrative Services Directoi� & Ombudsman
Mathew A. Kraunelis, Esq.
Library Director
Amy Lannon, MLIS
Chief of Police
Mark D. Segalla
Fire Chief
Gregory J. Burns
Director of Facilities
Joseph P. Huggins .
Department of Public Works Director
Jeffrey T. Zager
Town of Reading
16 Lowell St.
Reading, MA 01867
Readingma.gov
March 20, 2017
58
Shared Costs
FY18 Budgets
Town Mgr
FY16 actual FY17 budget FY18 budget Change
Benefits $ 14,717,663 $ 15,813,500 $ 16,496,047 4.32%
Capital $ 2,874,250 $ 2,220,000 $ 2,259,400 1.77%
Debt $ 4,354,412 $ 4,900,000 $ 5,057,915 3.22%
FINCOM Reserves $ 140,500 $ 150,000 $ 150,000 0.00%
Regional Schools $ 358,142 $ 384,350 $ 386,000 0.43%
TOTAL $ _22,444,967 $ 23,467,850 $ 24,349,362 __ 3,76%
State Assessments* $ 655,688 $ 642,100 $ 702,425 9.39%
__
*not voted by Town Meeting '
Some of these shared costs are subject to long term financial planning, and their annual
increases can be managed. However some of these costs fluctuate without pattern and are
more challenging to manage.
Bene�ts
Retirement ($4,281,547; +2.0%): The Retirement Board voted an increase of+4.5% to
the annual contribution required, however in FY17 they had reduced that amount so the
annual change for FY18 is only +1.6%; a $25,000 expense pays the annual fees
associated with seasonal and part-time employees' shift from social security to a 457(b)
plan which saved the town over $100,000 annually; and $500,000 is set aside as a
contribution to the Other Post-Employment Benefits (OPEB) liability. While this is well
below the needed annual contributior� of over $1.7 million, a longer term plan to increase
this funding will occur as the pension liability becomes fully funded, or sooner if it
becomes required by law. Note this partial contribution was a positive factor in our debt
ratings upgrade.
Medicare ($790,000; +4.6%): The annual rate of increase of this line item is related to
employee wage costs for the town and schools, with a slight acceleration for newer hires.
_
FVI8TOWN �
FY14 FY15 FY16 � FY17 FYI7REVISED. FV17 ' MANAGER PCT
.... .. . ....... . . .._ . . _.... . .. . . .. . _. . . . . .. .. ...... ._.._-_ __ .....- --___... _._.._._.
RETIREMENTANDGENSIONERPENSES ACTUALS ACTUALS ACTUALS ACTUALS BUDGET : YTD BUDGET :CHANGE'
RETIREMENTASSESSMENT $ 3,266,550 $ 3,363,721 5 3,515,087 $ 3,570,858' $ 3,673,000 97% $ 3,731,547: 1.59%'
. .
NON-tONTR16 RETIREMENT $ 19,594 S - S • $ - S - S -
RETIREMENTOBRAMGMTFEES $ 14,481 $ 15,246 $ 16,385 $ 17,789 $ 25,000 71%' $ 25,000 0.00%
_ ._ __ _ _.
---<
OPEBCONTRIBUTIONS_ S 450,000 S 475,000 $ 500,000_ $ $ 500000- 0•� S 500,000, _ 0.00°�
__ , .: . _ <
RETIREMENTACTUARIALSERVICES S. - S - S - S - $ - $ 25,000;
RETIREMENTANDPENSION $ 3,750,625 ; $ 3,853,%7 $ 4,031,472 $ 3,588,647 I $ 4,198,000 8SX:S 4,281,547' 1.99%
_ . _. _
MEDICARE EMP�OYEE BENEFITS $ 618,868 $ 667,875 5 703,050 $ 446,745 $ 745,000 60'� 5 785,000 537%
_ __ _ _ __. . _
REGIONALEEMEDICARECOSTS S 1,774 $ 1,857 S 1,040 $ - $ 10,000 0°.6 $ 5,000 -50.00%'
MEDICARE EXPENSES $ 620,642 $ 659,732 $ 704,090 $ 446,745 $ 755,000 59'� $ 790,000 4.69%
_ _
59
Health & Life Insurance ($10,870,500; +4.9%): The Town and all unions (`the PEC')
from the Town, School and Light departments have worked collaboratively for many
years to reduce premiums and shift costs to users (employees & retirees) of health
insurance. The most recent RF'P two years ago demonstrated that the health insurance
industry is in such disarray at the national level that there are few `levers' for the Town to
push in order to reduce costs significantly. The Town does take the philosophically
distasteful step of paying employees to drop insurance if they can enroll on a spouse's
plan, In the first four years through FY16, together we avoided $678,OOU of premiums,
which were a net savings to the town of $522,000 after the payment to einployees.
Participation in the program has inereased, with the town's�annual savings increasing
from $56,500 in the first year to over $225,000 in the most recent year.
As of this writing the town has received the proposed FY18 increase which is reflected in
the figures below, however negotiations with the PEC have not yet begun.
FYIBTOWN �-
FY14 FY15 FY16 FYll fY17 REVISED FY17 MANAGER PQ
HEALTH INSURANGE EXPENSES ACTUALS ACTUALS ACTUALS ACTUALS BUDGET VTD BUDGET 'CHANGE
GROUP HEALTH INSURANCE PREM $ 8,094,520 $ 8,664,022 5 9,356,185 5 6,656,397 $ 10,200,000 65% $ 10,710,000 5.00%
__ . _
_ . ._.
REGIONAL EE HEALTH INS COSTS S 11,875 $ 14,031 S 7,021 S - S 10,000 0% $ 10,000'. 0.00%:
OPT-OUT HEALTH INS PAYMENT $ 21,500 5 52,500 S 61,783 S - $ 75,000 0% $ 75,000 O.OD%
GROUP INS PROfE5510NALSVC 5 - S 2,535 $ - S - S 25,000 0% $ 25,000 0.00%
HEALTHINS.TOANOTHERTOWN $ 1,248 S 18,532 S 16,491 S - S 20,000 0°�, S 20,000 0.00%
_ _ _ _
GROUP LIFE INSURANCE PREMI $ 27,507 $ 24,635 $ 26,855 $ 20,157 $ 30,000 67% $ 30,000 0.00%
_
REGIONAL EE LIFE INS CO5T5 S 81 $ 75 $ 23 S - S S00 0°k 5 500 0.00%
HEALTH INSURANCE $ 8,156,730' $ 8,776,330 $ 9,468,359 $ 6,676,554 $30,360,500 64% $10,870,500 4.92%'.
From the most recent available data, dui•ing the period FY07 — FY14 Reading has seen
+4.2% annual rates of inerease of health insurance premium spending which compares
favorably to the 25 Peer Communities at +4.5% annually. Reading employees & retirees
pay for 29% of the premiums, a figure still above Peer averages. In the general fund,
town employees have accounted for a +4.1% annual inerease from FYl 1-FY17 (to date),
while school employees are at +5.1%.
This winter a subcommittee of the PEC is working with the Town Manger to try to find
other levers which will reduce premiums. One example that has been gaining popularity
in the private sector is limited network�lans. The only such option we have seen thus far
would exclude any coverage at all at Children's Hospital, which as an employer does not
seem to be a responsible choice to make on behalf of employees and their families.
Worker Compensation (�309,000; +3.0%): The town has received acclaim for safety
policies which have kept budget increases modest.
Indemnification ($105,000; +5.0%): Police & Fire on duty injury related expenses can
vary widely in this line item.
Unemployment Compensation ($140,000; +40%): Proposed staff reductions in this
budget cause the needed unemployment reserves to increase.
60
" FY18 TOW N
. FY14 FY35 iY16 FY17 -FV17 REVISED FY17 MANAGER PCT
ACTUALS ACTUAtS ACTUALS ACTUALS �. BUDGET YTD BUDGET CHANGE -
WORKERCOMP DEDUCTIBLES/ClAIMS $ 1,494 5 4,274 5 6,448 $ 2,103 $ 10,000 21� $ 10,000 0.00'�
WORKERCOMPINSURANCEPREMIUMS $ 200,705 5 230,852 5 256,112 $ 28�,321 $ 285,000 101% $ 295,000 3.51%
REGIONALEE WORKERCOMP INS S 1,011 $ 1,076 S 1,134 S - S 5,000 0°� $ 4,000 -20.00%
WORKERS COMPENSATION EXPENSES $ 203,210 $ 236,202 $ 263,694 $ 289,424 $ 300,000 96% $ 309,000 3.00'�
i11F W RETIREMENT PENDING $ - $ 151,662 S 74,966 $ - �. $ - $ -
PUB SAFEIY 111F SALARIES $ • $ 151,662 $ 74,%6 $ - S - S -
PUBSAFPOLICEINDEMNIFICATION $ 9,283 5 55,596 S 52,175 $ 25,078 $ 50,000 50°� $ 52,500 5.00'�
PUBSAFTYFIREINDEMNIFICATION $ 45,529 5 85,101 $ 32,158 $ 17,662 $ 50,000 35% $ 52,500 5.00%
PUB SAFEIY 111F IXPENSES $ 54,811 $ 292,358 $ 159,299 $ 42,740', S 100,000 43% $ 105,000 5.00'�
PUB SAfETY 111F TOTAI S 54,811 S 444,020 $ 234,266 $ 42,740 $ 100,000� 4;%' S 105,000 5.00'/
_ ._ _ _
_ _ ___ _ .. . . _.
_ _ _ ..;
UNEMPLOYMENT-TOWN EMPlOYEES $ 28,880 5 11,597 S 25,856 $ 6,159 $ 30,000 21%j $ 40,000 33.33%
, UNEMPLOYMENTSCHOOLEMPLOYEES 5 50,849 $ 80,055 5 62,074 $ 28,531 $ 65,000 44%' $ 95,000 46.15%
UNEMPLOYMENT PROF REPRESENTATI 5 2,560 S 2,755 $ 2,820 $ 2,255 $ 5,000 45% $ 5,000' 0.00°�
UNEMPLOYMENTCOMP.EXPENSES $ 82,288 S 94,q07 S 90,750 S 36,945 $ 100,000 37°� $ 140,000' q0.00'/
Capital & Debt
Capital ($2,259,4U0; +1.8%)
The target baseline capital spending per FINCOM policy for FY18 is $2.36 million, and
the proposed FY18 capital spending is $2.26 million. This $100,000 shortfall in funding
is purposeful for the third consecutive year in order to assist the Operating budgets per
vote of the Finance Committee. The shortfall had been larger in the fall 2016 but
$150,000 of savings in other accommodated costs were directed to capital, since the
recent RMHS litigation settlement has negatively impacted the capital plan by over $3.5
million (debt, including projected interest) during the next ten years. Note that by
including recent mid-year capital spending, the FINCOM 5% minimum spending has
been achieved.
Capital Pro�ects:
$230,000 for Core Facilities: $150,000 funding for the Permanent Building Committee;
$40,000 for F-350 Box Truck(2006) and $40,000 for a Chevy Pickup 2500HD (1999).
$84,000 for School Facilities: carpet/flooring at Barrows ($25,000), Killam ($24,000);
RMHS ($20,000) and Parker($15,000).
$69,000 for Town Facilities: $35,000 for HVAC work at the Pleasant Street Center;
$24,000 for windows and doors in the West Side Fire station; and $10,000 door repair at
the DPW garage. ,
$100,000 for Schools: for large scale technology projects.
' $140,000 for Administrative Services: $100,000 for large scale technology projects;
$40,000 for GIS planimetrics for recent flyover data.
�15,000 for Public Services: for annual playground improvements program - at Joshua
Eaton.
$370,000 for Public Safety/Fire: $190,000 for breathing apparatus - the town has
submitted what is described as a very competitive grant application so the share from the
61
town may decrease; $45,000 to replace thermal imaging equipment (2010); $45,000 to -
replace car #1 (2005); $45,000 to replace Rescue Tools (2006); $30,000 for Fire Hoses
and $15,000 for multi-gas meters.
$1,251,400 for Public Works: $400,000 for road repairs (an additional � $600,000 of
Chapter 90 grant funds will supplement the road repair budget); $100,000 for skim
coating & seal crack road repairs; $100,000 in general curb and sidewalk repairs for
pedestrian safety; $50,000 for general parking lot improvements; and the following
replacement equipment: $150,00� sander truck #9 (2004); $150,000 truck #10 (1996);
$95,000 Screener (1994); $65,000 truck #24 (2000); $40,000 Lebot 300L roller (1998);
$32,400 car #4 (1993); $22,000 SKAU 72" mower (1998); $20,000 SKAG 61" mower
(2008); $15,000 SKAG 52" mower(1995); and $12,000 2GV leaf vac (2000).
See the Capital Plan in the Appendix for further details.
Debt ($5,057,91�; +3.2%)
The FY18 debt schedule includes an estimated $390,000 payment as the first on ten
installinents for the $3 million RMHS construction settlement that was borrowed. We
will borrow permanent debt in June 2017 atter Aruival Town Meeting sees a debt
authorization request from one of the enterprise funds. The most cost effective way to
borrow is to aggregate as many issues together as is possible. Note that as has been
described, this unexpected debt caused many capital items to be delayed, and in the case
of certain recreation projects that delay is several years.
A total of$2.98 million of this debt is excluded from Proposition 2-1/2, with abotrt equal
amounts for the Library and the High School construction projects. The former is fully
repaid in FY25, and the latter in FY24.
Inside the tax levy is $2.06 million of debt as follows:
FY18 DEBT SCHEDULE PRIN INT TOTAL
Energy Improvements 335,000 85,388 420,388 'all buildings
RMNS litigation$3mil. 300,000 90,000 390,000 not yet issued
Modular class$1.2 mil. 150,000 39,000 189,000
_ _ _. _ _ _ _ __ _ _
Wood End� 145,000 , 30,878 175,878
West St. $1.3 mil. 130,000 33,800 163,800
Parker� 150,000 2,288 152,288 lastpayment
Barrows� 120,000 25,808 145,808
HS Ret. Wall$0.5 mil. 100,000 14,000 114,000
_
Killam Green Repair 67,000 16,750 83,750
Laddertruck$0.8mi1. 80,000 ; 1,220 81,220 lastpoyment
Downtown Impr$0.65 mil. 65,000 ._ 1,300 66,300 lastpayment `
Birch Mdw Green Repair 33,000 8,250 41,250
Barrows/Wd End� 30,000 6,552 36,552
TOTAL 1,7Q5,000 355,233 2,060,233
See the Debt Schedule in the Appendix for further details.
62
.
• FINCOM Reserves (�150,000; 0%)
The Finance Committee has an emergency reserve fund for unforeseen expenses.
FINCOM has considered increasing this long-standing amount but instead had chosen to
replenish it at Town Meetings back up to $150,000 during a fiscal year.
Regional Vocational Schools ($386,000; +0.4%)
No significant change is expected at Reading's formal district with the Northeast Metro
Technical Regional Vocational school in Wakefield. They are evaluating their school
building, and significant repairs or replacement costs are expected in the next few years.
The cost to Reading will be somewhat rnodest as the "I'own has less than 2% of the
current enrollment, and further the school is eligible for significant assistance from the
state. The town also has students enrolled at the Minuteman and Essex North Vocational
schools through school choice.
PYI8TOWN ,
FY14 FY15 FY16 FY17 ',FYI7REVISED fYll MANAGER PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGEf 'CHANGE'
REGIONSCH NORTH EAST REG VOKE $ 239,830 $ 229,908 S 244,852 $ 185,465 $ 257,100 725� $ 259,650 0.99�
_ _ _ _
ESSEX NORTH VOKE $ - $ 89,843 $ 41,362 $ 20,631 $ 43,500 47% $ 38,400; -11J2%
RE610NSCH MINUTEMAN REGVOKE $ 146,289 $ 147,249 $ 71,928 $ 19,974 $ 83,750 24% $ 87,950: 5.01%
VOCATIONALSCHOOLSTOTAL $ 386,119 $ 467,000 $ 358,142 $ 226,070 $ 384,350 59Y $ 386,000 0.43%
State Assessments ($702,425; +9.4% estimate)
Town Meeting does not vote on these charges, they are deducted from any State Aid
payments the Town receives. The above figure is a preliminary estimate in February 2017
based on the Governor's budget.
FY18
FY17 ': TOWN �
FY14 FY15 ' FY16 FY17 ! REVISED ; FY17 �MANAGER i PCT
-- _ ____. _ __ _._._ _ __ _. _._. . . _. � .__:
� ACTUALS ACTUALS ACTUALS I ACTUALS, BUDGET YTD ' BUDGET ;CHANGE i
_._.. _._.__._ _ _ __ _ __
_ _...._ __.
STATE ASSESSM ENTS
_ _ _.. ._... _ ._ :_ _ .
SCHOOLCHOICETUITION $ 13,400 $ 21,647 $ 48,149 $ 26,382 $ 39,800 66%' $ 68,018 � 70.90%;
`CHARTERSCHOOLTUITION $ 48,416 $ 40,905 $ 23,972 : $ 3,757 $ 12,400 30%' $ 31,369 ' 152.98%
ESSEXAGRICULTURALTUITION $ 12,553 $ - $ - $ - $ - $ -
_ _ __ . _._ __.
RMV NON RENEWAL $ 14,740 $ 14,740 $ 14,740 ' $ 7,818 $ 14,750 53% $ 16,080 9.02%
AIR POLLUTION CONTROL $ 8,150 $ 8,162 $ 8,436 S 4,326 $ 8,650 50'� $ 8,938 3.3�%
MAPC $ 7,991 $ 12,596 $ 12,531 $ 6,424 $ 12,850 SO% $ 13,087 1.84%
_ _ _ .
MBTA $528,555 $536,111 $542,365 $273,879 $547,750 50% $ 551,912 0.76%:
_ . _ _ _ _ .
SPEDSTATEASSESSNIENT $ 5,432 $ 5,668 $ 5,495 $ - $ 5,900 0% $ 13,021 120.69%
__ _ _ _ __ _ . _.
, __ _ _ _ , __
TOTALASSESSMENTS $639,237 $639,829 $655,688 I $322,586 $642,100 509'0' $ 702,425 : 9.39%:
While state assessments increased by 9.4% in the Governor's FY18 budget, state aid
increased by only 0.9%.
63
Administrative Services
FY18 Budget
The Administrative Services Department's FY18 budget is increased by 2.3% when
compared to the previous year. Excluding some FY18 funding holdbacks for the Schaol
department,the budget is about unchanged. Details by Division are shown below:
FY17 fY18TOWN'
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUOGET CHANGE
Operations $ 429,409 $ 460,109 $ 487,291 $ 366,523 $ 680,865 54% $ 641,575 . -5.8%
_ _. _ _ _ .._ __
Town Manager $ 142,857 $ 150,148 $ 154,184 $ 98,085 $ 1H1,325 ; 54% $ 176,325 -2.8%'.
_ _ _ . __ ...:.
Selectmen $ 3,186 $ 2,599 $ 1,870 $ 667 $ 2,600 26%' $ 2,600 ' 0.0%
_ .__. _ .,._.. ___ _.:
Finance Committee ' $ 52,273 $ 64,Z92 $ 54,828 $ 35,273 $ 56,600 62% $ 61,100 8.0%
_ , _ _ _ _ _...,-
Legal $ 58,873 $ 450,397 ' $ 439,972 $ 104,181 $ 185,000 56% $ 225,000 21.6%'.
_ _._ �
Property Insurance $ 368,969 $ 390,283 $ 409,382 $ 380,606 $ 445,000 86% $ 445,000 0.0%'
.._ _ ..___ .. __ _ _. :
Human Resources $ 119,544 $ 89,279 $ 136,101 $ 109,796 . $ 168,250 65%: $ 169,525 0.8%
_ . . _ ....
Technology $ 624,852 $ 627,949 $ 641,270 $ 476,301 $ 747,700 64% $ 841,725 12.6%
_ . _ . _.
Town Clerk $ 115,340 $ 122,855 , $ 126,997 $ 78,163 $ 133,275 ' S9% $ 151,850 ; 13.9%.
. __
Elections $ 52,590 $ 75,147 $ 46,094 $ 70,624 $ 115,100 61% $ 64,200 ; -44.2%
:DEPARTMENT $1,967,893 $2,433,058 $2,497,989 $1,720,220 $2,715,715 63% $2,778,900 23%
Overview
The Administrative Service department is designed to promote organizational efficiency
and communication. The Administrative Services Director (ASD) serves as the
department head, and the Human Resources Director serves as the assistant department
head.
The role of Ombudsman-an advocate for the public-was thought to be separated from
the role of the Town Manager's position many years ago. However due to financial
constraints the two roles remained together for many years. Changes to the Charter
approved in January 2015 by a Special Town Meeting now requires the Town Manager to
appoint someone else within the organization to that role, and the ASD position will
formally serve as Ombudsman as well as department head. This position replaced the
former Assistant Town Manager/Finance Director.
A breakdown of department Salaries and Expenses are on the next page - these are the
two budget lines voted by Town Meeting for most town departments as indicated in the
FY18 Spending Scorecard.
64
' FY17 FYI8TOWN
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER PCT
SALARIES ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE
Operations $ 295,712 $ 318,089 $ 352,181 $ 288,434 $ 539,365 53% $ 499,075 -7.47%
Town Manager $ 140,646 $ 148,467 $ 153,524 $ 97,505 $ 166,325 59% $ 166,325 0.00%
Selectmen $ - $ - $ - $ - $ _ $ _
Finance Committee $ - $ - S - $ $ _ _ _$ _
_ , _ _ . _ _ _._ __ __ :
Legal. $ - : $ - $ - $ - $ - ; $ -
. . _ _ _ ____:_-.___
Property lnsurance $ - S - S $ - $ S -
,._ _ _� _ . ___- ____ . . _..: _ _
Human Resources $ 98,181 $ 71,082 $ 98,460 $ 83,889 $ 141,250 59%; $ 145,025 2.67%
Technology $ 278,886 $ 268,823 $ 292,402 $ 186,881 $ 317,500 59%� $ 325,825 2,62%
_ __ . __
Town Clerk $ 115,040 $ 122,855 $ 126,997 $ 78,163 $ 133,275 59� $ 136,850 2.68%
Eledions $ 27,963 $ 39,240 $ 20,315 $ 57,686 5 73,600 78% $ 27,200 -63.04%
SALARIES $ 956,428 $ 968,556 $1,043,880 $ 792,558 $1,371,315 58% $1,300,300 -5.18%
EXPENSES
Operations $ 133,697 $ 142,021 $ 135,110 $ 78,089 $ 141,500 55% $ 142,500 ' OJl%
_ _ _ _ _ __ ._ _..,
Town Manager $ 2,211 $ 1,681 $ 659 $ 580 $ 15,000 � 4% $ 1Q,Q00 -33.33%
Selectmen $ 3,186 $ 2,599 $ 1,870 $ 667 $ 2,600 26/ $ 2,600 , 0.00%
_ _ _ _..
Finance Committee $ 52,273 $ 64,292 $ 54,82H $ 35,273 $ 56,600 '�' 62%; $ 61,100 7.95%
_ . _ ...
Legal $ 58,873 $ 450,397 $ 439,972 $ 104,181 $ 185,000 56%. $_ 225,000 : 2162%
__ _._ _
Property Insurance $ 368,969 $ 390,283 $ 409,382 $ 380,606 $ 445,000 86% $ 445,000 0.00%
Human Resources $ 21,363 $ 15,197 $ 37,641 $ 25,908 $ 27,000 '' 96%; $ 24,500 -9.26%'.
Technology. $ 345,967 $ 359,126 $ 348,868 $ 289,420 $ 43Q200 67%' $ 515,900 19.92%I
Town Clerk $ 300 $ - $ - $ - $ - $ 15,000
_ . _ _ . _ _. ._. _.
Eledions $ 24,627 $ 35,907 $ 25,779 $ 12,938 $ 41,500 31% $ 37,000 '-10.84%
'EXPENSES $1,011,465 $1,464,502 $1,454,109 $ 927,662 $1,344,400 69%' $1,478,600 9.98%'
As was mentioned in the Town Manager's Budget Message, one-time expenses were
funded in the.FY18 budget in order to minimize staff reductions in FY19. In the table
above, $95,000 of such items are included in both Technology and the Town Clerk's
office and will be described in those following sections. Without these one-time items,
FY18 expenses are up+2.9% in this budget.
Department Support Revenue: The department conducts many activities for other parts
of the organization. The Water, Sewer, Storm Water Enterprise Funds and RMLD will
make total payments of $176,513 to the general fund on behalf of the Administrative
Services department. The school department is not charged since they are also part of the
general fund. Note that property insurance is billed directly to the three Enterprise Funds
and RMLD.
65
Operations: This division includes the department head, Business Administrator,
Procurement Officer (town & schools) and other staff shared with the department. This
division is the centralized location for procurement, communications and constituent
services. Postage is now centralized in this division, as well as equipment maintenance.
FY17 fY18TOWN
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER PCT
_ _ _
OPERATIONS DIVISION ACTUALS ACTUALS ACTUALS ACTUALS BUD6ET ' YTD BUDGET CHANGE'
ADMIN SERVICES DIRECTOR 5 - $ 15,282 $ 97,436 $ 59,869 $ 101,400 59% $ 103,625 2.19%'
OPS BUSINESSADMINISTRATOR $ 67,765 $ 74,944 $ 43,289 $ 46,421 $ 80,115 58% $ 80,700 0.73%
OPSPROCUREMENTOFFICER $ 33,273 $ - $ S,Z84 $ 41,793 $ 71,500 58% $ 73,350 2.59%
o _ .
OPERATIONS SPECIALIST $ 10,593 $ 24,342 $ 3,389 $ 4,352 $ 40,000 11/0 $ 20,000 50.00%
EXECUTIVEASSISTANT S 61,062 $ 63,653 $ 69,532 $ 41,711 $ 70,300 59% $ 66,700 ! -5.12%
_
IASSRADMINISTRATIVEASSISTANT $ - $ 21,323 $ 47,246 ; $ 28,958 i $ 44,775 58% $ 51,125 ', 2.71%
_ _ _
_ _
AS ADMINISTRATIVE ASSISTANT $ 11,065 $ 19,409 $ 43,248 ' $ 26,319 . $ 45,225 58% $ 46,450 ! 2.71%
_ . __ _. . _ _ _ _ _ . _ _ . ___. _. _.,_. __:
ASADMINISTRATIVESECRETARY $ 51,954 $ 42,798 $ - $ - $ - $ - '
___ _ _ _ _ _
OPSAQMINISTRATIVESECRETARY $ - $ (2) $ - $ - $ - $ -
, _ _ . _
AS CLERK $ 47,608 $ 41,543 $ 37,261 $ 32,383 $ 42,050 77% $ 42,625 ' 1.37%
_ _ _ _ _ ._.
PAY&CLASSFUNDING $ - $ - $ - $ - $ 23,350 0% S - -100.00%'
OPS WAGES OVERTIME $ 6,516 $ 11,531 $ 4,812 $ 5,514 $ 8,000 69% $ 8,000 0.00%
_ _. _ _ __ _.
OPSWAGESTEMP $ 5,876 $ 3,266 $ 686 $ 1,1ll $ 7,650 15% $ 6,500 -15.03%
SALARIES $295,712 $318,089 $352,181 5288,434 $ 539,365 53% $ 499,075 -7.47%'
FY18 reductions include cutting the Operations Specialist position (some long-term
projects have been on hold due to funding concerns); leaving $23,350 unspent from the
non-union pay & classification funding in order to avoid further future layoffs; and a
slight reduction in hours for the High School student temp office position. Note the
shaded positions above were vacant for periods of time and returned unspent budgeted
wages to the general fund, which explains actual spending at lower than budgeted levels
by more than$100,000 for a few years.
_ __ .
FY17 FY18 TOW N
FY14 FY15 FY16 FY17 REVISED FY17 : MANAGER : PCT
_. . _ __ _ ._. ___ ._ _
OPERATIONS DIVISION ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUD�ET CHANGE'
OPS OFFICE EQUIP REPAIR $ 1,056 $ 801 $ 160 : $ 595 $ 1,000 60% $ 1,000 0.00%�
. _ _ _ . _
;OPS ADVERTISING ; $ - $ - $ 152 ', S _ S . - S -
__ . _ __--._ . _ _ __. _ _ _;,
,_..__ .,
OPS_PRINTING SERVICES $ 1,141 $ 7,047 $ 751 ' $ 751 $ 3,000 ' 25% $ 3,000 0 00%;
, _, ---;
_. � .____ �
OPSPAYANDCLASSSTUDY $ 1,926 $ - $ (5,900) $ - $ - ' $ -
_ _ __ _ _ _ o _ . _.. _ .
OP5 PROF DEV/TRAINING $ 1,251 $ 4,347 ' $ 6,459 ! $ 4,358 $ 5,000; 87/0 $ 5,000 ; 0.00%�
OPS DUES/MEMBERSHIPS $ 5,380 $ 5,730 $ 6,660 $ 6,598 ' $ 8,500 78% $ 8,000 : -5.88%I
_
OPS PROF DEV REGISTRATION $ 13,760 $ 632 $ 612 $ 500 $ 2,000 25% $ 1,000 -50.00%i
_ _. ._._ ;
OPS PROF DEV-TRAVEL $ 544 $ 1,815 $ 2,87& ' $ 2,788 $ - $ 2,500 ' 100.00%
. _ _.
OPSSUPPLIES/EQUIPMENT $ 300 $ - $ - $ - $ - $ -
_ _ _
_ _ __ _ __. .
OPSOFFICESUPPUES $ 3,070 $ 6,630 $ 4,669 $ 3,394 $ 4,000 85% $ 4,000 0.00%
OPS SUPLIES COPIER $ 5,880 $ 6,974 $ 7,085 $ 4,279 $ 8,000 53%; $ 8,000 0.00%.
OPS LEASE COPIER $ 24,832 $ 26,728 $ 28,256 ' $ 15,401 $ 30,000 51% $ 30,000 '' 0.00%
_ _ _ __ _ _._ . ,__.. .
_. _:
OPS POSTAGE $ 33,599 $ 81,517 $ 83,328 $ 39,424 $ 80,000 49% $ 80000 ; 0.00%;
. _ _ . ..._.- - -
OPS POSTAGE FOR BILUNG $ 40,957 $ (200)i $ - $ $ $
EXPENSES $133,697 $142,021 $135,110 ' $ 78,089 $ 141,500 ' S5% $ 142,500 ' OJl%
OPERATIONS DIVISION TOTAL 5429,409 $46Q109 : $487,291 $366,523 $ 680,865 • 54% $ 641,575 ' -5.77%a
66
Town Manager's Office includes the divisions of Selectmen, Finance Committee, Law
and Property Insurance: These divisions all conduct activities that are central to the
organization, often including the School department and occasionally the Light
department. Note that the Finance Committee has a $150,000 Reserve Fund that is not a
part of this budget and is voted separately.
FY17 FYIBTOWN
FY14 FY15 FV16 FY17 REVISED FY17 MANAGER PCT
_ _ _ _ _ _ ___ _ _ _ __..
TOWN MANAGER ACTUALS ACTUALS ACTUALS ACTUALS : BUDGET YTD BUDGET CHANGE
TOWN MANAGER $140,646 $148,467 $153,524 S 97,505 $ 166,325 59% $ 166,325 0.00%
TOWN MGRSALARIES $140,646 $148,467 $153,524 $ 97,505 $ 166,325 59% $ 166,325 0.00'�
_ . __ _ _
__._. __._._
_ _ ____ _ _
TOWN MGR RESERVE FUND $ 2,211 $ 1,681 $ 659 $ 580 $ I5,000 4% $ 10,000 -33.33%'
TOWN MGR EXPENSES $ 2,211 $ 1,681 $ 659 $ 580 I $ 15,000 4% $ 10,000 -33.33%.
TOWNMGRTOTAL 5142,857 $150,148 $154,184 $ 98,085 $ 181,325 54% $ 176,325 -2J6%
SELECTMEN _ ._
SELECTMENADVERTISING $ 2,275 $ 2,052 $ 1,832 $ 667 $ 2,000 33% $ 2,000 0.00%
.
_. . __ .
SELECTMEN OTNER $ 911 $ 547 $ 38 $ - $ 600 0% $ 600 0.00%
SELECTMEN EXPENSES $ 3,186 $ 2,599 $ 1,870 $ 667 $ 2,600 26% $ 2,600 0.00'/
SELECTMEN TOTAL $ 3,186 $ 2,599 $ 1,870 $ 667 $ 2,600 26% $ 2,600 . 0.00'/0
fiNANCE COMMITTEE
FINCOMFINANCIALAUDIT � 52,000 $ 63,780 $ 54�500 $ 35�000 $ 56�000 63% $ 60,500 8.04%
FINCOM PROF DEV/TRAINING $ 273 $ 512 $ 328 $ 273 $ 600 46% $ 600 0.00%
FINCOM EXPENSES $ 52,273 $ 64,292 $ 54,828 $ 35,273 ` $ 56,600 62% $ 61,100 7.95%.
FINCOM TOTAL $ 52,273 $ 64,292 $ 54,828 $ 35,273 : $ 56,600 62% $ 61,100 7.95%
LEGAL '
_ .____ __ _.__ __._ ;
LAWLEGALCOUNSEL $ 44,715 $265,230 $155,619 $ 79,734 � $ 160,000 50:6 $ 200,000 2500%i
__ __ _ __ . _ __ ._ _ _ . , ___.
LAW LABOR COUNSEL $ 14,158 $ 7,700 $ 4,958 $ 8,703 ' $ 25,000 ; 35�` $ 25,000 0.00%`
_.. _ _. _ __. .._.._ _, . .
TlT UTIGATION $ - $177,467 $154,395 $ 15,74A $ - $ -
_ _ . _ _ _ _ _ _.. __.__ __ _ ,
LEGALSETTLEMENT $ $ - $125,000 $ - , $ $
LEGALEXPENSES $ 58,873 I $450,397 $439,972 ' $104,181 ! $ 185,000 56% $ 225,000 ! 21.62%i
LEGALTOTAL $ 58,873 $450,397 $439,972 $104,181 ' $ 185,000 . 56%' $ 225,000 ' 21.62%
PROPERTYINSURANCE
LIABIL INS PROF CONSULTANT $ - $ - $ 705 S - $ - $ - �
__ . _ _.__ __ ___;
PROP&CASUALIYINSURANCE $349,087 5364,208 5393,023 $380,606 $ 410,000 93'Yo $ 415,000 1.22%!
_. _ _ _. _ _ _ __ : __ _,
LIABILINSDEDUCTIBLES/CLAIMS $ 19,882 $ 26,075 $ 15,653 $ - ; $ 35,0�0 0'/0 $ 30,000 : -14.29%!
PROPERTYINSURANCEEXPENSES $368,969 $390,283 $409,382 $380,606 : $445,000 . 86%' $ 445,000 0.00'/0!
PROPERTY INSURANCETOTAL $368,969 $390,283 .$409,382 $380,606 ; $ 445,000 86% $ A45,000 ! 0.00'/
Reductions in FY18 include the Town Manager`s Reserve fund, which is important to
supplement town budget line items for unanticipated sinall costs, and also for small
community projects such as a recent Girl Scout Gold Award trail map of the town.
Increases are seen in the annual audit and anticipated Town Counsel expenses.
67
Human Resources: This division provides support to the Town (under the direction of
the Town Manager); to the Schools (under t}�e direction of the Superintendent); to the
Light Department (under the direction of the RMLD General Manager) and to all
Retirees (in conjunction with the independent Reading Retirement Board). Typically this
division works closely with the town's I'inance department on coordinating payroll and
benefits.
FY17 FYS8 TOW N
FY14 FY15 FY36 FY17 REVlSED PY17 MANAGER PCT
HUMAN RESOURCES ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE
HRDIRECTOR/ASSTDEPTHEAD $ 98,181 $ 71,082 $ 75,866 $ 46,628 $ 78,600 59% $ 80,700 2.67%
HRGENERALIST $ - $ - $ 22,594 $ 37,261 $ 62,650 59% $ 64,325 2.67%'
HUMAN RESOURCES SALARIES $ 98,181 $ 71,082 $ 98,460 $ 83,889 $ 141,250 59% $ 145,025 2.67%
_
HR PROF/TECH SV $ 6,650 $ - $ 14,145 $ 17,991 $ 7,500 2409'0 $ 5,000 -33.33%
_ _ _.__
HRADVERTISING $ 3,659 $ 3,170 $ 3,635 $ 2,303 $ 5,000 46% $ 5,000 0.00%
PRE-EMPLOYMENTCOSTS $ 6 $ - . $ - $ - ' $ - $ -
HR EMPLOYEE PHYSICALS $ 11,048 $ 13,732 $ 16,661 $ 4,195 $ 12,000 35% $ 12,000 0:00%
_ _ _., __..
DOTCERTIFICATIONS $ - $ 1,295 $ 3,199 $ 1,419 $ 2,500 57% $ 2,500 0.00'�0
HUMAN RESOURCES EXPENSES '$ 21,363 $ 18,197 $ 37,641 $ 25,908 $ 27,000 ' 96% $ 24,500 -9.26%
_ . . _ _. _ _ _
HUMAN RESOURCESTOTAL $119,544 $ 89,279 $136,101 $109,796 $ 168,250 65% $ 169,525 OJ6%
The Human Resources Generalist, approved by November 2015 Town Meeting, is a
shared position between the Town and Schools. This was a critical addition, because the
Human Resources field is becoming increasingly complex due to rapidly changing state
and federal requirements.
Technology: This division provides centralized computer network and
telecommunications services as well as distributed internet, audio/video, software and
personal computer support and geographic information systems (GIS) mapping. This
division also coordinates many technology activities with both the School and Light
Departinents, as well as with other communities in order to support regionalization
agreements.
_ __ _ _ _
FY17 FY18 TOW N
FY14 FY15 FY16 FYll REVISED FY17 MANAGER PCT '
_ _
TECHNOLOGY ACTUALS ACTUALS ACTUALS ACTUALS . BUDGET YTD BUDGET CHANGE
TECHNOLOGY DIRECTOR $ 87,626 $ 92,924 ' $100,194 $ 64,858 '. $ 103,300 , 639'0 $ 106,100 ' 2.71%
COMPUTERTECHNICIAN ' $109,469 '. $ 76,170 $ 95,205 ' $ 69,281 ; $ 123,350 . 56% $ 126,725 2J4%';
_ _. ____ ._ ,. .
GIS ADMINISTRATOR $ 66,900 $ 69,304 $ 72,029 . $ 44,268 $ 78,850 56% $ 81,tX;D ' 2.73%'
_
_ _ _ _ , . _ _. . .
TECH OVERTIME $ 14,891 $ 29,257 .$ 24,974 $ 8.474 , $ 12'000 ___71% $ 12,000 0.00%'
. ,
SECHNOLOGY5ICK LEAVE BUYBACK $ - $ 1,168 $ - $ - $ - $ - i
TECHNOLOGYSALARIES $278,886 5268,823 $292,402 $186,881 $ 317,500 59% $ 325,825 ' 2.62%!
68
Expenses for the division are broken down into parts & equipment (first table) and
software system licenses (second table) that support many town and some school
activities.
FY17 FYIHTOWN
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER PCT
TECHNOLOGY ACTUAlS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGET 'CHAN6E'
PHONE LANDLINES $ 40,434 $ 39,664 $ 45,762 $ 26,760 $ 45,000 59% $ 45,000 0.00%
PHONE WIRELESS $ 32,848 $ 38,076 $ 41,023 $ 25,750 $ 45,000 . 57% $ 45,000 ' 0.00%!
__ _ _ __ _ . , _ ___ _ . .._ ,
TECHMAINTCONTRACT/REPAIR $ 6,205 $ 3,600 $ 9,463 $ 11,306 $ 7,000 162% $ 7,000 0.00%''
__ . ._ __ _
_ . _ __... __ _._._.
TECHPROF/TECHSV $ - $ 317 $ 804 $ - ; $ 3,000 0%; $ 3,000 0.00%!
__ _ _
__ ._
TECH PROF/TECH MAIL/DELIVERYS $ - $ 16 $ - $ - $ - $ - :
INTERNETSERVICE PROVIDER $ - $ 125 S - $ - $ - $ -
TECH UCENSE&SUPPORT $ 8�722 $ 13,904 ,S 17�492 ,S` 23�783 �S` 10�000 Z38% ,�` 10�000 ' 0.00%
__ ____
_ _ __
_ _ _ ...._.
TECHMICROSOFTSERVERSUPPORT $ 1,116 $ 1,215 $ - $ - $ 1,500 0% $ 1,500 0.00%'
*TECH MICROSOFT OFFICE UPGRADE
_ _
_ _ _ $ 40,000 100.00%'
.TECHTONERCARTRIDGES $ 10,994 $ 10,719 $ 13,596 $ 4,228 $ 15,000 28% $ 15,000 0.00%
TECH OFF SUPPLIES PAPER $ - $ 48 $ - $ - $ - $ -
TECH COMPUTER PARTS&SUPPLIES $ 16,999 $ Z5,764 $ 18,379 $ 9,866 $ 25,000 39% $ 25,000 0.00%
TECH PC HARDWARE $ 55,905 $ 19,265 $ 13,983 $ 13,342 $ 35,000 38% $ 65,00� 85J1�'
_ _ . �.
TECH NETWORK HARDWARE $ 11,015 $ 9,630 $ 3,297 $ 35 $ 13,000 0% $ 23,000 76.92%
_ . _ __ . _ _ __..
TECH GIS SUPPLIES S - S - $ - S - $ 1,000 0% $ 1,000 : 0.00%
TECH PC 50FTWARE $ 440 $ - $ 6,300 $ - $ - $ -
TECH MILEAGE REIMBURSEMENT $ 105 $ - $ 52 $ - $ - $ -
TECHNOLOGY PARTS&EQUIPMENT $184,781 $162,344 $170,152 $115,069 ; $ 200,500 ' S7% $ 280,500 ' 39.90'/0;
MUNIS FINANCIALSYS $ 64,665 $ 67,880 $ 69,443 $ 73,385 $ 75,000 : 98% $ 78,000� 4.00%
ADMINSFINANCIALSYS $ 1,800 $ 1,920 S 2,040 $ 2,190 $ 2,000 110°/a $ 2,500 ' 25.00'�'
DOCUMENTSTORAGESYS $ 13,611 $ 13,611 $ 13,611 $ - $ 15,000 0% $ 15,000 0.00%
_ __ . _ _ _ _ _ __ . _ _ _.;
WEBSITESYS $ 4,400 $ 4,400 $ 10,400 . $ - ; $ 6,000 , 0% $ 6,000 : 0.00%
_ ,_ . . _ _ .._.___ _ . . _. _.,
_ _.__--
PUBIICSAFETYSYS $ 31,143 $ 35,296_ $ 20,358 ; $ 25,707 , $ 36,000 71% $ 36,OOQ ' 0.00%
_ _ __.._. . ---
EMERGENCYCOMMUNICATION SYS $ 9,900 $ 9,900 $ 9,400 $ 9,919 $ 13,000 ' 75% $ 13,000 ' 000%�.
_ _ . _ . ,_ _ ,_
RESIDENTCOMMUNICATION SYS $ - $ - $ 4,900 $ 4,900 $ 5,000 , 989''e` $ 5,000 : 0.00%'.
ELDER/HUMAN$VC MONITOR SYS $ - $ - $ - $ 1,800 � $ 2,000 ; 90% $ 2,000 0.00%
_.____ _ _. ___ _. _ _ _. _: _._ _ _ . ____;
_-
PERMITS&LICENSINGSYS $ 25,135 $ 34,507 $_25,135I $ 26,392 $ 28000 ; 94% $ 30000 ' 7.14%i
_ . _ _.__ . _. _ _ -- ..--- ... _..- -..___. _.--.....
_. _
GIS SYS _ $ 1,232 $ 18,726 $ 11,503 $ 14,142 $ 29,000 ' 49% $ ___29,� ` 0.00�/0?
_ _ __
ASSESSORFINANCIALSYS $ 7,500 $ 8,500 $ 9,000 $ 7,775 $ 8,800 _ 88% $ 9,000 2.27%
_.._.___. _ _ .- _
FACILITIES WORK ORDER SYS $ - $ - $ - $ 6,341 i $ 7,500 ! 85%' $ 7,500 . 0.00'�0'
CEMETERYSYS $ 1,800 $ 2,040 . $ 2,425 $ 1,800 ' $ 2,400 75% $ 2,400 I 0.00%
TECHNOLOGYSYSTEMLICENSES $161,185 $196,781 $178,716 $174,351 $ 229,700 76% $ 235,400 ' 2.48%`
_ . __
TECHNOLOGY EXPENSES $345,967 $359,126 $348,868 $289,420 $ 430,200 � 6790� $ 515,900! 19.92%!
_ _ _. :_ _ _._.
TECHNOLOGYTOTAL $624,852 $627,949 $641,270 $476,301 $ 747,700 ' 64%. $ 841,725 ' 12.58'/
Three technology one-time projects for a total of $80,000 are included in the parts &
equipment section above. The $40,000 Office upgrade is noted (*) because it is a
holdback for the FY18 school budget. Increases in PC hardware ($30,000 for rugged field
tablets for DPW) and in Network hardware (a $10,000 upgrade to the town's firewall) are
shown above: Otherwise this section is level funded for FY18. System licenses have
modest annual increases.
69
Town Clerk and Elections: The Town Clerk is guided by Federal, State, and local laws
and policies in overseeing Elections, voter registration, the census process, Town
Meeting, and local licenses as well as historic and legal documents for the Town. The
Town Clerk also oversees document storage efforts for town & schools.
FY17 fV18TOWN
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER PCT
TOWN CLERKOFFICE ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE
TOWN CLERK $ 67,671 $ 72,920 $ 77,677 $ 47,732 $ 80,450 59% $ 82,625 2.70%
_
ASSTTOWN CLERK $ 47,369 $ 49,935 $ 49,320 $ 30,431 $ 52,825 58% $ 54,225 2.65%
TOWNCLERKOFFICESALARIES $115,040 5122,855 $126,997 $ 78,163 $ 133,275 59% $ 136,850 2.68%
*TOWN CLERK PROF/TECH SV $ 300 $ - $ - $ - $ - $- $ 15,000 100.00%
TOW N CLERK OFFICE EXPENSES S 300 S - $ - S - $ - S- $ 15,000 100.00%
__. _. _.:
TOWNCLERKOFFICETOTAL $115,340 $122,855 $126,997 $ 78,163 $ 133,275 59% $ I51,850 13.94%
_ _ . :. _ _ _ _
ELECTIONS '
_ _ ..
.
ELECT REGISTRAR SALARY $ 1,594 $ 1,599 $ 2,029 $ 1,066 I $ 2,000 53% $ 2,000 0.00%
'ELECTION WORKERS $ 25,948 $ 41,404 $ 20,771 $ 56,172 $ 75,000 75%, $ 25,000 -66.67%�'
_ _... _ __. .__ _ .._..
TOWN MEETING MONITOR $ 421 $ 1�037 S 215 ,S` 448 ' S Z�00� 22�0 ,S 2�000 0.00%
_ _ _ _ _ _ _ _ _ _ ___ _
ELECTIONS STATE GRANT SUPPORT $ - $ (4,800) $ (2,700) $ - $ (5,400)' 0% $ (1,800) -66.67%
ELECTIONS SAIARIES $ 27,963 $ 39,240 $ 20,315 S 57,686 $ 73,600 78% $ 27,200 -63.04%
. _ _ __
ELECTADVERTISING $ 4,830 $ 6,603 $ 8,312 $ 1,188 $ 9,000 13% $ 9,000 0.00%s
_. . _ _ - -. ___._ _ _ . _. __ _
ELECTPRINTINGTOWN MEETING $ 1,600 $ 5,194 $ 1,600 $ 1,200 $ 4,500 27% $ 4,500 0.00%
_. _ _
ELECTCENSUS EXPENSES 5 7,869 $ 8,298 $ 3,554 $ 782 : $ 5,000 16% $ 5,000 0.00%
ELECTBALLOTPROGRAMMING $ 544 $ 10,247 $ 10,418 S 6,188 $ 10,000 62% $ 10,000 0.00%
ELECi PROF/TECH SERVICES $ 6,520 $ 1,800 $ 45 $ - $ 3,000 0% $ 3,000 0.00%-
_ _ _. _ ___
ELECTSUPPLIES�EQUIPMENT $ 715 $ 251 $ - $ 41 , $ 3�000 1% $ 3�000 0.00%'
_ _ _ _ _ __ _ _.
ELECTIONS-MEALS FOR WORKERS $ 2,549 $ 3,513 $ 1,850 5 3,539 $ 7,000 51% $ 2,500 ' -64.29%
ELECTIONS EXPENSES $ 24,627 $ 35,907 $ 25,779 $ 12,938 ; $ 41,500 31% $ 37,000 -10.84%
ELECTIONS TOTAL $ 52,590 $ 75,147 ' $ 46,094 $ 70,624 ' $ 115,100 ' 61%' $ 64,200 -44•22%
Note the $15,000 professional/technical line is noted (*) beeause it is a holdback for the
FY18 school budget. The Town Clerk's Office has soine very old documents, and recent
advances in technology have produced amazing restorations. A community-wide historic
document project was outlined by the Town Manager in the spring of 2017, and a grant
application has been made by the Library Director. Hopefully this effort above will be
able to continue in the future for the benefit of current and future Reading residents.
A reduction from three budgeted elections to one budgeted election is shown above,
representing a cut equivalent to between 1-2 FTE positions. In FY17 the town needed to
find an extra $50,000 within its budget in order to fund these extra elections. Perhaps one
annual local election should be baseline funded in the town budget, and additional
elections then be included in accommodated costs each year, in order to remove the
volatility from the to�un's election budget.
70
Public Services
FY18 Budget
The Public Services Department's FY18 budget is decreased by 0.5% when compared to
the previous year. Details by Division are shown below:
FYl7 fY18 TOWN;
FY14 fY15 FY16 FY17 REVISED FY17 MANAGER PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE
PSAdministration $ 318,304 $ 336,661 $ 362,685 $ 212,110 $ 352,949 60% $ 371,350 5.21%
Conservation 5 33,087 $ 38,203 $ 56,496 $ 37,177 _$ 61,900 _ 60% $ 63,625 2J9%
Planning $ 66,268 5 103,691 $ 147,624 $ 146,093 $ 181,501 80% $ 203,450, 12.09%
Inspectional5ervices 5 107,658 5 124,742 $ 126,767 $ 90,584 $ 132,450 68% $ 140,950 6.42%
Historical $ 87 $ 306 $ 249 $ 230 $ 1,500 159�0 $ 1,500 0.00%
Health S 230,516 5 202,738 5 230,943 $ 152,138 $ 246,175 62% 5 245,775 -0.16%
Elder/Human Services $ 160,435 $ 160,239 $ 168,008 $ 147,030 $ 219,350 67% $ 206,550 -5.84�
Veterans $ 207,560 $ 224,067 5 238,492 $ 151,541 $ 293,975 _ 52% $ 304,500: 3.58%
Recreation $ 152,505 $ 146,039 5 135,469 $ 63,725 $ 151,775 42% $ 95,425 -37.13%
DEPARTMENT $ 1,276,419 $ 1,336,685 $ 1,466,733 $ 1,000,627 $ 1,641,575T 61% $ 1,633,125 -0.519'0
O��erview
The Public Services (PS) department is comprised of two major functions: (1)
Community Development; and (2) Community Services. PS strives to provide excellent
customer service as well as a high level of collaboration and communication.
__ _ __ __
..
�� ���� �
�
� ��
�
:�. ��
�� .�,,
�� � �
, � � ���'z � ,f
�� �J �` �� �; � E�
. \ �x -
71
The Assistant Town Manager (ATM) leads the department and works closely with the �
Town Manager on Town Administration and special projects. The assistant department
head is also the Community Development Director. Volunteer Boards and Committees
are a vital part of the department as shown above.
Community Development is enhanced by the Planning and Permitting fiu�ctions
combined as "One Stop Shopping" for small residential projects as well as large scale
commercial development projects. Having multiple permitting disciplines in one office is
helpful to applicants and provides ease of administration. Outside professional services
are provided as needed. The Metropolitan Area Planning Council and grants where
possible are used to reduce the cost of consultant services.
Community Services leverages increased staff communication between Health,
Human/Elder Services, Veterans and Recreation and their volunteer boards. The
Community Services Director position which was to lead this effort has been eliminated,
and a new Administrative Specialist clerical position is designed to attend many of these
night meetings in order to keep the communication flowing between volunteer boards and
the department.
A breakdown of department Salaries and Expenses are shown below - these are the two
budget lines voted by Town Meeting. Four staffing changes are proposed by this budget:
in Administration, the reduction of the Office Manager to part-time and the addition of an
Adininistrative Specialist to help cover volunteer board night meetings; in Recreation the
elimination of the Community Services Director (assistant department head) position and
the addition of a part-time Recreation Coordinator. These four changes are projected to
save about $35,000 in FY18.
_
FY17 FY18 TOWN
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER PCT
SALARIES ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTp BUDGET CHANGE:
PS Administration $ 264,321 $ 312,799 $ 362,650 $ 196,643 $ 324,949 61% $ 343,350 ` 5.66%
Conservation $ 33,087 $ 38,203 $ 56,496 $ 37,177 $ 61,900 60% S 63,625 2.79%
Planning $ 66,268 S 97,010 $ 142,344 $ 140,368 $ 171,501 82% $ 193,450 12.80%
Inspectional5ervices $ 107,658 $ 124,742 $ 126,767 $ 90,584 $ 132,450 68% $ 140,950 6.42%.
Historicai
Health $ 89,312 $ 59,340 $ 147,456 $ 99,093 $ 168,425 59% $ 168,525 0.06%
Eider/Human Services $ 149,026 $ 149,086 $ 156,421 $ 138,859 $ 205,850 . 67% 5 193,050 ' -6.22%
. _;
Veterans $ 20,066 $ 25,044 $ 53,559 $ 33,131 $ 56,975 ' S8% $ 58,500 : 2.68%
_ . __ ___ . __
Recreation $ 152,505 $ 146,039 $ 135,469 $ 63,725 $ 151,775 42% $ 95,425 : -37.13%'
SALARIES $ 882,243 $ 952,262 $ 1,181,162 $ 799,580 $ 1,273,825 63%' $ 1,256,875 -1.33%:
_ _ __ _ __
Expenses are unchanged from the previous year with the exception of some increase in
Veterans benefits. Note that all Recreation expenses are paid directly from revenues
deposited to the Recreation Revolving fund. An annual surplus in the revolving fund is
returned to free cash at fiscal year-end, indirectly paying the Recreation wage costs.
72
• FY17 FY18 TOWN
FY14 FY15 fY16 FYl7 REVISED FY17 MANAGER PCT
EXPENSES ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE
PS Administration $ 53,982 S 23,861 $ 35 $ 15,467 $ 28,000 55% $ 28,000 0.00%
Conservation
Planning $ - $ 6,681 $ 5,279 $ 5,725 $ 10,000 57% $ 10,000 0.00%
Inspectional Services
Historical $ 87 $ 306 $ 249 $ 230 $ 1,500 15% $ 1,500 0.00%
Health 5 141,204 $ 143,398 $ 83,488 $ 53,044 $ 77,750 68% $ 77,250 ' -0.64%
Elder/Human Services $ 11,409 $ 11,153 $ 11,587 $ 8,171 $ 13,500 61% $ 13,500 0.00%
Veterans $ 187,494 $ 199,023 $ 1H4,934 $ 118,410 $ 237,000 50% $ 246,000 3.80%
Recreation
EXPENSES $ 394,176 $ 384,423 $ 285,571 $ 201,047 $ 367,750 559b $ 376,250 231�
The PS Department has tried several staffing models over the past few years as funding
has been a challenge even while the demand for services continues to increase.
Conservation, .Health and Human/Elder Services all tried part-time division heads but
community demands as expressed through the volunteer boards required Health and
Conservation to be restored to full-time.
In response to the need for resources to address affordable housing through a regional
effort, The Metro North Regional Housing Services Office (MNRHSO) was spearheaded
by Town of Reading staf£ The MNRHSO services the communities of North Reading,
Wilmington, and Saugus wiih a shared full-time employee. The full wage and expense
costs of this effort is in this budget, but offset by revenues paid into the general fund by
these three communities that account for about 80% of the total cost. Another exaznple of
a creative approach is seen in Inspectional Services where the technical expertise from
three part-time building inspectors (that previously held the top position in their
communities) is combined with the administrative efficiency of a full-time Permits
Coordinator, who expedites permits with the aid of software systems and field tablets.
This teamwork often results in `same day' permits.
The Administration budget consists of the department head, clerical support, and shared
department expenses. The position noted below (*) moved mid-FY17 to the Inspections
Services budget as the Permits Coordinator.
� FY17 _ FY38 TOWN .
fY14 FY15 � FY16 FY17 REV�SED FY17 MANAGER � PR
ARUALS ACTUALS ARUALS ACTUALS BUDGET � YTD BUDGET �- CHANGE �
ASSISTANTTOWNMANAGER $ 107,218 $ 112,985 $ 120,698 $ 74,168 $ 125,000 59% 5 128,350 2.68%
PS OFFICE MANAGER $ - $ 23,111 $ 50,991 $ 31,341 $ 52,825 59% $ 26,050 -50.69%:
_ _
ADMINISTRATIVE SPECIALIST $ - S - S - S - $ - $ 55,125 300.00%
_
PSSENIORADMINASSISTANT` $ - $ - S 45,930 $ 991 $ 16,849 6% $ - -100.00%
PS ADMINISTRATIVE ASSISTANT $ 33,367 $ 44,126 $ 33,261 $ 26,319 $ 45,225 58% $ 46,450 2.71%
_ . _ _
PS ADMINISTRATiVE SECRETARY $ - $ 37,760 $ 59,573 $ 26,432;$ 45,400 58% $ 46,625, 2J0%
PS CLERK $ lOS,588 $ 76,462 5 37,569 5 23,087 $ 39,650 58% $ 40,750 2.77%
_
PS ADMIN OVERTIME $ 40,149 $ 38,355 $ 39,629 $ 14,305 $ 30,000 4896 $ 15,000 -SO.00Y
� PS REVOWING FU�JD SUPPORT 5 125,000) S (20 000) S (25,000) 5 - ��5 (30,000)� 0% S (15,000) -50.00%
PUBLIC SERVICES ADMIN SAIARIES $ 264,321� $ 31Z,799 $ 362,650 $ 196,643�$ 324,949� 61% $ 343,350�� 5.66%�
PS ADMIN PROF DEV/TRAINING $ 5,505 $ 8,901 $ 6,566 $ 4,895�$ 11,000� 44% $ 11,000 0.00�-
PS EQUIPMENT&SUPPUES $ 6,518 $ 5,136 $ (15,918) $ 5,511 $ 7,000� 79% $ 7,000 0.00%
P$ADMIN MILEAGE REIMBURSEMENT S 6,690 $ 7,282 $ 8,104 S 3,551 $ _.. 8,000' ,44%_$ 8,000 0.00%
PS AOM�N ADVERTISING S 1,468 $ 2,494 $ 1,108 S 1,484 $ 2,000 74% $ 2,000 0.00%.
PS OUTSOURCED PROF SERVICES $ 33,750 $ - $ 135 S - S -. S -
PS ADMIN UTIL WTR/SWR/STM WTR 5 51 S 48 S 39 S 26:$ S � '
. PUBLIC SERV�CES ADMIN El(PENSES $ 53,982 $ 23,861 .$ 35 $ . 15,467.��$ _ .28,000� 55°b $ 28,000' 0.00%
PUBLIC SERVICES ADMIN TOTAL $ - 318,304 � $ 336,661 $ 362,685 $ 212,110��$ 352,949 �� 60% S 371350 5.21%
73
Community Development (Community Development Director) includes: Conservation,
Planning, Inspections and Historical.
The Community Development (CD) Director oversees Plamiing, Community
Development, and Conservation/Preservation. The CD Director also is the assistant
department Head.
The Conservation Administrator works with the Conservation Commission in
regulating the local wetland by-law as well as the Wetlands Protection Act. Reading has
a large amount of wetland areas requiring a full-time Conservation Administrator to assist
the public as well as the Conservation Commission. The Administrator also provides
oversight of the Mattera Cabin (previously handled by the Community Services
Director). Note the position was restored to full-time in FY16.
- FY17 FYIBTOWN ��
FY34 FY15 FY16 fV17 REVISED FY37 MANAGER ' PC7
. ACfUALS� � ACTUALS ACTUALS ACTUAlS � BUDGET � YTD BUDGET CHANGE ��
CONSERVATION ADMIN $ 37,087 5 42,203 $ 60,496 $ 37,177 $ 63,900 58% $ 65,625 2.70%
CONSCOMM REVOLV FUND SUPPORT $ f4 000) S (4 000) S (4 000i $ - S (2 000� 0% S (2 000) •0 00%'
CONSERVATION SAIARIES $ 33,087 $ 38,203 $ 56,496 $ 37,177 5 61,900 60% $ 63,625 2.79%
CONSERVATION TOTAI $ 33 087 38 203 56 496 37177 61900 60°k 63 625 2J9%
The Planning Division handles a broad range of both day-to-day and long range
planning, zoning, economic development, and other community development work. Staff
reviews plans and proposals submitted to ensure coinpliance with zoning and other
regulations and to ensure consistency with adopted plans including the Reading Master
Plan.
.. . . .. . . _ . .FY17 FYIBTOWN�_.. . . . �.
FY14 fY15 FY16 FY17 REVISED � FY17 MANAGER PCT ��
AC7UAL5 ACTUAlS ARUALS ACTUALS . BUDGET YTD BUDGEf CHANGE
COMM DEV DIR/ASST DEPT HEAD $ 64,583 $ 75,069 $ 84,749 $ 47,558 $ 81,750 58% $ 83,950 2.69%
PIANNING INTERN. _ . . . .$... . - $ ._.. 1,994 $ . 9,015 '$ - $ - . � ... ... $ . .. -. . . .... ..
PLANNING PERMITS COORDINATOR $ - $ - $ - $ 30,610 $ 38,976 79% $. 57,350 47.14%
PLANNING WAGES OVER7IME $ 1,685 $ 668 5 - $ 335 $ $
PLAN REGL AFFORD HOUSING COOftD•' $ - $ 19,279 $ 48,580 $ 30,120,$ 50,775 59% 5 52,150 2.71%
ECONOMIC 6EVELOPMENT DIRECTOR $ - $ - S - S 31,744 S 125,000 25%_S 120,000 -4.00%
PLANNING REVOLV FUND SUPPORT S - 5 S $ S (125,000) 0% 5 (120 000) -4 00%
- - - , -
PIANNING SALARIES $ 66,265 $ 97,010 $ 142,344 $ 140,368 $ ll1,501 82% $ 193,450 12.80%:
_ __.
REGIONAL HOUSING EXPENSES" $ - 5 6,681 $ 5,279 $ 5,635 $ SO,OOQ 56% $ _10,000_ 0.00%,
ECON DEVELOP OTH EXPENSES S - S - S - $ - $ S 7,500' 100.00%
ECON DEVELOPMENTTRAVEL $ - S - S - S 90 $ - $ 5,000 100,00%
ECON DEVELOP PROF DEV/TRAINING S - S - S - S - S - S 2,500 100.OQ%
REVOLVING FD EXP SUPPORT S - 5 - S 5 .S � S (15 0001� 10000%� -
PLANNING EXPENSES $ • S 6,681 $ 5,279 $ 5,�25,S 30,000: 57% $ 10,000_ 0.00%'
. PLANNINGTOTAL $ 66,268 $� 103,691 $ . 147,624 S 146,093-S 181,501 80% $ 203,450�� 12.09%
"about 80%of these costs are offset by revenues from regional partners deposited in the generol fund
Pro-active coinmunity development efforts have been enhanced by the recent addition of
an Econoinic Development Director and a part-time Economic Development Liaison. A
Peer Community Economic Development project will serve as a baseline for efforts in
this new segrnent, and will be completed in the spring 2017. These efforts are offset by
funding from the permits revolving fund.
74
The Planning Division also includes a Regional Housing Services Office staffed by a full
time I-Iousing Coordinator shared with three other Towns. A major housing goal is to
reach the l 0% affordable housing requirement stipulated by State statute. Currently the
Town of Reading's Subsidized Housing Inventory (SHI) is as follows:
2010 Census Housing Units 9,584
Current SHI 745
Current%SHI 7,7g/
Projected SHI units
Johnson Woods II 7
Reading Village (train depot 40B) 68
Schoolhouse Commons (St. Agnes School 40B) 20
_
Projected SHI 840
Projected %SHI 8,76%
Remaining for 10%target 118
plus additional units for 2020 Census adjustments
The Inspections Division is staffed by the Permits Coordinator who expedites permits
and follows up as needed. There are three part-time Building Inspectors with several
decades of experience managing building departments in area communities. Likewise the
part-time Plumbing/Gas and Electrical Inspectors are highly credentialed in the area. The
expertise these inspectors provide, as well as the coverage, is extensive. Using state of
the art permitting software and a dedicated permits coordinator both permits and
inspections are provided in a timely, flexible, and efficient manner. Regular Friday
scheduled inspections have been added even though Town Hall is closed on Fridays.
Hours have been increased in FY17 because of increased demands, and are funded by
vacant positons in other divisions. These increased hours are carried forward in the FY18
budget as shown by the 6.4% inerease.
Permitting Activity
___ _._.._.�_. �___.__�________.___..___._.__.__._.w__.__._..__.__�.�...w
(��.aaa _ _-. .._._ . _ _. ... �__-__ �--- �------ -
( _�.�_____`
(� F
1�OV f__ _"'_._ "_"____" ,. �- �..,..m, -„-.- ._.�- ,
1Q(70 ',--_..___�_._._,_...w_._..... _.._.. .._.�_.___.__ _._�__._�.._ Buiiding Permits Issued
8W �._. .__._. ._. _��- ._. _., _..__.___ _ __
�
--�'r Wiring Permits issued
600 ; �_.. : _.�.. _. _ _ ._...___ ___.._ _ _._..__.._
40Q : _. _. _._�_�._.___ �_.__�._ ._.______. . . __. __ Plumbing/Gas P�rmits
..��.w
Z00 '.----_ _. _......_. _._._..._ _�_.�___..___.._�. Issued
�
__---..___�.._
i
..i............._.�-._.._..__...�...._..__•-_........_..1....._....._.�_'__.--•..,........_' T_._.�...
) . : -T-,_._.__ z.�......._._t
{ 2q07200820Q9201020I12012209.320142015201G
t.-----------------------------_----------------------- — ----------____
75
Permitting Fees '
$t30o,o00 - ___.. __..._�_ _ _.__._. _ _.....___ . _____ ._ _
$700,�00 ; __ _.. __.._._.. ___._... _.._. __ --,�,--Building Fees '
$6(?O,Q00 ' __ ___..r_...__._ ___.__� ._ .. ___ .,_ Coil2cted
1 $SOQ,Q00 ; _ _ ____ _ __._. _ _ _ _._
= Wiring Fees Cotlected
€ $40t?,OUO .:_ __ __ ...__..
l �3�0,000 - � _ - - - ---__.__.__.__.��_
' $200,000 �- - v �v ^ � �F�Piwt�bing/Gas F2es
--__.__..__ _ � .._. .. ._____ __.�_..�_.�__
$100,000 .: _ _ _ _ _.�_.._.. ___ �
COI IeCted
�p . . . �.� . . � r.y-.`�,` T07A1
�001����oog�o�,o��ti^��atiti�oti3�otio��o,���o,��
Inspections
2000 ; ---�--
ssoo ;
�
1600 ; -----
1400 �
i
1200 -+-- - �Building Inspections
�
�
1000 ; ::��
� --�-Wiring Inspections
800 ; - -.�-�.,�-
i
i
600 �
� Plumbing/Gas Inspections
400 �
i
200 1
�
i
0 ' ,
2007 2008 2009 2010 20112012 2013 2014 2015 2016
_ _ _ _
. . FV17 � PY18 TOWN�
PY34 FYSS FYl6 FYl7 REVISED FY17 MANAGER PCT ��
ACiUALS ACTUAl.S ACTUALS ACTUALS � BUDGET � VTD BUDGET �� CHANGE -
INSPECTION BUILOING INSP $ 79,359 $ 82,255 5 89,207 $ 40,438'$ 88,500 46% $ 104,150 17.68%
INSPECTION WIRE WSP 5 22,978 $ 26,455 $ 27,095 $ 17,615 $ 29,475 60% S 33,400' 13.32%i
_ _...
INSPECTION PLUMBING INSP $ 21,795 5 25,465 $ 27,547 $ 17,598 .$ 29,475, 60% $ 33,400 1332%
INSPEC710N ALTERNATE INSP $ 18,526 $ 17,498 $ 17,620 $ 14,933 $ 25,000 60% $ 10,000 -60.00%:
INSPECTION CODE ENFORCEMENT $ - $ 8,068 $ 299 $ - $ 5,000 0% $ - -100.00%
WSPECTION REVOLV FUND SUPPORT..__ S (35,0001 S f35,000) S (35.000) S - $ (45,000)� 0% S (40,000) =11.11%
INSPECTIONALSERVICESSALARIES $ 107,658 $ 124,742 $. 126,767 $ 90,584 $ 132,450 68% $ 140,950 6.42%.
IINSPECTIONAL SERVICES TOTAL $ 307,658 S 124,742 $ 126,767 $ 90,584 $ 132,450 68% $ 140,950 6.42°6
76
- The Historical Division is staffed by volunteers with support from the CD Director as
well as the PS Clerk. The Historical Commission oversees historic preservation
including the demolition delay bylaw. The Historic District Commission has a regulatory
role over properties within the historic districts. It is important to note that there are two
separate and distinct boards: (1) the Historical Commission; and (2) the Historic District
Commission.
' FY37 FV18 TOWN
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER PCT
AC�'UALS ACfUAL$ ACTUALS ACTUALS � BUDGET YTD BUDGET CHANGE
HISTORICALSUPPUES/EQUIPMENT $ 87 $ 306 $ 249 $ 230 $ 1,500 15% S 1,500 0.00%
HISTORICAL EXPENSES S 87 $ 306 $ 249 $ 230 $ 1,500� 15� $ 1,500 0.0096
HISTORIfALTOTAL $ 87 S 306 $ 249 S 230 $ 1,500 15% $ 1,500 0.00%:
Community Services includes: Health, Human/Elder Serviees, Veterans Services and
Recreation.
The Health Division conducts inspections as needed regarding nuisance complaints,
housing, food establishments, tobacco, swimming pools, camps, churches, septic systems
and all other permitted establishments. The Division enforces Public Health laws, codes,
regulations, enviromnental programs, and State environmental and sanitary codes. Food
establishments receive a mandatory minimum of two routine inspections for all Medium
/High Risk food establishments and a minimum of one routine inspection for Low Risk
food establishments (convenience stores, gas stations, etc.). Flu Clinics are a major
function of Public Health through the Public Health Nurse, are offered at the Police
Station, Fire Department, DPW, and multiple schools in town.
FY17 FYI8TOWN
FY14 FY15 FY16 FV17 - REVISED . FY17 MANAGER � PCT ��
ACTUALS : �AGTUALS AC7UAt5 ACiUALS BUDGET� � YTD BUDGET � CHANGE �-
HEALTH AGENT 5 - :$ 15,307 $ 67,190 $ 44,253 S 75,800 58% $ 77,850 2.70%
HEALTH INSPECTOR $ 41,609 $ 43,277 $ 56,786 $ 33,392 $ 68,500 49% $ 65,850 3.87%
HEALTH NURSE $ 49,803 $ 2,8% $ 25,197 $ 15,044 $ 26,225 _57% $_ _ 26,925 2.67%
HEALTH WAGES OVERTIME $ - $ - $ 383 $ - ,S - $ -
HEALTH REVOLV FUND SUPPORT S 12,100) $ (2,100} $ (2,100j $ - ,$ (2,100) Oq $_ (2,100), _0.00%
� NEALTH SICK LEAVE_BUYBACK �__.�_ - $ � $ 6.405�S � S �
HEALTH SALARIES $ .89,312 $ 59,340 $ ,147,456 $ 99,093 S .168,425 59% $ 168,525;. 0.06%
REGIONALIZED STAFFIN6 $� 70,241 $ 74,673 S 13,290 S - �S - S . .
HEALTH PROF/TECH SV $ 300 $ 300 $ 300 $ 300 $ 500 60% $ 500 0.00%
HEALTH WEIGHTS&MEASURES S 5,000 $ 5,000 $ 5,000 S 5,000 $ 5,750 87Y $ 5,750 0.00%
HEALTH ANIMAL DISPOSAL. . . $ 5,432 $. . . 3,960. $ .4,030. $. . 2,864_�:$ 7,000. _ 41%,.$.. , 7,000.��.. 0.00%�
HEALTH MOSQUITO CONTROL $ 36,300.5 37,000 $ 38,000 $ 30,000 $ 40,000 75% $ 40,000 0.00%,
HEALTH WSP SUPPUES/EQUIPMENT $ 1,934 $ 1,052 $ 1,131 $ 771 $ 2,000 39q $ 2,000 0.00%
HEALTH CLINIC SUPPUESJEQUIPME $ 102 $ - $ - S - $. - $ -
HEALTH MILEAGE REIMBURSEMENT $ 1,895 $ 1,413 S 1,737 $ 859 $ 2,000 43% $ 2,000 0.00%.
HEALTH RIVERSIOE COMM CARE $ 7,000 S 7,000 S 7,000 $ 3,500,$ 7,500 47% S 7,000 ' -6.67%,
HEALTH EMARC SOCIAL SERVICES $ 13,000 5 13,000 $ 13,000 5 9,750 $ 13,000 75% $ 13,000 0.00%
HEALTH EXPENSES . . . $ 141,204 $ .143,398 $ 83,488 $ 53,044 $ 77,750�.68% $ ..77,250 , -0.64%'
IHEALTH TOTAL S 230,516 $ 102,735 S 230,943 S 152,138 $ 246,175 6296 S 245 7T5 -0.16%
An increase in FY17 Health Inspector hours was proposed but is not needed, so the
FY 18 budget will revert to the previous schedule.
77
The Human/Elder Services Division provides hurnan services to both older adults and -
the general population including the daily operation of the Pleasant Street Center (Senior
Center). H/E Services is staffed with a part-time EHS Administrator and full-time PSC
Coordinator, Senior Case Manager, Nurse Advocate and Van Driver positions.
H/E Services provide the following:
• Over 40 programs are offered at the Pleasant Street Center (PSC). Popular PSC
programs include fitness, bingo, book club, art, writing, and birthday luncheons;
• Coordinating volunteers (�125) who support the PSC as Receptionists, Kitchen
Help,Newsletter Editors. Volunteers help run the Senior Tax Work-Off program;
• Transportation is a critical service offered and includes the Senior Van, Reading
Response Medical Transportation and Volunteer Escorts;
• Human services/referrals are provided for all residents. This includes responding
to inquiries about health care, financial assistance, food stamps, and others;
• Collaboration with community partners (e.g., Reading Public Library (RPL),
Housing Authority, Sanborn Place);
• Holiday Meal programs
• Public Safety monthly roundtable - review critical cases and areas of concern in
the community.
• Monthly Memory Cafe in collaboration with RPL
FYll FYI8TOWN
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER PCT
_. _ _ _ _.__. _.._ __._
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGET 'CHANGE
ELOER/HUMAN SVCADMIN 5 30,919 $ 37,595 $ 38,204 $ 21,954' $ 37,525 59% $ 38,500 2.60%'
E/H SENIOR CASE MANAGER $ - $ - $ 30,332 $ 29,167 $ 50,050 58% $ 51,450 2.80%
E/H SVC CASE WORKER $ 51,487 $ 68,196 $ 18,309 $ - $ - $ -
E/H SVC NURSE ADVOCATE $ 3A,077 $ 8,005 $ 34,254 $ 36,671 $ 63,900 57% $ 63,075 -1.29%
E/H SVC SENIOR CENTER COORD $ 40,254 $ 41,583 $ 43,209 $ 26,758 $ 44,775 60% $ 46,025 2.79%
_ _ _ ._ _.
E/HSVCVANDRIVER $ 32,018 $ 33,164 $ 34,683 $ 21,326 $ 37,600 57% $ 42,000' 11J0%
. __ _ _ _ _ __ _ _ .. _.. ..:
E/H SVC SU85T VAN DRIVER $ 2,591 $ 2,726 $ 4,509 $ 2,985 ' $ 5,000 60� $ - I-1tJ0•Ut;*�'.
E/H SVC WAGES OVERTIME $ 87 $ - $ - $ - $ - . $ - '
.. _ ._ _. ;. __ _,_
E/H SVC STATE GRANT SUPPORT $ (39,407) $ (39,182� $ (44,079) $ - $ (30,000j 0% $ (45 000); SO.D(}3oj
E/HSVCTRUSTFUNDSUPPORT $ (3,000) $ (3,000) $ (3,OOOj' $ - , $ (3,000)' 0% $ (3,000)� 0.00%!
ELDER/HUMAN SERVICES SALARIES 5 149,026 $ 149,086; $ 156,421 $ 138,859 $ 205,850 67% $ 193,050; 6.22%;
E/H SVC DUES&MEMBERSHI PS $ 228 $ 818 $ 793 $ 892 $ 1,000 89%' $ 1,000' 0.00%'.
_ ___ . _ _ _ _ ._ _._-
E/H SVC PROF DEV REGISTRATIONS $ 365 $ 170 $ 678 $ 119 $ 800~ 15% $ 800 0.00%
_
E/H SVC PROGRAMS $ 775 $ 1,293 $ 1,460 $ 488 $ 1,500' 33% $ 1,500 0.00%
E/H SVC SF1V1lR LiCENSE/SUPPORT $ 903 $ 905 .$ $ $ - $
_ . __. . _ __.. _..._. . _,._ _ _
E/H SVC SUPPLIES/EQUIPMENT $ 1,267 $ 1,339 $ 1,322' $ 522' $ 1,500' 35%: $ 1,500 0.00%'
E/HSVCVOLUNTEERTRAINING $ 39 $ - $ - $ - ,$ 500: 0%. $ 500 0.00%.
_ _
E/H SVC MILEAGE REIMB $ 1,173 $ 917 $ 769• $ 351 ' $ 1,200, 29%' $ 1,200, 0.00%
E/HSVCMEAIDELIVERYSVC $ 5,593 $ 5,593 $ 5,593 $ 5,593 ' $ 5,800" 96%; $ 5,800i 0.00%i
E/H SVC OTHER EXPENSES $ 1,065 $ - $ 973 $ 114 $ 1,OOQ i 12% $ 1,000 0.00%
E/H SVC VOLUNTEER SUPPORT COST S - S 120 S - S 88 S 200' 44%; $ 200; 0.00'�
ELDER/HUMAN SERVICES EXPENSES $ 11,409 $ 11,153 ' $ 11,587! $ 8,171 ' $ 13,500' 61%; $ 13,500 0.00'/
_ _ __ _ . _ _ __. __ _ _ _ . __ . _ ,.. __.
ELDER/HUMAN SERVICESTOTAL $ 160,435 $ 160,239 I $ 168,008 $ 147,030 $ 219,350 i 67% $ 206,550' -5.84%
Because of our aging population, our state grant has increased, though not as much as
originally proposed by the state's FI'17 budget. Note that public hours of the Pleasant
Street Center will be reduced by one hour each day. In response to growing needs in the
community, elder/human services staff often work late nights and weekends either on
78
events and administrative work. The cut in hours to the public will reduce the need for
staff compensatory time which often results in paid time, or time off when the
organization needs to have the staffing. Also note a past position vacancy in the shaded
position in the table on the previous page, which explains low actual spending in those
years.
�7000 --- _ -- __ — �—�
6000 —
5000 —
4000 .__...___.___ �.._._�_:_._.._______.. �_�._.__._...
�O--Meals Served
--�--Fitness Programs
3000 - Recreation
2000 -T--- . ---- --�E—Van Rides
i
1000 --- - — —
' 0 . ,
` FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16
The Veterans Services Division provides assistance to Veterans who reside in Reading. A full
time Veterans Services Officer (VSO):
• Efficiently using Reading's share (25% of CH 115) of Veterans Services Funds.
• Identifying individuals who qualify for assistance; especially those who are unaware
of their eligibility.
• Screening beneficiaries to insure eligibility.
• Assisting with preparation of VA applications and securing needed approvals to
preserve funding.
• Conducting outreach at town events including School functions to prornote veterans
services.
• Increasing VSO presence at the PSC. Scuttlebutt, a socialization program, was draws
over 20 veterans each month.
_ . ._ PY17 ;fY18TOWN _.
FY14 FY15 FY16 FY17 REVISED ' FY171 MANAGER PCT
ACTUALS ACTUALS ' ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE
VETERANS SERVICE OFFICER $ 20,066 $ 25,044 ' $ 53,559' $ 33,131 $ 56,975 58%: $ 58,500: 2.68%'
VETERANS SALARIES $ 20,066 $ 25,044 $ 53,559 $ 33,131' $ 56,975 58'/ $ 58,500' 2.68%'
__
VETERANSADMINISTRATIONSVCS S 192 $ - $ - $ - $ - � -
__ _ _ . _ __ _ .
VETERANS OFFICE SUPPUES $ 459 $ 129 $ 444 $ 164 $ 500 33% $ 500 0.00%
_ . _ _. _
VETERANS MILEAGE REIMBURSEMENT $ - $ 171 $ 544 $ 268 $ 500 54� $ 500 0.00%
VETERANS EXPENSES $ 651 $ 300 $ 989 $ 432 $ 1,000 43% $ 1,000 0.00%
79
fV17 FYI8TOWN
FY14 FY15 FY16 fYll . REVISED fY17 MANAGER PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE
VETS AID MONTHLY BENEFITS S 87,190 $ 90,876 $ 83,735 $ 47,856 5 100,000 48% $ 100,000 0.00%
VETSAIDMEDIGAP S 27,904 S 27,027 $ 31,054 $ 22,740 S 28,000 81% $ 35,000 25.OQ%.
VETS AID MEDICARE PART B $ 23,248 $ 24,335 $ 23,066 5 14,539 $ 27,500 53% $ 26,500 -3.64%
VETS A�D FUEL $ 21,469 $ 19,995 $ 17,906 $ 13,905 $ 22,000 63� $ 24,000 9.09%
VETSAIDMEDICALBENEFIT $ 12,360 $ 13,739 $ 10,134 $ 7,927 $ 20,000 40% $ 20,000 0.00'�
VETSAIDDOCTOR $ 2,925 $ 3,780 $ 3,188 $ 1,759 $ 5,000 35% $ 5,000 0.00%
VETSAIDHOSPITAL 5 719 $ 4,683 $ 3,498 $ 2,133 5 5,000 43% 5 5,000 0.00%
VETS AID MEDICARE PART D $ 2,035 $ 2,429 $ 3,314 $ 2,879 $ 4,000 72% $ 5,000 25.00%
VETBENEFITSHEARIN6AIDS S - $ 3,75D; $ 2,815 S 500 $ 5,000 10% $ 5,000 0.00%
__ _ _ _ _ _ __ . __.
VETS AID DURABIE MEDICAL $ 3,035 $ 2,169 $ 1,067 $ 1,410 $ 4,000 35%: $ 4,000 0.00%
VETSAIDONETIMEBENEFIT $ 3,781 . S - S 1,134 i $ 2,000 S 4,p00 ' S0%: $ 4,000 0.00%'
_ _ _ _ _ _ _. _ _ _._ __ _ _.
VETSAIDDENTAL $ - $ 228 $ 639 $ 275 $ 3,000 9%' $ 3,000 0.00'�
VETS AID EYE GLASSES $ 708 $ 559 $ 135 $ 56 $ 2,500 2%+ $ 2,500 0.00%I
VETSAIDSHELTER S 280 S - S - $ - S 2,000 090 $ 2,000 0.00'�
_ _ _ _ _ _ __ .. .
VETSAIDAMBULANCE $ 430 $ 346 $ 741 . $ - $ 2,000 0% $ 2,000 0.00%'
VETSAIDCH115RETROBENEFIT S 758 $ 4,806 S 1,518 S - S 2,000 0% $ 2,000 0.00%'
VETERANS BENEFIT EXPENSES $ 186,843 $ 198,723 $ 183,945 $ 117,977 $ 236,000 50%' $ 245,000 3.81%
VETERANS TOTAL $ 207,560 $ 224,067 $ 238,492 $ 151,541 $ 293,975 52% $ 304,500 3.58'/
The Recreation Division provides fee-based self-supporting services, including:
• Over 500 programs/classes (ammual revenues now $700,000);
• Nearly 6400 registrations;
• Oversite of Field& Playground Scheduling, Fie1d management& improveinents, safety
inspections;
• Over 50 seasonal employees support prograinming/events;
• Participating in community events: Downtown Trick or Treat, Halloween Parade,
Friends and Family Day, Fall Street Faire, Egg Hunt and Summer Concert Series;
• On-line Tennis Reservations service with www.reserveaQame.com;
• Summer Camp - Sold out all 8 weeks;
• Pickle ball, which became the fastest growing adult activity in Town.
FYll ' FYI8TOWN
FY14 PY15 FY16 PY17 REVISED FY17! MANAGER ' PCT
_ . . ___
ACTUALS ACTUALS AC7UALS ACTUALS BUDGET YTD BUDGET CHANGE'
COMMSVCDIR/ASSTDEPTHEAD $ 73,854 , $ 78,492 : $ 82,125 $ 29,342 i $ 83,050 35% $ - -100.00%-
RECREATION ADMINISTRATOR $ 42,526 ' $ 46,342 ; $ 52,685 $ 34,383 $ 66,225 52% $ 68,025 2.72%I
RECREATION COORDINATOR S - S - S - $ - S - S 24,900 100.00%!
RECREATION CLERK $ 35,575 $ 19,571 ' $ - $ - $ - ' $ -
RECREATION WAGES OVERTIME $ 549 $ 1,559' $ 659 $ - $ 2,500 0% S z,500, 0.00%i
RECREATION OUTOF GRADE WORK $ - S 76 $ . - S � _ $ __._ __. .;
RECREATION SALARIES $ 152,505 $ 146,039! $ 135,469 $ 63,725 $ 151,775 I 42%i $ 95,425' 37.13%'
._ _ _ ._ . _.__._ _.;.__ _ � __._. .;
'RECREATION EXPENSES pard directly by Recreotion Revolving fund as per MGL
_ _ _ _
' $ 1,410 '
RECREATION TOTAL $ 152,505 ' $ 146,039 ; $ 135,469' $ 63,725 $ 151,775 42%• $ 95,425 1 -37.13%
'The eliminaiion of the Community Services Director position is a significant blow to our effort
to coordinate so-called night-time government. A previously discussed clerical position and a
part-time Recreation Coordinator position will dampen the impacts of the eliminated CSD. Note
that the Recreation Revolving Fund has been used in the past to fund a part-time position such as
this one, but where it is now viewed as a permanent need, the Town Manager and Town
Accountant both prefen-ed to place this in the general fund budget, despite the obvious shortfall
of overall FY18 funding.
80
Finance Department
FY18 Budget
The Finance Department's FY18 budget is increased by 1.8% when compared to the
previous year as shown below:
_. _ __ _. _,__ . __ -__ _ _
FY17 FY18 TOW N
FY14 FY15 FY16 fY17 REVISED FY37 MANAGER PCT
__. _ _ _ _
ACTUAlS ACTUALS ACTUALS ACTUAlS . BUDGET YTD BUDGET 'CHANGE
Accounting $ 174,509 $ 181,065 $ 184,098 $ 115,872 $ 204,775 57% $ 210,175 2.64%
Assessor $ 149,215 $ 118,847 $ 167,620 $ 51,416 $ 147,625 35% $ 150,125 1.69%
._.
Generai Finance $ 394,567 $ 383,114 $ 421,936 $ 240,822 $ 438,150 55% $ 444,750 1.51%
DEPARTMENT $ 718,291 $ 683,026 $ 773,655 ' $ 408,110 $ 790,550 52% $ 805,050 ' 1.83%
FY17 FYI8TOWN' _
FY14 FY15 FY16 FY17 REVISED fY17 MANAGER PCT
SALARIES ACTUAIS ACTUALS ACTUALS . ACTUALS BUDGET YTD BUDGET .CHANGE'
Accounting $ 172,619 $ 177,894 $ 181,022 ' $ 114,760 $ 200,525 57% $ 205,725 ; 2.59% '
_ _ _ _ .. __, _
Assessor $ 51,385 $ 54,607 ' $ 35,802 $ 36,029 $ 62,125 58% S 62,625 Q.80'� :
_
_ _ .
_. ._ _
General Finance $ 339,138 $ 342,343 $ 378,581 $ 222,326 ' $ 381,150 58% $ 387,750 ; 1.73%
DEPARTMENT $ 563,142 $ 574,845 $ 595,406 $ 373,114 $ 643,800 58% $ 656,100 ' 1.91%
_ _ . _._._ .
FY17 FYI8TOWN . _
FY14 FY15 FY16 FYll REVISED FY17 MANAGER PCT '
_ _ _ _. __. _: .____ ___. _
EXPENSES ACTUALS - ACTUALS ; ACTUALS ACTUALS BUDGET YTD ' BUDGET IGHANGE.
Accounting $ 1,890 ' $ 3,ll1 : $ 3,076 , $ 1,113 : $ 4,250 ' 26% $ 4,450 ; 4J1% :
__ _ _ . _ _ _._; .. _ _ -- ._ ,
Assessor $ 97,830 $ 64,240� $ 131,818 5 15,387 i $ 85,500 18% $ 87,500 ; 2.34°� '
iGeneral Finance $ 55,429 $ 40,770 $ 43,355 ' S 18,496 ; $ 57,000 32% ' $ 57,000; 0.00'�
-0EPARTMENT $ 155,149 $ 108,181 ' $ 178,249 $ 34,995 I�i $ 146,750 24% $ 148,950 ' 1.50'/0
In the Finance department, the Town Accountant also serves as the Finance Director and
department head. In March 2017 the Treasurer-Collector left for another community, and
upon the request of the Town Manager and Town Accountant the Board of Selectmen
approved changes to the FY17 Classifcation Plan that separated that position into a
Treasurer/Assistant Finance Director to serve as the assistant department head, and a
Collector. Other clerical changes were made such that the amount of FTEs and total
spending were unchanged. Note the independence of the Accounting, General Finance
and Assessing divisions are maintained with this structure. Note also that the Town
Accountant reports to the Board of Selectmen and not to the Town Manager, which helps
maintain this independence. In the FY18 budget, there are no other staffing changes
proposed.
Accounting: T'his division is under the direction of the Town Accountant and is
responsible for maintaining financial records for the Town, Schools and Light
Department. These records facilitate the preparation of financial reports and schedules
that provide meaningful, accurate information for comparability and for management's
decision making process. Accounting ensures that all financial transactions are in
compliance with legal requirements and are properly recorded on a timely basis.
81
FY17 FYI8TOWN
FV14 FY15 FY16 FY17 REVISED FY17 MANAGER PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTO BUDGET CHANGE
TOWN ACCOUNTANT $ 111,770 $ 105,593 $ 109,716 $ 67,425 $ 113,650 59% $ 116,700 2.68%
ACC SR ADMIN ASSISTANT $ - $ 14,588 $ 32,584 $ 19,939 $ 36,650 54% $ 37,575 2.52%
ACCADMINISTRATIVEASSISTANT $ 28,345 $ 35,065 $ 36,527 $ 26,204 $ 45,225 58% $ 46,450 2.71%
ACC CLERK $ 28,820 $ 19,96fi $ - $ - $ - $ -
ASSISTANTTOWNACCOUNTANT S 2,000 $ 2,013 $ 2,025 S 1,192 S 2,000 60% $ 2,000 0.00%
_
ACCOUNTINGOVERTIME $ 1,683 $ 668 $ 170 5 - $ 3,000 OY $ 3,000 0.00%
ACCOUNTING SALARIES $ 172,619 $ 177,894 $ 181,022 $ 114,760 $ 200,525 57% $ 205,725 2.59%
_
ACCTING PROF DEV/TRAINING S 1,012 S 1,716 $ 1,835 $ 540 $ 2,500 22% S 2,500 0.00%
ACCTING PROF DEV REGISTRATION $ 506 $ 493 $ 466 $ 190 $ 500 38% $ 600 20.00%
ACCTING PROF DEV-TRAVEL S 195 S 217 $ 566 $ 50 $ 500 10% $ 600 20.00%
ACCTINGOFFICESUPP $ 178 $ 745 $ 209 $ 333 $ 750 44� $ 750 ' 0.00%
ACCOUNTING EXPENSES $ 1,890 $ 3,171 $ 3,076 $ 1,113 $ 4,250 26% $ 4,450 4J1%
ACCOUNTING TOTAL $ 174,509 $ 181,065 $ 184,098. $ 115,872 $ 204,775 57% $ 210,175 2.64%
Assessors: Assessment of property is the first step in the process of tax revenue
collection for the Town of Reading. The Assessment Division's function is to provide for
the fair and equitable assessment of all taxable real and personal property. A three-
' member Board of Assessors sets policy for this division. Starting in FY16 Board
members are appointed by the Board of Selectmen as changed by the Town Charter in
FY15. Reading continues sharing the Assessor position with the town of Wakefield,
shown as a Regionalized Staffing expense below:
FY17 fY18TOWN
FY14 PYIS FY16 FYll REVISED FV17 MANAGER ' PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGET 'CHANGE
ASSISTANTASSESSOR S 51,267, $ 54,607 $ 34,725 $ 36,029 S 58,125 62% $ 58,625 0.86%
_
ASSTASSESSOR STIPEND $ - $ - $ 1,077 ' $ - $ 4,000 0%: $ 4,000 0.00%:
_ _
ASSESSORS WAGES OVERTIME $ 118 $ - $ - $ - $ - $ -
ASSESSORSALARIES $ 51,385 $ 54,607 $ 35,802' $ 36,029' $ 62,125 58% $ 62,625 . 0.80%'
REGIONALIZEDSTAFFING S 52,094 $ 55,471 $ 61,435 ' $ - $ 65,000 0%. $ 67,000 3.08%
ASSESSOR PERS PROP INSPECTIONS S 17,511 S 6,500 S 4,760' $ 5,24D $ 7,500: 70%, $ 7,500' 0.00%
_ _ .. _ _ _ __. .
ASSESSORADVERTISING $ - $ - $ 291 ' $ - $ - $ -
_ _ _ _ _ _
ASSESSORS REVALUATION $ 25,068 $ - $ 62,178; $ 8,249 $ - $ -
ASSESSORS APPRAISALS S - S - S - � S - S 5,000 0% $ 5,000 0-00%
_ _.._ _ _ _ . _
ASSE55 PROF DEV/TRAINING ' S 1,194 S 804. $ 1,049; $ 1,311 $ 2,500 52%' $ 2,500' 0.00%
_._ . __ _ --- _
ASSESS DUES AND MEMBERSHIPS $ 625 S 240 $ 275 $ 200, S 1,000 20%' $ 1,000 ' 0.00%�
ASSESSORS PUBLiCATIONS I $ - $ 380 $ 190; $ - $ 1,500 ' 0% S 1,500' 0.00%
_ _._ . . . _ .
ASSESS PROF DEV-TRAVEL $ 787 $ 226 $ 39T; $ - $ 1,000 0'�; $ 1,000 0.00%
ASSESSORS OfFICE SUPP $ - $ - $ 89_! $ 116 $ 500_; 23%, $ 500' 0.00%'.
_ _ __ _ , - ---
ASSESSORS MILEAGE REIMBURSEMER $ 552 $ 619 $ 1,090.' $ 270 $ 1,500 18% $ 1,Sd6. (3.00%;
_._. _ _ ___ __ . _ - _ __,
ASSESSORS OTHER ' S - S - S 65 ', $ - $ - � $ - '
ASSESSOR EXPENSES $ 97,830 $ 64,240 $ 131,818: $ 15,387, $ 85,500- 18%- $ 87,500 I 234%'
_ _ __ _ _ _ _ _ ____ _ _ - - _ _
_..
ASSESSORTOTAL $ 149,Z15 $ 118,847 $ 167,620 S 51,416 $ 147,625 35% 5 150,125 1.69%
Note that the Senior T� Relief process will begin in August 2017 with applications for
property tax changes, and culminate with the Board of Selectmen setting the tax rate at a
Public Hearing in late fall 2017. Existing staff in the department will assist in this
process, and the need for Overtime will be monitored during this initial year.
82
PROPERTY TAX EXEMPTIONS
r._ �_� _ ___. �
----^
350 _ _ _._ _ _ ___,:
3t� . . � .. _ . . . _. _ _. � . _....... _. ;
�250 . .. _,_�_
_,_,_„, , , ., ; Taxpayers eligible for forms
_... __._.._ _ ........_
""��,,,,,,� ; of property tax exemptions
Z� - � �"" �"""'�` have declined over the past
lyo __,...... .___._._ _......._ __..__... ....._._ _.___�� _.._.; few years. Veterans have
; shown the largest decline from
ioo . _ ____ _..__ _.___. _...... _ ._.___ ,
178 to 125 followed by .
,o . _.... .._.._ _. _.._. _ __..__ __.___.. __ ._ ; declines in financial eligibility
o _ � (down 68 to 43) and other
... e� _.�. �_�._.,.e�. .�. . . _,
FY10 FYii FYi2 FY13 FY14 FYiS fY1fi ; (dovvn 56 to 29).
�...�,._..�........................._._..�..__.__._...__�_.___._.._..,____�,.._,.___.�...,�_....__ ._.._._._...__:
TAX ABATEMENTS
r�--m_.._.�_....��._._.,�_.___.__��__�._...____.e�v�...,��. _.__
� � 16U --�.__.____ __.____:._ ._________ _T__,___�_._____�.___
�.40 _.;__ .. . .: ...........__._.___..------_.____..__.......____.__...____ Tax abatements have shown a
, ��p �:.__.._ _____ .____—_ _,___.___.__..__..—_._- sharp decline as a new
�.tao __.____ ____._... ___-----_ _....___ .______- -
_ regional assessor has brought a
more standardized approach.
go _;�..M._�___.___.._,. .________�......_.. _,�._._ - Note that abatements are lost
�
50 �.----.__.�,..._.w_.�.__ _ _ __. _ �..�__�.w___ revenue when granted.
�o _.__._
__----_ __.___..___ _._�.... __.._..
i
�
20 -k---___.._____.___�__�__._.____.________.___._.
p ., .... _.. � ..�_._,. _... .__ .__.,...� . . ..______-�
FY2C� FY11 FY12 FY23 FY14 FY1S FY16
MOTOR VEHICLE EXCISE BILLS The number of
.___.__....�. .__ _ _._____.__._. __ .___ �_. _._._._..._.
24,C�IX) i _ _ _ _ _ .__
excise bills has
I 24 �too increased steadily
l .. _.....
24.�z� �_ ..._. , ._____.. . . ... . __ _ ... ___ _.
during the past few
years, roughly in
�n,00c� ,.�_.____._.��___: .�__.._�.,_..---�� _v._ ____ _. line with the
23,�00 ��----.—__�_____ _ _ population growth
�3,�00 � -_....__ --___ ._-----..... . __ __ __ __. from some large
z�,�oa j _....._._.__.. _ ...... _. ._. �__ condo/apartment
z3,zao _�... _. . _ �.. dwellings. These
23,�00 �_. _ _ __. �_ _ _ ��__ .__. _._ increases peaked
Z�,$� _4__ in FY15 as bills in
_ __..... _.. __
��,�� � FY16 are down by
;__ �. __t ._{.� _�__ �_. _._, approximately 1%.
FY10FY12FY12FY23FY14FY15�Y16
83
r
General Financc: Collections is responsible for collecting all taxes and other charges R
(including water/sewer/storm water bills). They also receive and process all deposits
(such as schools and recreation). Treasury is responsible for providing the cash for the
operation of all '1 own, School and Light Department functions on a timely basis. In
addition, it conducts all borrowing and investing activities. Payroll for the Town, School
and RMLD departments are all processed `in-house' through this division.
FY17 FYI8TOWN
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTO BUDGET CHANGE
TREAS-COLL/ASST DEPT HEAD $ 81,887 $ 86,84b $ 91,984 $ 54,638 $ 92,150 59% -100.00%
_
TREASURER/ASST FIN DIRECTOR S 86,325 100.00%
COLLECTOR $ 70,600 100.00%
FINANCEASSTTREAS/COLL $ 107,765 $ 111,670 $ 124,354 $ 71,110 $ 123,St� 58% -100.00%
_
ASSTTREASURER S 62,000 100.00%
FINADMINISTRATIVEASSISTANT $ 42,197 $ 43,739 $ 45,441 $ 27,935 $ 48,025 58%', $ 49,325 2J1%!
. _ _ _ . _ _ _. _ . _ _ . . __.
FIN CLERK $ 104,972 S 99,724 $ 97,936 ' $ 65,497 $ 110,475 59% $ 113,500 2.74%
_. _ _ _. _
FINANCE OVERTIME $ 2,317 $ 365 $ 2,850 $ 294 $ 7,000 4%' $ 6,000 , -14.29%
_ _ _ _ _ _ _ _ _ ._
FINANCE LEAVE BUYBACK : $ - : $ - $ 16,011 ' $ 2,853 $ - $ -
GENERAL FINANCE SALARIES $ 339,138 $ 342,343 ' $ 378,581 $ 222,326 $ 381,150 58'/ $ 387,750 , iJ3%'
_
FINANCE PRINTING FORMS ETC $ 15,272 $ 14,819 $ 14,860 I $ 7,904 $ 16,500 48% $ 16,500 ' 0.00%
_ ____ __ : _ _ _ ___
FINANCETAXTITLE $ 16,734 $ 9,055 $ 9,383 $ 2,373 $ 15,000 16%: $ 15,000 0.00%
FINANCEBANKINGSERVICES $ 13,919 $ 13,211 $ 11,696 $ 4,195 $ 15,000 28% $ 15,000 0.009c
_ _ _ _ _ _ . _
FINANCE PROF DEV TRAINING $ 2,541 $ 339 $ 1,135 I $ 644 $ 2,800 23% $ 2,800 0•00%;
FINANCE PROFDEV DUES/MEMBER $ 690 $ 185 S 185 $ 315 $ 1,200 26% $ 1,200 0.00%'
FINANCE PROF DEV TRAVEL $ 1,037 $ 290 $ 619. $ 798 $ 1,500 53% $ 1,500 0.00%
. _ .
FINANCESUPPLIES/EQUIPMENT $ 2,164 $ - $ - i $ - $ - $ -
FINANCE OFFICE SUPP $ 3,071 $ 2,870 $ 5,4�8 . $ 2,267 $ 5,000 45% $ 5,000 ' 0.00%
GENERALFINANCEEXPENSES $ 55,429 $ 40,770 $ 43,355 $ 18,4% $ 57,000 32% $ 57,000 0.00'/
_ .
GENERAIPINANCETOTAI $ 394,567 $ 383,114 $ 4Z1,936I $ 240,822 $ 438,150 55% $ 444,750 1.51%
Note the staffing changes mentioned previously are shown in the table above. The
Assistant Collector position has been moved into the Water and Sewer budgets, where it
replaces a Senior Administrative Assistant position.
84
Public Safety Department
FY18 Budget
The Public Safety budget consists of the Police Department, the Reading Coalition Against
Substance Abuse (RCASA), the Fire/Emergency. Management Department and combined
Police/Fire Dispatch. The total budget for Public Safety for FY18 is $10,074,925 which is a
+0.9% increase from the FY17 budget.
FY37 FYIBTOWN
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER PCT
_ _ _. _ . _ _ . ____ _ ___ __ _
PUBUCSAFETYTOTAL ACTUALS ACTUALS ' ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE:
Police $ 4,087,578 $ 4,302,814 $ 4,496,216 $ 2,991,153 i $ 4,809,850 62%' $ 4,787,250 -0.47%'
_ _ _ _ _ _ _ _ _ _ _ _ _.:.. ____ _ _ _ .. _._
RCASA $ 74,645 $ 715 $ (360) $ 14,464 ' $ _ $ ' .
. __ . _ _ _ _ _' _ _ ._ _
Fire $ 4,184,967 $ 4,371,220 i $ 4,456,553 ' $ 2,997,811 $ 4,606,450 65%I $ 4,712,100 2.29%
_ _ _ _ . _ .._ _... . _ __. ._ ._. _._
:Dispatch $ 422,909 $ 463,661 $ 492,113 $ 328,032 $ 565,150 58% $ 575,575 ' 1.84%
DEPARTMENT $ 8,770,100 $ 9,138,410 ; $ 9,444,523 $ 6,331,460 $ 9,9H3,450 ' 63% $10,074,925 ' 0.94%!
The two lines voted by Town Meeting include the breakdown of department salaries and
expenses, as shown below:
FY17 i FY18 TOWN '
FY34 fY15 FY16 FY17 REVISED FY17 MANAGER ' PCT
_ ... _ _ . _ __ __ __ . __ _.. _,.
PUBLICSAFETYSALARIES ACTUALS ACTUALS ACTUALS , ACTUALS i BUDGET YTD BUDGET CHANGE
Police $ 3,88Q661 $ 4,166,730 $ 4,338,070 $ 2,799,440 ' $ 4,537,350 62% $ 4,52Q,550' -037%'
_ _. � . _ _. _ _ __.... _.. _ __.. _
RCASA _ $ 74,068 $ _ (174) $ (360). $ 14,464 $ - $ -
__ _ - _ _ _ _ _ _ _ _ _
Fire S 4,056,636 $ 4,224,805 S 4,292,026 ': $ 2,867,984 $ 4,428,150 65%' S 4,521,100 2.10%;
_ _ _ _ _. ._. _ . _ __. _--- _.
Dispatch $ 409,972 $ 440,589 $ 478,345 $ 320,768 $ 539,650 59%' $ 550,075 1.93%
DEPARTMENT $ 8,421,337 $ 8,831,949 ' $ 9,108,081 : $ 6,002,656 $ 9,505,150 63% $ 9,591,725 I 0.91%
_ _ _ _ _ _._,. _ _ .
_ _ __
PUBUC SAFETY EXPENSES
, _ .. _. _. .. .
Police . $ 206,917 $ 136,085 $ 158,147 $ 191,713 $_ 272,500__ 70'� S 266,700 . -2.13%;
-� � -- -- . . . .__
RCASA . $_ __ 577 $ 888 $..__._ _ ; $ - $ - $ , -. <
_. __ . .._._ .
Fire $ 128,331 $ 146,415 ; $ 164,527 ' $ 129,827 $ 178,300 73% $ 191,000 ' 7.12%':
_.__ _.__. ___.._ _. _ __ . . . _...._. __._._
Dispatch $ 12,938 : $ 23,072 ; $ 13,768 ; S 7,265 . $ 25,500^ 28%I $ 25,500 i -0.00%'
'DEVARTMENT $ 348,763 $ 306,460 ! $ 336,442 ' $ 328,805; $ 476,300 69%! $ 483,200 j 1.45%'
Please see the following budget sections on Police, RCASA, Fire/EMS and Dispatch for
more detailed information.
85
Police Department �
FY18 Budget
The Reading Police Department's FY18 budget is decreased by -0.5% when compared to the
previous year. About 94% of the budget consists of personnel costs.
_
fY17 FYI8TOWN
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER PCf '
POLICE DEPARTMENT ACTUAIS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGEf CHANGE
POLICECHIEF $ 143,461 $ 149,908 5 168,051 S 99,167 $ 165,900 60% $ 170,525 2.79%
DEPUTYPOLICECHIEF $ 29,477 $ 131,196 $ 67,228 $ 63,046 $ 143,500 44% $ 140,950 -1.78%
POLSENIORADMINASSISTANT $ - $ - $ 4,478 S �,� S 58,250 59% $ 58,725 0.82%'
POLADMINISTRATIVEASSISTANT $ 49,701 $ 51,484 $ 50,390 $ - $ - $ -
POLADMINISTRATIVESECREfARY $ 39,894 $ 41,610 $ 37,687 $ 24,703 $ 45,400 54%' $ 46,650 2.75%'
_ _ _ _ _ _ _ _ __ ___. .
POUCE LIEUTENANTS $ 314,798 $ 398,553 $ 355,021 $ 207,280 $ 370,900 56%' $ 485,000 ' 30.76%'
._ _ _ _ _ __
POLICESERGEANTS $ 630,031 $ 740,085 , $ 788,909 $ 486,064 $ 836,300 58% $ 742,500 -11.22%.
_
POLICE OFFICERS $1,797,635 $1,571,295 $1,659,355 $1,076,614 $1,737,400 62% $1,745,000 0.44%
POLICE DETECTNES $ 417,127 $ 610,699 $ 588,861 $ 329,674 $ 649,700 51% $ 550,000 -15.35%
POIICEOVERTIME $ 287,800 ' $ 267,489 $ 343,744 S 307,534 $ 320,000 96% $ 345.000 7.81%
_ _
POLICETRAINING $ 17,475 $ 18,405 $ 20,340 $ 14,871 $ 21,500 69� $ 21,500 0.00%
POLICEFITNESSSTIPEND $ 3,750 $ 5,250 $ 6,000 $ 6,750 $ 6,000 113% $ 6,000 0.00%.
POLICE BUYBACK $ - $ 25,190 $ 76,533 $ 45,969 $ - $ -
POLICESCHOOLTRAfFIC $ 114,910 $ 119,696 $ 134,638 $ 80,832 5 153,450 53% $ 157,650 2.74Yo'
POLICE PARKING ENFORCEMENT $ ll,A67 $ 18,120 $ 18,540 $ 11,412 $ 26,550 43% $ 25,300 -4.71%
__.
POLICEANIMALCONTROL $ 17,135 ; $ 17,748 $ 18,295 $ 10,981 $ - $ 23,250
'POLICECELLMONITORS S - S - S - S - $ 2,500 0'� $ 2,500 0.00%'
POLICE SALARIES $3,880,661 : $4,166,730 $4,838,070 $2,799,440 $4,537,350 62% $4,52Q550 -0.37%'
Providing the community with the highest level of police seivice is the goal of this
Department. To achieve this goal, we need to work with and for our community. The
members of this Department will continue to work hard and show our dedication and
unwavering commitment to accomplish this mission.
The department has been reduced by one Police Officer in this budget, to 41 sv��orn officers;
two civilian office employees; a civilian part-time Parking Enforcement Officer; a civilian
part-time Animal Control Officer; and 19 per diem school crossing guards. Note that during
FY17 one Police detective position was shifted into the Police officer line above; and that in
January 2017 there was a change in the command staff with an increase of one Lieutenant
and a decrease of one Sergeant that carries through for FY18.
Police Stats
600 554 52g 495
400 - 325
224 218
200 134135 130 58 45 51 46 21 45
� '--,
arrests-ADUIT summonses& protective custody mv crash overdose
totals only hearings investigated
�2024 2015 �2016
The departinent responds to 20,000 calls for service annually, some details are shown above.
86
As shown in the table below, both Part 1 and Part 2 Crimes have shown an increase of late:
Part 1 Crimes 2015 2016 Part 2 Crimes 2015 2016
Larceny 141 159 Family, nonviolent 160' 130
Burglary 42 49 Vandalism 59 76
_ __
_ . _
Rape 8 10 Fraud 46 76
_ _ _ _, _ .__
Robbery 2 9 D.U.L 44 51
MV theft 6 6 Drug Violations 41 50
__. _._ _ . _ . _ _. _ .
AggrAssault 11 4 Simple Assault S0 46
_ _ _ -
Arson 0 1 Sex Offenses 8. 10
_ _ _:_ .
Crim Homicide 0 0 Other 25! 18
_ r � __ ___ ._._,_..._ �_ . .. --�. -__
Total 210 238 Total 433: 457
__. ___ _ _.___ ._..--_ _ __ _. ___._----
Change, 13% Change' 6%
detettive Unit .
{45
1S)
x� The Detective unit has been busy — not
,�� "$ shown to the left is the increasing
�� ,� complexity of recent cases which often
,� -
cross into other jurisdictions and involve
,�.� . _ _
significant investment of staff time. The
�„:na:,;a-:,,�:, � good news is the department's track record
•�;_ •�1S ��+� at solving cases is excellent.
___._ __ __.
_ . _ ._ _ _ —
i�c iQa
; ;� '. "` As the population ages, the amount of
; �o�'o � welfare of resident checks has increased.
� : Z� y7 �� �3 f2 1� , This is expected to increase significantly
� a : � '' in years ahead.
� ��d . . �`y . . ~ .._,��`� .._... $6 .
� ��r �'�r � �.� \�
� �t� �
�c��+� '���?; �`� �,,�� ��4�
( 4� �
.z�:s �zat�
Support Services is staffed with 3 police officeis, the Traffic and Safety Officer, Arinorer and
Fleet Maintenance Officer, Community Service Officer, and one civilian who functions as
the parking enforcement officer and animal control officer.
The Armorer and F1eeY Maintenance Officer is responsible for processing all license to carry
applications as well as any issues, maintenance of all firearms (including recertifying all
officers with their firearms) and department vehicles,
, 87
MGL c.140 s.131(e) and MGL c.140 s.l 29B requires all local police departments to process
and conduct background investigations on every resident who applies for a gun license. Each
application takes an estimated 3 hours of work (sometimes more if the background requires
additional checks). The Reading Police Department proeessed 216 new applications for
2016, for about 81 8-hour working days of time this year. In addition there were an estimated
50 applications carried over from 2015 that needed administrative attention in the licensing
system in order to get cleared and issued.
The Traffic and Safety Officer has many responsibilities, a few take up a significant portion
of time. During the school year this officer is responsible for scheduling, training, reviewing
and payroll for all of the town's crossing guards. 'I'he Traffic and Safety Officer also
maintains all of the cruisers traffic radar units and maintains the certifications for these units.
"I'his officer is also responsible for all of the speed boards and message boards which were
deployed to over 70 different locations for various events.
The Community Service Officer was put in place in 2016. This officer is our main
community liaison. Over this past year the Community Service Officer worked as a liaison to
the public regarding business complaints; on the third Tuesday of every month—Lunch at the
Senior Center with our Senior Citizens; handles all solicitor applications/badges; serves as
our Human/Elder Services/Protective Services Liaison; gave multiple station tours with
safety talks to various boy scout/girl scout groups; performs civilian employment
fingerprinting, worked with Shen•iff Koutoujian and the Middlesex Sherriff's Office to
coordinate L.E.A.R.N Program — Identifying and Protecting Yourself From Existing and
emerging Scams — gave presentations at the Pleasant Street Center, Sanborn Place and The
Residence at Pearl Street; orgaiuzed four Coffee with A Cop events; organized two Rape
Aggression Defense Women's self-defense courses; re-implemented the Helmet Incentive
through the Summer — Kids wearing helmets got citations for a free ice cream or s]ice of
pizza — donations from various businesses; was involved with the Fall Street Faire
Committee's planning of the Fall Street Faire; organized the Citizen Police Academy; among
other activities.
Parking Officer
2500 --------------______..�— -- z3�4 —T- $60,000.00
' S,025�00
2000 ��---SSA.7-------- 1947 �„rw✓_ --� $50,000.00
� i
o i z,�zo.ao ; $4o,00a.00
� 1500 ; _,�Od �._......._ ---�
� $30,000.00
oc
� 1000 ' .—----- �
� �- $20,000.00
a' Spp � �� _ i
, ---_...._...._.. —�- $10,000.00
� �
: ;
p ;� —_-___._�_. ----�- $-
2014 2015 2016
parking citakions $$$generated
88
An average of 360 public records requests per year were made in 2015 and 2016, and this is
expected to increase in the future. A request is first received by a member of our civilian
clerical staff to be reviewed and processed. The request then goes to our Lieutenant
Detective, who gathers the info, and redacts all persanal information that needs to be taken
out. This process can take several minutes up to many hours. The clerk then tnakes copies of
all of the reports or audio recordings and follows up with the requestor within the mandated
10-day response period.
Below is a list of the department's relatively small expense budget. Note the holdback of one
Police Cruiser for the School budget as has been mentioned. Note also that ongoing
discussions with a different neighboring community over the prospects of regionalizing the
Animal Control function in FY18 are shown below:
_
fY17 FYSBTOWN
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER ' PCT
_ _ _ _ . __ ___ __ __ ,_ __ _
POIICE DEPARTMENT ACTUALS . ACTUALS ACTUALS ACTUALS BUDGEf YTD BUDGET I CHANGE
*POLICE EQUIP CRUISERS $ 65,024 $ 51,200 $ 55,421 , $ 73,603 ' $ 84,000 88% $ 84,000 : 0.00%
POLICEVEHICIEREPAIR $ 7,076 : $ 4,078 $ 6,107 $ 4,728 $ 10,000 479'0 $ 10,000. 0.00%'
RE610NALANIMALCONTROL $ - S ' $ - S �_. S 5�000 �9' $ 50,000 0.00%
, _ _ . _ .
POLICE WEAPONS MAINTENANCE $ 15,572 $ 533 5 8,849 $ 9,747 $ 9,500 103% 5 9,500 0.00%'.
POLICE PARK PROGRAM SUPPLIES $ 4,245 $ 6,677 $ 6,412 $ 6,965 $ 8,000 87% $ 8,000 0.00%
POUCECOMMUNICATIONSEQUIP $ 1,915 $ 4,266 $ 4,508 S 4,145 S 7,500 553'0 $ 7,500 0.00%
__. _ _ _ . _._...._. _._
POLICEPUBLICSAFEIYSUPPLIES $ 1,223 $ 6,474 $ 826 $ 9,958 ' $ 17,300 58% $ 7,500 i -56.65%-
_ _ _ ._ _... _ _ _ _ _ __ _ _ _.. ,__ _._,
POUCE CONT MAINTSVC EQUIPMENT $ 2,119 $ 3,638 $ 4,500 $ 797 I $ 5,000 16% $ 5,000 ' 0.00%'
POLICE RADAR UNIT $ 585 : $ 994 $ 2,658 5 902 $ 5,000 18% $ 5,000 0.00%'
_ __ ___ __ _. _. . _ . _ --..
POUCESUPPUES/EQUIPMENT $ 1,217 $ 1,574 S 2,113 $ 3,707; $ 2,000 185% $ 2,000 0.00%
__ _ _ _ . . ._ _ __
POLICEBICYCLSUPPLANDEQUIP S - S - $_ - $ - $ 2,000 0'� $ 2,OOQ 0.00'�
_ _
POUCE MEDICALSUPPUES $ - ' $ - $ - $ 1,294 $ 2,000 65% $ 2,000 ' 0.00%;
POLICE PROF/TECH SV ; S - $ - S - S - $ 500 0%' $ 500 I 0.00%'.
_ __ _ _ _. _ _ _. -._ ..._.:
POLICEOFFICESUPP $ 18,023 ' $ 12,404 $ 14,086 $ 16,210, $ 12,000 135% $ 12,000 ' 0.00'�0
_ _ _ ___ ..
POLICE POSTAGE $ _ 1,477 $ 1,533 $ 1,115 ': $ 1,092 $ 1,600 68% $ 1,600 0.00%'
___ __ _ _ _ . _
POLICEFURNISHINGS $ 1,999 $ 1,726 $ 3,403 $ 686 ; $ 2,000 34% $ 2,000 0.00%�
POLICE DUES AND MEMBERSHIPS $ 10,704 $ 12,944 $ 15,708 $ 18,333 ; S 13,000 141% $ 1�,000 30.77%''
_ . . _ _ _ _ ;_...__.
POUCEOFFICERTRAINING $ 16,380 $ 16,252 $ 5,050 $ 16,985 $ 17,000 S00'/> $ 17,000 ! 000%'
_ . _.. _ _ _ _..._. .--•
POUCE PROF DEV/TRAINING _ $ 4,595 $ 1,309 $ 713_: $ 7 526' $ 6,500 116% $ _ 6,500 ; 0.00'�;
_,
POLICEUNIFORMSANDCLOTHING $ 44,730 $ 6,188 $ 12,288 $ 6,207! $ 6,000 103% $ 6,000� 0.00%�
POLICEREIMBURSEMENTS _ $ 8,493 $ 3,648 $ _12,196 $ 3,492'j $ 5,000 70% $ 5,000 000%i
_ __ _.._._ _ ;
POUCE PROFDEV REGISTRATIONS _ $_ _ 1,145;$ _50 $ _ _825 $_-- 3 969 ' $ 4,000 99% $ _4'000,-- 0 00'�0'.
------
POLICESPECIALINVESTIGATION $__ 90 $ 226 $ 1,069. $ 632 $ 1,000, 63% $ 1,000 0.00%!
___ . _ _. _ __ -. . _ - ,
CROSSINGGUARDSUPPUES i $ - I $ - $ - $ 534. $ 1,000; 53% $ 1,000, 0,00%;
POUCE OTHER ; S - ; S 45 $ - $ - , $ - : $ -
_ _ _ _.__ _ _. _ . - -
POLICE f00D FOR PRISONERS $ 305 � $ 326 $ 300 ' $ 200 i $ 600� 33% $ 600 0.00%'
POUCE EXPENSES ! $ 206,917 : $ 136,085 ! $ 158,147 ' $ 191,713; $ 272,500 70'/' $ 266,700 ' -2.13%I
POLICE DEPARTMENTTOTAL $4,087,578 $4,302,814 $4,496,216 $2,991,153 $4,809,850 62% $4,787,250 -0.47%
Expenses constitute a small portion of the department's budget. Animal control is an area
that needs improved service in the town. One regional effort with a neighboring community
was set to go but then cancelled; another regional partner has since been sought out and that
solution is now proposed for FY18. Note that one of two Police Cruiser replacements for
F'Y18 ($42,000) is a holdback for the FY18 sehool department budget.
89
Reading Coalition Against Substance Abuse (RCASA)
FY18 Budget
In August 2006 RCASA was fonned as a sustainable, collaborative community approach to
substance abuse prevention. Since 2008 over $1.5 million in state and federal grants have
largely funded this program, with the tov�m budget stepping in for 15 months between grants
as shown below in FY14. Currently one full-time and one part-time position are grant funded
for FY18 and shown below. Federal funding for Drug Free Communities expires in FY19.
FY17 FY18 TOW N
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER PCT ',
__. _ __ _ __._
RCASA ACTUALS ACTUAIS ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE.
RCASAYOUTHCOORDINATOR $ - $ - $ 5,963 $ 9,604I 5 - $ -
__ _ . _ __ _ __ . _ _ _ _ _ _. _:
RCASACOMMUNITYOUTREACHCOORD $ 35,027 $ 45,919 $ 40,164 S 34,869 $ 37,325 $ 33,375 ' -10.58%:
RCASA PROGRAM DIRECTOR 5 70�703 $ 74,791 $ 77,387 $ 48�040. $ 80�400 $ 82�625 2.77%;
__ _ _ _ _ _ _ ____
FEDGRANTSUPPORT $ (31,663} $ (120,884) $ (123,874j $ (78,049)! $ (117,725) $ (116,000), -1.47%
RCASASALARIES $ 74,068 $ (174) $ (360} $ 14,464 $ - $ • 0.00'/.
_ _ _ _
RCASA EVENT&PROGRAM COSTS S 66 $ 500 $ - $ 14,942 $ - $ - 0.00%"
__ ._ _ _
RCASASUPPUES $ 500 $ 354 $ - $ 3,624 5 - $ - 0.00%
_ __ .._ _
IN-STATETRAVEI $ - S - S - S 3,551 $ - $ - 0.00%I
OUT-0E-STATETRAVEL $ - $ - $ - $ 7,221 , S - $ - 0.00%
RCASA OTHER EXPENSES $ 11 $ 34 S - S 1,884 ', S - S - 0.00%i
_ _ ___ _ . _. _.._ _. _ _ _. _ _ _ _ __ .
FEDGRANTSUPPORT S - S - : S - $ (31,221) S - S - O.00Yo
RCASA EXPENSES $ 577 $ 888 S - ' S - $ - S - 0.00%'
;
RCASATOTAL S 74,645 S 715 ' S (360) S 14,464 S - S - 0.00'/
Unfortunately, as measured by calls for service to the Police department, substance abuse
issues continue to climb as shown below. Note that recent changes in classification have
broken out opiate related calls:
2015 ' 2016
_ _ ._.
Substance-Alcohol 106 135
__.__ . . __ _ _ _ _ __ _.
Substance- Drugs 119 ' 133
_ . _ _ __._...
Substance - Opiates* 2 , 13
However as measured by the Youth Risk Behavior Survey done in Reading Public Schools,
there is evidence of some long-term success in this very challenging area:
2005 ' 2015
_ _ _ _ _ _ _ _ �.__. .__
Alcohol free (lifetime) 33% 45%
_ _ ___
Alcohol free (past 30 days) ' S5%' 62%
_._ .__ _ ____ . . _ . _
Alcohol free (no binge drinking) 71% 78°ln
90
Fire and Emergency Management
FY18 Budget
The Reading Fire Department is responsible for four major functions: fire suppression, fire
prevention, the emergency medical system and emergency management. This Department is
also responsible to coordinate and apply for all reimbursements for State and Federal disaster
declarations.
The FY 18 budget will reduce staffing by one Firefighter. The Fire Departinent's budget
request for FY18 is $4,712,100 which represents a 2.3%o increase over FY17. The salary
budget request is $4,521,100 and this represents 96% of the budget.
_ _ _
FY17 FYIBTOWN_ ____.
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER ' PCT '
FIREOEPARTMENT ACTUALS ACTUALS ACTUALS ACTUAIS BUDGET YTD BUDGEf CHANGE;
FIRECHIEF $ 114,832 $ 118,776 $ 137,189 $ 92,836 5 155,650 60% $ 159,950 2J6%
ASSISTANT FIRE CHIEF $ - $ - $ 20,593 $ 66,881 $ 116,500 57% 5 118,950 2.10%
_ _
FIREEXECUTIVEOFFICER S - S - S (37) $ 1,030 S - $ -
:SENIORADMINASSISTANT $ - $ - 5 31,341 $ 32,608 5 57,300 57% $ 58,700 2.44/
FIREADMINISTRATIVEASSISTANT $ 46,632 $ 48,281 $ 20,540 $ - $ - S -
EMS DIRECTOR $ - $ - $ 5,615 $ 4,481 $ 7,500 6090 $ 7,500 0.00%
FIRECAPTAINS $ 370,475 $ 381,963 5 438,311 $ 408,302 $ 448,700 919'0 5 580,000 29.26%
FIRE LIEUTENANTS $ 374,851 5 327,310 $ 473,954 $ 174,996 $ 477,000 37% $ 390,000 -18.24%
FIRE FIREFIGHTERS $2,432,598 ' $2,543,732 $2,611,254 $1,713,497 $2,764,500 62% $2,775,000 ' 0.38%'
. _ _ _ ._._ _
fIREALARM $ 11,862 : $ 11,722 $ 20,777 $ 11,034 $ 11,000 100% $ 11,000 0.00%'
-- _ , _ _ _
FIRE OVERTiME $ 503,381 ', $ 574,041 5 530,519 S 362,320 , $ 390,000 93% $ 420,000 7.69%'
FIRE HOLIDAY PAY S 202,005 ;, S 218,981 $ ' $ ' . $ - 5 '
FIRE SICK LEAVE BUYBACK S S - S 1,971 : S - ; $ - $
PIRE SALARIES $4,056,636' $4,224,805 $4,292,026 ; $2,867,984 j $4,428,150 65% $4,521,100 ' 2.SOY
The FY 18 budget reduces staffing by one Firefighter's position. The Reading Fire
Department's 48 full time employees are primarily organized around four Groups of Officers
and Firefighters. The budget requests the funding of a Chief, Assistant Chief, Administrative
Assistant, five Captains, four Lieutenants, thirty six Firefighters and two part time Fire Alarm
Technicians. In FY17 the department increased the number of Captains and decreased the
number of Lieutenants by one each as the Fire Prevention position was changed to improve
staff flexibility. The reduction in staffing causes an increase in the Overtime budget.
Several years ago the department transitioned to offer Advanced Life Support (ALS). This
service is of tremendous benefit to the community and to those passing through town. It also
provides incremental ambulance fee revenues. However there is a cost associated with hiring
ALS certified paramedics, which will place upward pressure on the Fire department wage
budget for about another nine years until the staffing transition is complete.
In calendar year 2016 the Fire Department responded to 3,459 emergency calls for
assistance. Of these calls 2,026 involved some level of emergency medical response. A
review of our Massachusetts Fire Incident Report data indicated we responded to 40 fires
defined as structure fires, 10 fires in mobile equipment and 34 outside fires. All these fire
incidents were required to be reported to the State Fire Marshal.
91
Firefighters responded to 2,039 total emergency medical responses for calendar year 2016
and transported 1,177 patients. Ambulance transports continue to trend upward. Below is our
calendar year ambulance transport data for 2010 through 2016:
_-- ___- - - __ __.__ -- -- __ _-- -- ,
i
Ambulance Transports '
1300 --
1200 - -- ----
1100 i- - ------ - -- -
1000 -� -- - - - -- --
�
900 - -T- - , -,--- , --,
2010 2011 2012 2013 2014 2015 2016
Ambulance Transports Calendar Years 2010 Through 2016
Ambulance Revenue has continued an upward trend. This is due to higher ambulance fees
and the increase in number of patients transported. In fiscal year 2016, $844,306 in
ambulance revenue was collected. Note that all of these funds flow to the general fund and
are available for a variety of uses, including the annual town and school budgets. Below is
our fiscal year ambulance revenue data for 2010 through 2016:
Ambulance Revenue '
• i,000,000
soo,000 — -- —
600,000 --- - --
400,000 -- -- - - -
200,000 --- - - -
0
FY10 FY11 FY12 FY13 FY14 FY15 FY16
Ambulance Revenue Fiscal Years 2010 Through 2016
The primary goals for Emergency Management are to identify areas of vulnerability to the
community; to prepare for all disasters whether natural or manmade; to coordinate the
response of a wide range of agencies and to assist in the recovery phase. A secondary goal is
to ensure the Town of Reading is in compliance with all Federal and State requirements to
enable the community to remain eligible to receive reimbursement for Federal and State
disaster declarations. Since 2001 we have seen an increase in storm events being eligiUle for
reimbursements due to Federal disaster declarations. Over this period the Town of Reading
and Reading Municipal Light Department have received a total of $1,347,000 in
reimbursements for emergency response and damage to infrastructure. Below is breakdown
in revenue the Town of Reading has received since 2001:
92
,- ---------- --- ----- - --
I FEMA Reimbursements
400,000 -
350,000 -�
300,000 - - --
250,000
200,000
150,000 ---
100,000 � -- -
50,000 �� - - � - -
! 0 ,- -r- -T -T
����{� ���{� ���t� �41ooa,�4`ooa• 5��{�a��o{� ���{�a5��{�
o°���o o°�'��o�°�'��o� �oo �o~ti~��o�titi��ov ti���o���'��o`�
,y ,y tio tio ,yo tio ,yo
Revenue Received from Calendar Years 2010 to 2017 from Presidential Disaster
Declarations
FY37 FYI8TOWN
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER PCT
___
FIRE DEPARTMENT ACTUALS ACTUALS ACTUALS ACTUALS BUDGFf YTD BUDGEf CHANGE
FIREALSMEDICALSUPPLIES $ 39,9�7 $ 46,412 $ 48,571 $ 28,532 $ 43,000 66% $ 48,000 11.63%
FIREAMBULANCESERVICE $ 20,030 $ 16,6ll $ 17,645 $ 16,709 $ 20,100 83% 5 20,000 -0.50%
_... _. _ _. _ _ __._._. __ _..__ _ _ ___,
AMBULANCEBILIINGSERVICES $ 11,575 $ 25,460 $ 3?,338 $ 17,939 $ 35,000 51% $ 35,000 0.00%
_ ._. _ __ . _ __ . __ . _. _
FIRE EQUIP MAINT/SVC/REPAIR $ 4,167 $ 6,736 $ 11,884 S 8,972 $ 6,000 150% $ 14,000 133.33%
FIRE RADIO MAINT/REPAIRS $ 1,192 $ 1,090 �S 2,055 $ 467 S 4,000 12%; $ 10,000; 150.00%.
FIREAPPARATUS MAINT/SVC/REPAI $ 3,360 $ 48 $ 6,273 ' $ 2,173 $ 1,000 217% $_ 3,000 200.00%
__ . � __ _ _ . _ . _ . . ._ __
FIREALARMMAINT/REPAIR ,S 1�524 $ 90 y` (679) �S` 233 _. $ 3,000 : 8% $ 3,000 0.00%;
_ ._ _ __ _ _. _-..
FIREUNIFORMSANDCLOTHING $ 31,725 ; 5 30,575 $ 31,105 5 35,951 ! 5 48,500 74% $ . 38,000 -21.65%'
FIREPROTECTIVEC�OTHING $ 2,077 S 2,934 $ 1,953 $ 7,847 $ 2,000 392% $ 3,000 50.00%':
_ - _
PIRESUPPLIES/EQUIPMENT $ 407 $ 892 S 377 S 550 $ 2,000 28% $ 2,000 0.00%
_ _ ._ _ _
FIRE FIREFIGHTERTRAINING $ 5,551 $ 6,803 $ 7,283 $ 3,459 ' $ 6,000 58% $ 7,000 16.67%
__ _.
FIREDUESANDMEMBERSHIPS $ 3,780 S 2,500 $ 3,525 $ 3,575 5 3,100 115% $ 3,500 12.90%
FIRE PROFDEV REGISTRATIONS $ 889 5 909 5 735 $ 504 $ 1,100 463'0 $ 1,000' -9.09%
_ _ _
__ , _
FIRE PUBLICATIONS $ 128 $ 604 $ 54 $ 415 $ 500 83� $ 500 0.00%
__._ -
FIRE PROF DEV/TRAINING S 1,068 $ 800 S - $ - $ - $ -
__ ,. _ _ _ . __ . _;
FIREOFFICESUPP S 712 $ 550 : S 403 $ 1,004 , S 1,000, 100'�' $ 1,000 0.00%'
fiREOTHER $ 168 � $ ___2,832 $ 596 $ 1,429 $ 1,000 143% $ 1,000 ; 0.00'�;
_ _ , .._ __
FLAGS $_ $ 562 ; $ 410 :.5 68 $ 1,000,__ 7% S 1,000: 0.00%'
fIRE EXPENSES � $ 128,331 I $ 146,415 : $ 164,527 $ 129,827 , $ 178,300 ' �3% $ 191,000 i 7.12%'
FIRE DEPARTMENTTOTAL ' $4,184,967 : $4,371,220 $4,456,553 $2,997,811 I $4,606,450 65%' $4,712,100: 2.29'/
Most of the 7.1% increase in expenses is due to one-time purchases that will not be carried
over into the FY 19 budget, including $6,000 to purchase replacement portable radio
batteries; $8,000 to purchase equipment to protect Firefighters that are operating at a scene
with a violent person; and $2,000 for repair of nozzles and valves. The ALS medical supplies
account has been increased $5,000 due to the increasing costs of inedications and disposable
supplies.
93
Dispatch
FY18 Budget
The Reading Public Safety Dispatch budget request for FY18 is funded at $�75,575, a 1.8%
increase compared with FY17. Over 95% of this budget is spent on personnel.
Dispatch is currently staffed with ten civilian Telecommunicators and one civilian Head
Dispatcher who works several shifts per week as a Telecommunicator and oversees the
administration of the Dispatch center. In addition to Town funding, $�0,000 in 911 grant
funds are used to offset existing salaries. This grant is not guaranteed and can be
discontinued at any time.
FY17 FYI8TOWN.
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER PCT
_ _ _ _ _
DISPATCH ACTUALS ' ACTUAIS ACTUAlS ACTUAlS BUDGEf YTD BUDGET CNANGE'
HEAD PUB SAFE7Y DISPATCHER $ 60,114 $ 64,521 $ 68,924 $ 42,792 $ 71,650 60% $ 73,575 2.69%
PUB SAFEfY DISPATCHERS $ 331,673 $ 322,168 $ 407,984. $ 245,708 , $ 463,000 53% 5 473,500 2.27%
DISPATCHEROVERTIME $ 66,133 $ 91,264 $ 50,582 $ 32,268 $ 55,000 59% $ 53,000 -3.64%i
_ _.
_ __
DISPATCHOTTRAINING $ 656 $ (689) 5 579 $ - 5 - $ -
_ _ __ _ _ _ __ _. '.
DISPATCHE911GRANTSUPPORT $ (50,000) $ (50,000)- $ (51,642) S - S (50,000) 0% $ (50,000): 0.00%
DISPATCH WAGESTEMP $ 1,397 : $ 13,324 $ - $ - $ - $ - ;
DISPATCH LEAVE BUYBACK S - S - S 1,917 $ - $ - $ -
DISPATCH SALARIES $ 409,97Z $ 4�►0,589 $ 478,345 $ 320,768 $ 539,650 ' S9'� $ SSQ075 ' 1.93%;
_ __. . __ _. __._._ _ __ _ __ ._.
DISPATCH COMM EQUIP $ 4,351 : $ 5,753 $ 1,644 $ 2,243 $ 6,000 37% $ 6,000 0.00%'
_. _. . _ _ __ __. . __. . __ _ _._ _ _ _.._ . __ . __:
DISPATCH EQUIP MAINT&REPAIR $ - $ - $ 4,413 $ 1,268: $ 3,500 36% $ 3,500 0.00%i
_ _ _ ._ ._ ___ _,. _ _ _ _ . _ _. __ __._
D15PATCHTECHNOLOGYSUPP S - S - $ - S - S 3,500 09'0 $ 3,500 ' G.G31!
-- . __ _ . _ ._ _ __ _ _. _ . _ __ __ ._ _____ _.._;
DISPATCH EQUIPMENT $ - $ - $ 1,518 $ 606 , $ 3,500 17%' $ 3,500' 0.00%;
_ _ _ _ _ < __ __
DISPATCH VIDEO SURV MAINT $ 1,395 $ 11,049 $ - $ - $ 2,500 095; $ 2,500' 0.00'�:
__. __. _ . . _. __...__..._,
_ _
DISPATCHMAINTCONTRACT/REPAIR $ 117 $ - _ $ _ ' $ _ ' _;S_..___' $ __..' . ..__. ._
DISPATCH SOFl1NARE LICEN&SUPP $ 1�890 $ 3�979 , $ 3�130 $ 2�620` $ 2�500 105%; $ 2�500! 0.00%;
_ _--- - _ _ ___ _ _ _._. __ _ __ _ _ o-:
DISPATCH PROF DEV/TRAINING $ 1,399 $ 261 $ 370 $ - $ 2,000 0% $ 2,000' 0.00%
DISPATCH PROf DEV TRAVEL $ 1,369 $ 441 $ 340 $_ 183' $ 1,000 18% S 1,000. 0.00%�
DISPATCHUNIFORMSANDCLOTHING $ 2,310 $ 630 5 2,284 $ 345 $ 1,000 35%� $ 1,000 0.00%j
_ _ _ , _ ___ . _ _ _ . . ____.__.
DISPATCHOFFICESUPP $ 106 $ 959 $ 68 $ - $ - ' $ -
DISPATCH EXPENSES $ 12,938 ' $ 23,072' $ 13,768 $ 7,265 $ 25,500 28% $ 25,500 0.00%
_ _
DISPATCH TOTAL $ 422,909 ' $ 463,661 . $ 492,113 $ 328,032 $ 565,150 58%' $ 575,575 ' 1.84%
Each year this field becomes more complex due to changes in technology and in the
Emergency Medical Dispatch requirements. The Reading Dispatch Center is in compliance
with all requirements. Dispatch has gone through significant turnover in staffing over the past
few years. In addition, the Town has increased the overall staffing levels, which has caused
an increase in initial uniforin and training costs and reduced the need for Overtime. As the
table below shows, Dispatch fields about one call every 15 minutes throughout every day of
the year.
' 2014 2015 2016
_ __ : _ _ . _ _ _ __
Calls/log entries 33,950 ! 30,965 32,963
__ _._. ___ __. __.. _... _____ __..
Compost/Depot stickers 4,087 4,124 4,429
94
.
Public Works
FY18 Budget
The Department of Public Works FY18 budget is increased by 1.0% when compared to
the previous year. Details by Division are shown below:
FY17 FY18 TOWN
_ FY14 FY15 FY16 FY17 REVISED_ FY17 MANAGER PCT '
ACTUAlS ' ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE.
DPW Administration $ 257,747 $ 333,902 $ 346,469 $ 211,260 $ 358,700 59%.$ 368,075 2.61%
Engineering $ 397,443 ' $ 434,725 , $ .445,167 $ 208,522 $ 445,250 47/ $ 418,925 -5.91%
Highway/Equipment $ 1,411,576 $ 1,391,153 $ 1,392,209;, $ 834,734 $ 1,552,650_ 54% $ 1,532,050 -1.33%
Storm Water{GF) $ 169,914 $ 120,200 $ 157,066 $ 300,834 $ 173,775 58% 5 176,200 1.40�
Parks&Forestry $ 523,222 $ 520,608 $ 565,914 , $ 358,864 $ 596,705 60% 5 617,325 3.46%
Cemetery 5 208,541 5 207,872 $ 208 287 5 129 141 S 225 400 57Y S 250 000 10 91%
OPERATIONS $ 2,968,443 $ 3,008,460 $ 3,115,113 $ 1,843,355 $ 3,352,450 SS% $ 3,362,575 0.30%'
Snow/Ice $ 1,087,412 $ 1,449,515 $ 564,400_$ 362,543 $ 625,000 58% S 625,000 0.00%:
Traffic[Steet Lighting $ 131,711 $ 135,770 5 127,758 $ 77,065 $ 180,000 43% $_ .180,000 0.00%
Rubbish&Recvcling S 1,289,452 ' S 1,296,522 5 1,319,895 $ 1 493 818 5 1 S50 000 96% 5 1 596 500 3 00%
.
Snow/Lighting(Rubbish $ 2,508,575 $ 2,881,807 $ 2,012,053 $ 1,933,426 $ 2,355,000 82% $ 2,401,500 1,97%
. _ � _
DEPARTMENT . $ 5,477,017 ,$ 5,890,267 $ 5,127,165 $_3,776,781 $ 5707,480 66% $_5,764,075 0.99%
Overview
The Department of Public Works consists of several divisions in the general fund
including administration, engineering, highway and equipment maintenance, storm water
(not the enterprise fund), parks and forestry and cemetery. Town Meeting approves both
a Salary and an Expense line for the total of these divisions, noted below as `operations'.
Town Meeting also votes individual budgets for the categories of snow and ice, street
lights, and rubbish collection and disposal, as well as the three Enterprise Funds (Water,
Sewer, Storm Water). Following is a breakdown of salaries and expenses for these
budgets:
__. __-___ --- .. _ . __ _ _ . __ __ _: _._ ._ __ ..- --_.._
FY17 FYIBTOWN
FY14 FY15 FY16 FY17 REVISED i FY17 MANAGER PCT
-_ - - _. _ .. _.__ ,__ _ .__.._ ,,. --'
SALARIES ACfUALS ACTUALS ' ACTUALS ACTUALS BUDGET YTD BUDGET 'CHANGE
DPW Administration $ 238,859 i $ 307,650 $ 306,971 , $ 200,474 'i $ 338,200 599'a'.$ 347,575 2.77%!
_._� _. __ __._ _._ __ _ _.._.._
,._ ____ __, _
Engineering $ 365,266 $ 384,901 $ 415,606 . $ 182,136 $ 400,750 45% $ 374425 , -6.57%
Highway/Equipment S 766,925, $ 825,206 $ 829,�7.: $_ 503,722 , $_ 846,800 59% $ _852200' _0.64%
Storm Water{GF} $ 163,603 � $ 115,640 $ 153,506 $ 98,690 � $ 166,775 59% $ 169,200; 1.45%,
Parks&Forestry $ 495,639 Y $ 489,970 $ 526,034 ; $ 330,503 5 548,205 ' 60% $_ 568,825 ' 3J6%'
_ _ _ . , .
Cemetery $ 160,738 . $ 154,736 $ 169,848 $ 107,123 $ 180,700 59% $ 204,950 i 13.42%`.
OPERATIONS $2,191,029 ' $2,278,103 $2,401,873 $1,422,648 ' $2,481,430 ' S7%' $2,517,175 : 1.44%
. _ _ __;
,...
Snow/Ice_ $ 244,065 ; $ 385,413: $ 145,337 $ 95,228 $ 115,000 83% $ _115 000 ;: 0.00%
__ _ __ _ , _ _ _ _.
- --
Traffic/Steet Lighting , '.
_ _ _ _ . . _ _ � .. _
Rubbish&Recycling '
Snow/Lighting/Rubbish $ 244,065 . $ 385,413 $ 145,337 $ 95,228 ' $ 115,000� 83% $ 115,000 '. 0.00%
_ __ _ :.. . _.. _ ' . _ _ _ .. _. i . .
. -- --
DEPARTMENT $2,435,094 $2,663,516 $2,547 210;_$1517,876 $2,596,430 � 58% $2,632,175 i 138%�
95
FY17 FY18 TOWN
FY14 FY15 PY16 FY17 REVISED FY17 MANAGER PCT
EXPENSES ACTUALS ACTUAlS ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE
DPW Administration $ 18,888 $ 26,252 $ 39,498 $ 10,786 $ 20,500 53% $ 20,500 0.00%
Engineering $ 32,177 $ 49,825 $ 29,561 $ 26,386 $ 44,500 59% $ 44,500 0.00%
Highway/Equipment S 644,651 $ 565,947 5 562,302 5 331,012 $ 705,350 47% 5 679,850 -3.68%
Storm Water(GF) $ 6,311 $ 4,560 $ 3,561 $ 2,144 $ 7,000 31% 5 7,000 0.00%
Parks&Forestry $ 27,583 $ 30,638 $ 39,880 $ 28,360 $ 48,500 58% $ 48,500 0.00%
Cemetery $ 47,803 5 53,135 $ 38,439 5 22,018 5 44,700 49% $ 45,050 0.78%
r
OPERATIONS $ 777,414 $ 730,357 $ 713,240 $ 420,707 $ 871,050 48% $ 845,400 -2.94%
Snow/Ice $ 843,347 $ 1,064,102 $ 419,063 $ 267,315 $ 510,000 52Yo $ 510,000 0.00%
Treffic/Steet Lighting $ 131,711 $ 135,770 $ 127,758 $ 77,065 $ 180,000 43�0 $ 180,000 0.00%
Rubbish&RecyclinR $ 1,289,452 $ 1,296,522 $ 1,319,895 $ 1,493,818 5 1,550 000 96% 5 1 596 500 3.00%
- �
Snow/lighting/Rubbish $ 2,264,510 $ 2,496,394 $ 1,866,716 $ 1,838,198 $ 2,240,000 82% S 2.286,500 2.0g%
DEPARTMENT $ 3,041,923 $ 3,226,751 $ 2,579,956 $ 2,258,906 $ 3,111,050 � 73% $ 3,131,900 0.67%
Administration: The Administration Division supports the Department of Public Works
with contract administration, budget preparation, departmental personnel and payroll
services, accounts payable processing, cemetery administration services and responses to
public inquiries and concerns over all Public Works areas of responsibility.
FVI8TOWN '
fY14 ' fY15 FY36 FM37 - PYI7REVISED� FYll �. MANAGER � PC7 �:
.. . . . . . . :� ACiUALS� � ACTUALS � ACTUALS � ACTUALS - BUOGET YTD BUDGET ��.CHANGE��
_.__
bPWDIRECTOfi .. _. _. _ $_.... 114,347;$ 117,248.�.$ .. . 123,123_�,$ 79,112..$.__. 133,200� 59%. $ 136,9Z5'� 2.80%�.
.. . .... .. _ __ ._. ..__....- - -
DPWASSISTANTDIRECTOR �$ 9,272,�-$ 99,493�$ 87.007�.$ 60,40D'�$ 1fl1,725�: 59% $ 104,525- 2.75%'
OPW SENIORADMIN ASSISTANT $ - S - S 31,260 S 32,608 S 56.000 58% $ 57,550� 2.77%
. . ... ___ ....._._... . .._ .._. _ . __ ... . ..... . . .. ..._ . . . ... . . . . _ ._. . . ...... .. .__. ... . . __._...
DPWADMINISTRATIVEASSISTANT �$ 46,624 $ 48,304 $ 20,603 $ - $ - $ - �
DPW AOMINISTRATIVE SECREfARY $._ - _� $� _ 19,847 $ 43,843 $ 26,947 $_ 46,275 SS% $ 47,575 2.81%
. _. . .. .__.. .. . . ..._ _. . _ . .._ .. _ . . . . _. . ... ... . . _._. .. . _.._ . ._....
:DPWCLERK � $ 38,514� S 21,795 $ - $ - �S - . S - - -
�DPWADMIN OVERTIME ��. $ 1,634.$ 1,563'$ 1,135�.$ 1,407!$ 1,000 I 141%.$ 1,000; 0.00%-
__._..__._ ._. . _... . _.__ ._ ._._. . ._ . . . .__ -- . .._ . ..._ __... .._...... _._._..
DPWADMINLEAVEBUYBACK �S Z8,468�:$. .. . . $ .. .. ;.$ .. . $.. ... . �� ,$ �� .
��DPW ADMINISTRATION SALAPo55 $ 238,859��$ 307,65p� $ 305,471:$ 200,474�$ 338,200��. 59%:$ 34i,575�. 2.J7%'.
� �DPWADMINADVERTISING ;S_.._.._ 1,015��.5 ,..2,258 $ 2.942�S 738 S,_ _ i,50Q 49% $ 1500 OQ09o���.
- --��--- ------ ---_.. _ _ _ . t_. _...__._ ._..._ _,. .. .. .. . .
:DPW ADMIN PROF DEV(TRAINING $ 4,187-�$ 30,871 S � 35,832_i.$ 9,022,$ 15,000� 60Yo $ . 15,000;�� 0.00%I .
.DPWADMIN PROF DEV-TRAVEL $ 547:S ___130 $ - - $ 114 $ S00 23%•$. 500� 0.00'/'
_�_. _.. _ . .__ _._.. __ . _.... ._- - - ---.__._._ .
'DPWADMINSUPPLIES/EQUIPMENT S 475:.$ 1,246 S.,. 1,004�. $ 646 $ 1,500�, 43% $ 1,500 0.00%i
ITOWN FORESTSUPPLIES.,. . . $4.... 993:$. . . ...790 $_--._ ' i.$.. �- $...__._1,000: Oy,�$ 1,000�.. O.OQ'�'
�. .. _ .. .. . _ . .. ...___.. ._. . --__.
----
�,TRAILS COMMSUPPLIES . . .$..... 991��$ 996,$ . 1,000 j$- 266-�$ 1.000 i 27%:$ 1,000' 0.00'/�.
..._.. . ... ... ... .. . _.. ..._ . . . . . . ... . ..
�EDCfLOWERMAINTENANCE i S 10,680'$ 9,960,$ (1,281�''�S �.$ , S � 0.00'�
-DPW ADMINISTRATiON El(PENSES .'$ 18,888�$ 26,252.$ 39,498-$ 30,786-�$ 20,500- 53%'$ 20,500-' 0.00%� .
DPW ADMINISTRATIONTOTA� ! $ 257,747� $ 333,902� $ 346,469��$ 211,260�:$ 358,700� 59°�;$ 368,075 f 2.61% ,
Engineering: The Engineering Division provides engineering services to all departments
within the Town of Reading. The division is responsible for: the prepar�tian of plans,
specifications, estimates, survey layout, inspection and supervision of town construction
projects; review of subdivision plans and site plans for accuracy and conformance with
subdivision rules and regulations; review of conservation submittals, preparation of
subdivision and conservation bond estimates, inspection of subdivision construction, the
administration of the pavement management program and Chapter 90 roadway
improvement program; upkeep of all traffic markings and traffic signals, issuance and
compliance of utility, street opening and Jackie's law permits, utility loca.tion and digsafe
mark-out, and the maintenance of all plan and record data.
96
� FY18 TO W N
_ FY14 FY15 FY16 . fY17 FYI7REVISED� FY17 MANAGER PCT
. . ACTUAIS ARUALS - ..ACTUAtS ACTUALS BUDGET � YTD BUDGEf ��CHANGE.
�TOWN ENGINEER � $ 96,383 $ 97,907 $ 126,864 $ 49,902 5 108,450 46Yo $ 87,650: -19.18%
ENGSENIORCIVILENGINEER -$ 69,263 $ 71,708 $ 62,923 $ 5 76,100 0% $ 64,400� -1537%
ENG CIVIL ENGINEER $ 133,642 $ 137,075 $ 140,281. $ 87.604 $ 142,350 62%.$ 146,600.� 2.99%
ENG FIELDTECH II S 58,693 $ 60,020 $ 60,930 $ 37,983 $ 61,35D 62Y, $ 63,275 3.14%
ENGSURVEYORAIDII $ - $ 13,181 $ 15,674 $ - S - $ -
ENG AIDE $ 2,850'S 703.S - S - S - � S - �
ENGINEERING OVERTIME .5 4,265 $ 3,947 $ _ 7,607�.S 6,427 $ 12,000- 54%�$ 12,000� 0.00%�
..._._ .... .. . ... . _ . . ... , .. . . . _ . . . . ... _. _ . .. . ..
. . . ._ ._. .. _..__.__ _ . ..
ENGINEERINGOUTOFGRADEWORK , $ 170. $ 359 $ 328 S 220�$ 500 44%� $ 500� .0.00%.
ENGINEERING SAIARIES S 365,266 $ 384,901 $ 415,606 S 182,136 $ 400,750 45% $ 374,425 -6.57%'
_ _._ . _._., _.__.
TRAFFICCONTROLREPAIRS _ ;$ . 19,460.$ 33,767 $ 12,672, $: 6,808 $ 22,000 31%-$ 22,000'� � O.00Y
. .__.._ ..._... . ._...... . . . ..... .._ . . . . _ _ _.. . ---..__. ..._..
� ENGINEERINGPROFREVIEWSVCS ;$ 373 $ 1,010�$ 150;$ 9,950 S � 2,000 498%�S 2,000 0.00%.
ENGINEERING POIICE DETAllS �$ 4,737 $ 7,698�$. 1D,547 $ 6,3%�-$ 11,ODD 58%,$ 11,000��: 0.00%� �
.._ _.. . ..,. . . ...._.._. .____... .. .
ENGINEERINGSUPPLIES/E4UIPMENT -, $ 3,265 $ 2,1ll,$ 1,485 $ 1,469 $ 3,500'� 42% $ 3,500 0.009;
. . . .. . ... . ... .... . . . .. . . . . . . . . .
. . _. . ... . .._ . ... ... ... _...
ENGWEERINGCOMPUTERSUPPUES �.$ 3,892 S ,.___._.,_4,864 S__ 4.707�$ 1,708 S 5,000� 34%�$ 5,000� 0.00% �
, .._.._ . .._. _ .__ ... . ...__ _ _ ___, ...,.._ .__. ___.._.
ENGINEERING RECORDING�fEES -$ 450 $ 3?5:S - 'S � 75. S � 1,000! 8%��$ 1,000 0.00%
ENGINEERINGEXPENSES _. .. . .:S 32,177 $ ......49,875. _$.. 29,561.,_$.... . .26,386..5. .: ..44,500':. . 59%_$. ..44.500 O.00Y'�.
ENGINEERING TOTAI . $ 397,443�$ 434,725-$ 445,167 S 208,522'..$ 445,250�� 47%�$ 418,925'�. -5.91%
Employee turnover in the Town Engineer position caused some savings in FY17 that is
carried through the next year. A civil engineer position has been left vacant during FY17
under the Town Manager's hiring freeze, but is now expected to be filled before F�'18,
also at a reduced salary level. All expense lines are level funded.
HighwaylStormwater: The Highway/Stormwater Division is responsible for the
construction, maintenance and repair of all public roadways, catch basins, drainage
systems, sidewalks, traffic and street signs, along with snowplowing, sanding/salting, and
snow removaL
In addition, they provide daily and preventative maintenance services for over 120 pieces
of vehicles and equipment town-wide, including Police, Fire, School, and Department of
Public Works.
. ' fY19 TOWN �
._._._. .. . .. .. . _..._. .. ..� . FY14 ._ . .FYIS. .. . .FY16..._. . .FY17_ ...FY37REVISEO. __FYl7_ �� .MANAGER_.. PCf__..
_.....
ARUALS ARUALS � AC7UALS ACTUALS BUDGET YTD � BUDGET CNANGE
HIGHWA_Y$UPERVISOR. . . _. ._ .,$ . . 64,425. .$ .. 71,053.. $ .. 66,965. $ .... .38,964.,-,$ . . .64,900 .. ...60%�$ . ....67,650. 4.24%.
HIGHWAY.FOREMAN . . $ 66,336 $ 67,961..$ 72,815 $ 46,098�$ 74,750 629G:$ 76,800 2J4%
HIGHWAY.WORKING FOREMAN . ._ $ 95,686 $ 93,963�$ 109,522 $ 69,303�$. . 112,600. 62%�$ . 116,775_ , .3J1%.
HIGHWAYEQVIPMENTOPERATOR $ 162,474 $ 144,386 $ 170,531 $ 106,197 $ 172,650. . 62X,$ 177,425 2.77%.
HIGHWAYSKILLED IABORER � .$ 3,668 $ 74,390 $ 61,317 $ 52,399,$ 84,900 . ._62X:$. _ 87,675_ 3.27%�
HIGHWAYIABORER $ 93,747 $ 53,832 $ 50,033 $ . 13,568 $ 24,200 56%�$ 25,550 5.58%
HIGHWAY MASTER MECHANIC $ 61,303 $ 63,460 $ 65,940 $ 41,744 $ 67,675 . 62X-$ 69,550 _2.77%�
HIGHWAYMECNANICCLA551 $ 302,433 $ 308,681 $ 101,988 $ 65,699'$ 106,725 .62%,$ 112,350 5.27%
HIGHWAV MECHANIC CLASS III $ • $ 16,944 $ 31,909 $ 20,691 $ 34,400 609G�$ 36,425 S.B9%
. HIGHWAVOVERTIME �$ 53,458 $ 57,931 $ 53,527 $ 30,101 $ 60,000 50%��$ 60,000 0.00%
-HIGHWAYOUTOFGRADE WORK � $ 6,480,$ 6,281 $ 6,509�$ 3,786 .$ 8,000 47X��.$ B4O00 •O,OOSG
HGWV ON-ULLPIiEMIUM_.. _ ._ .�_.._$. , . 12,)89„$ ...__.13,865_ $ .. 13710__$. .. .. .8,796,$_.. . 14;000_,. 63X-._$._ ,14,000 0.00%,
HIGHWAVLONGEVITY, . $ .40,162. $ ...33,102 $ -. $ . _ . _- �$ - .., . _:.$.. -._.. . ._.
HIGHWAY WAGES TEMP . _, , .$.. 3,964 $ .. .]9.357-$ . 13,644_$ ,6,375_,.$. 22,000._. , 29%�_$. _ ,. - -100.00%
�HIGHWAY SICK LEAVE BUVBACK 5 S S 11.498 S �5 i S
�HIGHWAY/EQUIi SALARIES $ 766,925 $ 825,206 $ 8Y9,907 $ 503,722 $ 846,800� 59X�.$ 852,200-� 0.64X
_ ._ . ........ . .._. .. . . . ._ .. _. . ...._ . . .._.. ... . . .. _..... . . . . . _...... . . .. .
A seasonal worker in this division has been eliminated in the FY18 budget. Because of
the department's snow removal responsibilities, the surruner months experience heavier
vacation use. During these months, the eliminated seasonal position may reduce the
number of crews available from two to one on certain days. This reduction was seen as
the least difficult for the entire department however.
97
FY18 TOWN
FY34 FY15 FY76 FYl7 FY37 REVISED FY37 . MANAGER PR
�. ARUALS ARUALS ACfUALS ARUALS BUDGET YfD BUDGET CHANGE
HIGHWAYGASOLINE $ 229,241 $ 128,450 $ 106,761 $ a2,879 5 255,000 17% $ 205,000 -19.G1%
HIGHWAY EQUIP PARTS&MAINT $ 190,947 $ 189,503 $ 196.398 $ 112,759 $ 200,000 56°6 $ 210,000 5.00%
HIGHWAYOURSOUftCEDREPAiRS $ 92,697 $ 118,001 $ 127,992 $ 73,273 $ 115,000 64Y, $ 125,000 8.70%
HIGHWAVUNEPAWTING $ 33,494 $ 32,942 .$ 60,663 $ 40,000 $ 40,000 100% $ 50.000 25.00%
HIGHWAV HIGHWAY PATCH $ 32,759 $ 27,99D.$ 23,523 $ 16,590 $ 30,000 SS% $� 30,000 0.00%
HIGFiWAYSIDEWALKS $ 10,418 $ 7,611 $ 9,875 $ 5,016 $ 10,000 50% $ - -100.00%
HIGHWAYSTREEfSIGNS $ 10,186 $ 11,809 $ 10,627 $ 6,582 $ 11,000 60% $ 15,000 3636%
HIGHWAYGRAVEICRUSHING $ 5 5,299 $ S 9,999 $ 10,000 100°h $ 30,000 0.00%
HIGHWAYSUPPlIES $ 8,182 $ 14,068 $ 9,835 $ 1,910 $ 8,000 24Y $ 8,000 0.00%
HIGHWAY POLICE DETAIIS $ 20,717 $ 20,686 $ 7,069 $ 4,000 $ 14,000 29% $ 14,000 0.00%
. ... ...... . .. . .. ... ._ . ... .. . . . . . . . . . . . .... . .. .
HIGHWAYPROFfiEC}ISV .$ 7,700 $ 6,B1B $ 5,162 $ 16,631 $ 10,000 166% $ 10,000 0.00%
HiGHWAYWATER/SEWER/SWM $ 2,092 $ 2,196 $ 2,266 $ 1,162�$ 2,100 55% $ 2,100 0.00% .
.. . . ... . .. . .. . . .._.. . . . ... .. .. . ...
HIGHWAYUNIFORMSANDCLOTHING $ 7,588 S �S - $ - $ - S -
HIGHWAY LICENSES $ 630 $ 575�$ 2,031 $ 210 $ 750 2S% $ 750.� 0.00%
HIGHWAY/EQUIP EXPENSES $ 644,651 $ 565,947 $ 562,302 $ 331,012�$ 705,850 47%�$ 679,850. 3.68%
!NIGHWAY/EQUIPTOTAL S 1,411,576 5 1,391,153 S 1,392,209 $ 834,734 $ _ 1,552,650 54%�$ _.1,532,050 -133%
Capital funding for sidewalk repairs has been increased and the similar line item above
has been removed from the operating budget. The expense budgets for line painting,
street signs and both equipment repairs lines were increased due to increased demands,
� Note that the $50,000 cut in the fuel budget was directed to increased capital funding,
since this item is an accommodated cost and savings do not belong to the town's budget.
Thus this change did not help the town balance it's FY18 operating budget.
_
. � �� : . FVIBTOWN . . ... ... �
� FYl4 � FYIS � FY16 � FY17 FY17 REVISED' FY77 � MANAGER ' PCT ���
. . ACTUALS - ACTUALS.... ACTUAIS ...ACTUALS � BUDGET ' YTD � BUDGET '�CHANGE��'.
STM VJiR SUPERVISOR � :$ 15,823:�$ 17,759'��$ 18,794';$ 9,741;$ 16,225'. 60'����$ 16,900':. 4.16%��
- -_._. ...... .. .. ..... .... _. .. _ .. . . . .. ... . . _.... _ .�._ _.. .._.
- STM WiR WORKING FOREMAN �$ 10,003 $ 12,318,$ 12,849�$ �� 8,184 $ 13,200 62%,$ 13,825�� 4J3%��:
� STM WiR EQUIPMENTOPERATOR .$ 53,474�$ 50,726�$ 58,688-$ 27,714� $ 59,050� 47%-$ 60,675. 2.75%
STMWiRSKILIEDIABORER $ 42,350 $ �8,626 $ 45,485.$ 28,221 $ 45,7D0, 62%� $ 46,975. 2J9%�.
STM WiR LA80RER $ 16,378;$ 14,368 $ 7,407 $ 9,138 $ 16,100 5790�$ 17,025. SJS%�
..--. _._ _... .... . ... ...... . . . .__.. _
STMV✓TRMECHANICCLA551 $ - ��.$ � � - $ 2,613�� $ 3,363 $ 5,500. � 61% $ 5,800�,� 5.45%�
��STM VJTR MECHANIC CIASS II �� S 5,615�.S 280.S �S - S - - .S - � �
. .. _.__ .. _... . ._.._ . .._.. ... ._.._. ._ _._ ... . ....__..__._ __..._ . _ __.,. _. __...:
--........
� STM WTR WAGES OVERIIME �$ 6,870 $ 5,277'$ 4,405 $ 1,400 $ 9,000 16% $ 6,D00�., 33.33%�
.. .. . . , . . . _. . . . . _. . . . . . .. . _.. . ..... . . ..... . ....
�STM V✓TR OUT OF GRADE WORK �.$ 2,049���$ 544' $ 391.$ 1,328'$ 2,000 66%�.$ 2,000� 0.00%�.
..__.._ .. . .. .. --._ _. . ..__.. .. _ . .. . .._... . _ _...-.. ..._.......
LONGEVITY ._. ____ . . . . . 5.. 8,406..5 ...._5,741.,.$.... 5 .. 5 ... 5 � .
�STM WTR WAGES TEMP �.$ 2,634,$ - -$ - :S • �S - $ � �
-._------..__ __._ .._.. . _ . _ _._.. ._.__.. ._ .... ,... ..._... . ._
.STMVJTRSICKLEAVEBUYBACK � S - �S �� - S� 2,874�S 9,601��.$ - �. �$ - � '
STORM WATER SAIARlES(GF) - $ 163,603�$ 115,640:$ 153,506:$ 98,690-$ 1fi6,775' �59% $ 169,200' L45%��
.. .. __. .. . _._ ._. ._ _ . ._ .._ ... _ __. __ _..., . . . _..:..._ . .. . .._ �. .. _.. ... . .. ......._.___.__....
STM Wi'RSUPPUES/EQUIPMENT � �� $ 6,311.$ 4,560��,$ � 3,561 $ 2,144�.$ 7,000� 31%-�.$ 7,000� 0.00%����
STORM WATERIXPENSES(GF) S 6,311 $ 4,560 $ 3,561-$ 2,144-$ 7,000 31%�$ 7,000 0.00°/,'.
. . . . . . .. _ . .. . . . . ,.. . . . . .. . . . ... .
98
• Parks/Forestry: The Parks/Forestry Division maintains the street trees and grounds for
all town-owned properties such as parks, schools, ballfields, playgrounds, tennis courts,
municipal and school buildings. This division also maintains the compost center and sets
up the holiday lighting on the common.
FYIBTOWN
FY14 FY15 FV16 FY17 FY17 REVISEO FY17 MANAGER PCT
ACiUALS � ACfUA1.S ACTUAlS ACTUALS � BUDGET YTD BUDGET �.CHANGE
PARKS SUPERVISOR ,$ 42,444 $ 43,957 S 4D,532�.$ 28,573�.$ . 47,200 61% $ 50,100-��. 6.14%
.PARKSFOREMAN.... . .. . . ,$. ...58,984.$... .60.996�$ 63,383...$.. . 40,134. $ 65,075.... 62%�.$.. 66,875 2.77%�.
PARKS WORKING fOREMAN �. $ 112,303`$ 104,310-:$ � 121,266'S 76,902�$ 125,780� 61%'$ 129,250 2J6%.
......_.. _ . . . . . _. .. . _._. .___.:.. . _. . __...
PARKS EQUIPMENTOPERATOR ��� $ 48,506�:,$ 50,158 $ 52,107,$ 32,999 $� . 53,500� 62%;$� �54,975 2.7G%.�
PARKS SKILLED IABORER .:,$. 55,922 $, 57,093� $ 42,821'$ 27,100 $_ 43 950_� 62%�$_ 45,150, 2J3%
..... .. ..__ .._. . ..._. .. . ..... . ... . .. . ..._..
VARKS LABORER �$ 44,988 $ 63,453 $ 70,271-$ 45,209 $ 73,750�. 61%�$ � 78,075 5.86%'
. . ... . ... . . .. ... �,. . . ... ... . . . . . . . . .. . .. .. . _. :_.. ..... ... . . _.. ._._..
PARKSTREECUMBERI ._...._.. .-.$ . .. 46,542.$_.......33,709�$ 51,8ll�:.5.... 32,342'.$. .._ 52,450'�: 62%$ 53,900 2J6%�
. _ . .___.._. _. • _. -- - . ... ... .__ . ._ _
PARKS OVERTIME ��$ 23.649�$ 23,935�$ 28,728;$ 17,895�.$ 15,000'. 72%�$ 26,000, 4.00%
� PARKSOUTOFGRADEWORK .$ 4,592,$ 3,621 $ 7,087-$ 4,385 $ � 4,500 979;,$ 5,500 44.44%
...._ . ... .. ..._. _ . ... . . ... .. . . . _ ..,. ._.. _ _ . .._ .__.... . ... ._--- -._.__.. ..__.. .........
PARKSON-CALLPREMIUM $ 4,586 $ 4,653�$ 4,744 $ 4,797�$ 5,000 96%.$ 5,000� 0.00%��
PARKS LONGEVITY . $ 12,309 $ 11,334 $ - $ - �. $ - '$ - -
_.. ..... .... . _ . .. . . . . ... .. . . . . . ...... . .. _ ._ _.-..... .__...
PARKS WAGESTEMP �$ 40,814 $ 32,751�$ 43,279�$ 20,169 $ 52,000 39%'$ 53,000� 1.92%
PARKS&FORESTRYSAIARIES 5 495,639 $ 489,970 S 526,034 S 330,503 $ 548,205 60% $ 568,825 3J6%
_ _ _ _ _ _ . _ __ ____.. _ __.
PARKS STUMP/BRUSH DISPOSAL $ 9,699�$ 17,090 $ 14,435 $ 5,780 $ 15,000 36% $ 16,000� 0.00'��
_ . _ . . .... .. . ..._ ... . ... _. . . .. .. . .. .. . . . .. .._. _. .._. . .._.. _. __.. __._..__..
PARKSNRFTREATMENT S 3,200.S - S 3,280 S - � S 3,500� - 05;�..$ 3,500. 0.00%
PARKS SUPPLIES/EQUIPMENT . $ 4,500 $ 11,654 $ 8,459 $ 4,532 $ 7,000� 65%��$ 7,000� 0.00%
?ARKS SHADETREES �� $ 4,221�$ 5,903 $ 5,026�$ 4,636 $ 5,000- , 93%� $ 5,000� 0.00%�:
PARKSCHEM/SEED . $ . 3,099� $ 3,079 5 1,759�. $ . 257 $ . 4,000: . . 6% $ . 4,000 0.00%'
�PARKSTOOLSRAKESSHOV �$ 3,637 $ 1,606 $ 8,898�$ - � $ 4,000� 03;�5 4,000 0.00%��.
PARKS6RAVELCLAY .$ 996 $ 451 $ 2,060 $ 358,$ 2,250� 16%,$ 2,250 I 0.00%�
-PARKS ATHIETI�FlElDS �. $ 2,522 $ - $ 3,305� $ 275 $ 5,000, 6%�$ 5,000; 0.00%�
. _... ... .. . . .. . .. .. . .. ._ . . ..._ . ._ _... .. . ... ... . .. .... .. ._ .. . .. . ._.�. . . ._.. _....�
'PARKS PLYGRND SFTY MULCH :$ - �S S 1,680.$ '�S 2,000: 09;-S 2,000'� 0.00%��
.__ .. .._..... . .. . .. .. .. . ... . . .... .•... . . . . . . .. ... -_. ... . . .. .. . . ..._... ..._. _._.
.PARKS EIECTRICITY '$ 734 $ 811 $ 890'$ 563,$ 1,000 I 56%�$ 1,000'�� 0.00%�
�PARKS WATER/SEWER/SWM S 614 $ 614 S 730 $ 334.$ 750� 45%•S 750-� 0.00%-
PARKS PROF/TECH SV. . . . .$ � 3,670,$ 3,600�$ 3,515��$ 9,982'$ 9,000; 111%'�:$ 9.000�.� 0.00'�'
PARKS POLICE DETAIIS �$ 5,496 $ 4;619 $ 4,506�$ 1,325'$ 8,000�� 17%�;$ 8,000. 0.00%�
PARKSUNIfORMSAND800T5 �$ 3,505�S 75�. S - -S - -S � - : 'S -
PARKS LICENSES $ 690 $ 1,135 $ 1,335�$ 319.$ 1,000� 32%�$ 1,000�' 0.00%��
PARKSREVOLVINGFUNDSUPPORT �$ (79,000)�.S (20,000) $ (20,000)I S • '.S (20,000) 0%�$ (20,000)��. 0.00%'.
-PARKS&FORESTRY IXPENSES $ 27.583 I$ 30,638'$ 39,880 i$ 28,360�$ 48,500' S896;$ 48,500�' 0.00'�.
_ ... ..... ._. . . . . .. ... . .. . . .... . . .. ... ..... .. _ ._.. ._.. . ..., .._... _ . .__ ..... __ ._.
PARKS&FORESiTtYTOTAL -:$ 523,222�$ 520,608 $ 565,914��.$ 358,864 $ 5%,705- 60%:�$ 617,325". 3.46%
99
Cemetery: The Cemetery Division is responsible for the preservation, care, and •
embellishment of the four municipal cemeteries in the Town of Reading: Laurel Hill,
Forest Glen, Charles Lawn, and Wood End.
� FVIBTOWN .�
FY14 FY15 fV16 FV17 FYI7REVISED FY17 MANAGER PCT �..
. . . . . .. ... ... . ._._.
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGEf CHANGE
CEMETERYSUPERVISOR 5 42,444 $ 43,957 $ 53,411 $ 28,573 5 47,200 61Y 5 62,100 31.57y,
CEMETERY FOREMAN $ 63,557 $ 61,995 $ 6II,602 $ 43,431 $ 70,400 62% $ 72,375 2.81%
CEMETERYEQUIPMENTOPERATOR $ 50,383 5 42,273 $ 55,313 $ 35,D08 $ 56,750 62% $ 58,350 2.82%
CEMETERYSKILLEDLABORER $ - $ - $ 16,261 $ Z5,668 $ 41,825 61% $ 43,400 3.77%
CEMETERYLABORER $ 56,390 $ 70,951 $ 54,125 $ 21,181 $ 34,725 61% $ 36,425 4.90'�.
�CEMETERYOVERTIME . $ 12,170 $ 12,539 $ 10,732 $ 4,018 $ 12,000' 33% $ 13,000 8.33%'�
- CEMETERYOUTOFGRADEWORK -$ 3,439 $ 4,476 $ 2,644 $ 1,948 5 2,800� 70Y:$ 3,30D� 17.86%'
CEMETERY LONGEVITY �. $ 16,920.$ 14,970� $ ,- . $ - $ - $ - �
.:EMEfERYWAGESTEMP ��$ 35,435 $ 23,576 $ 28,760�$ ll,297 $ 35,000� 49% $ 36,000. 2.86%
CEMETERYTRUSTFUNOSUPPORT S (120,000) S �120,000) $ (120,000) S (70.00O) S (120,000) 58% S (120,000) 0.00%��.
CEME'fERYSALARIES $ 160,738. $ 154.735�$ 169,848 $ 107,123 $ 180.700_ 59°� $ 204,950�� 13.42%�
.. . . . . . . . . . . .. . . . ._. .� . ..._ ....
CEMEfERY BUILDING REPAIRS $ 4,327 $ 1,305 S 9 S - S - S �
CEMEiERYMASONRY $ 1,598� $ 1,803 $ 1,336 $ 1,043 $ 2,000 52% $ 2,000- 0.00%��
�CEMETERYGRAVEIWERS $ 6,370 $ 9,735 $ 7,920. $ 2,805 $ 9,000' 31% $ 9,000� 0.00%'
._... .. .. _._ ._.. .. . . _ . . . . _... _ _ . .. . .. . . _. . . . _. .. . . ._.:.. .. __..
CEME7ERY FLAGS AND MARKERS � S 545 $ - S - S - S 1,000 0'/ S 1,000 0.00%�
CEMETERYLOTREPURCHASE �� S 400� S 9,400 $ - . S 4,025� $ 2,000 201% $ 2,000 0.00%
.._ .__. ._. . _ .. . . . . .. . .. . ... ....... .. . . . . .. .__ . . ..__ . _._.. . . . . ___:. ..___..
CEMEiERY PLAN7S AND MULCH 'S 2,907 S 1,224 $ 535�S - S 1,000 0'/ $ 1,000 0.00%�..
.CEMETERVCHEMICALSANDSEED .5 335 $ 1,438 S 1,164��S 202 $ 1,200 ll%:S 1,200 O.00Y-
._.. . . ._ . ._. . ._. __._._._ . -- -. .: _. ..._ __.
CEMEiERYTREES AND SHRUBS � S 339- S 1,090'$ -�� ��5 - � 5 S00. 0%,$ � 900 � 0.00%�.
CEMEiERYAUTO PARTS/REPAIRS $ 2,403 $ . 2,210��.$ 4,191�$ 3,130 $ . ,. �,500� 89% $__ _ 3,500� 0.0095.
..__._ . .._ . ..._.. ..__:
- .CEMETERY EIECTRICITY ,$ 623�$ 686�$ 809��$ 512�$ 1,000' S1%:$ 1,000��i 0.00%!
-CEMETERYFUELOIL -.S 2,441-. S 1.647 $ 2.264�.S 1,725.$ 1.750 99%�..S 2,000; 14.29%�'�. �
__.____. __ . .. ._ ._.. . _.__. __ _ ...... . . _.. . .. _ .. - ---._. . ,.. ___�.
CEMETERY WATER/SEWER/SWM '�$ 2,823'$ 2,809;$. 3,011�;$ 1,371"$ 2,900� 4790�.$ 3,000' 3.45%�'
CEMETERY PROF ECH SV .$ � $ 1,800 S 3,266�:_$ - $ - � S____ , - � �
/T __ _ ' _ __ __ < _.
��CEMETERYSUPPLJES(EQUIPMENT :$ 7,224��$ �6,692�.$ 4,962 $ 2,728 $ 6,000 45%,$ 6,000, 0.00'/�
CEMETERYGASOUNE.. . . �$. 12,804I$ 10,934-�.$ 8,355�$ 4,369�.$ 12,000�� 36%��$ 12,000��: 0.00%�
... . ..____. .___ ..., __ . _...._ __.._.. . .. _ ._.._ . -- ---� - ------_.. ._.._........ _._...
__
CEMETERYUNIFORMSANOCLOTHING �,S 2,245�.$ � - S - S S . ;S, - � �
.. _.. . ._ ..
;CEMETERYLICEMSES �S 420!S 75�.S 500�S - S 200�- 0% S 200�! 0.00%�
._ ... _ _ _ ._. . ._.. __ .. . _ .. . _.... _.. ._ .. .._-- . ._. .__--.- '
CEMEfERYOFFICESUPP -. ...�...... $ . . $. �.... 289 $.. .. . lll'$ . ...._.108,$... .. 250' 43%�S 250! 0.00%�
�.VETERAN'S PLOWERS .S . . S .. .. .S - � $ - S 4,700� ..OY�$ .... .4,700�' 0.00%
_ .. _ .._ ._---.. ...__ . .. . .__ . . _ .. _ . ._ .... ._.. . _ .. . . . _.. _ . _. .. �... .. . .._.._. ..__..:
CEMETERYTRUSTFUNDSUPPORT S - S $ $ .S (4,700) 0°:6 S (4,740���. 0.00%-
CEMETERY EXPENSES .$ 47,803 $ 53,135,$_ 38,439:$ 22,018�$ 44,700� 49'��$ 45,050 OJS%-
.....__.. . . _.. . ... ... .. ..... . . .. . . _. . . . . _ ._. .. .... . ..... . ._...--.._..__.
CEMETERYTOTAI I$ 208,541, $ 207,SR $ 208,287�$ 129,141 $ 225,400��. 57% $ 250,000' 10.91%
Note that the Parks Supervisor and Cemetery Supervisor are actually a shared position.
Each budget line has been increased for FY18 in anticipation of a retirement and the
challenge in continuing this arrangement. This sharing is not seen in Peer Communities.
Snow and Ice: The Snow and Ice budget is level funded at $625,000 for.the fourth
consecutive year. The winter of FYlS saw a record $1.5 million spent (FEMA
reimbursements will lower that figure), but F�16 resulted in a surplus. The following
chart shows the annual budget, actual expenses and a ten year average of eapenses.
Actual expenses are running about $200,000 over budgeted - but this is one line item
where l�udgeting low makes sense, to avoid layoffs before the weather materializes.
_.. _...___ ___.... _.._ .. i,aoo,000 �
1 �
--�___._--__-__---..___--------._..�� 1,200,000 `
L_._.
'i r i
�
, ;
_.... _._ ... �`� . ±' i i.000,000 ;
� { � � ; _
_ii � Y.� iJ. .�i 8W,000 Bud et
� � + �i �r � � ;
__.__ ___ _ _�,_t r -�-_�_ . __ .i. 600,000 ---�Adual '
� j� �i '�i 'J� �� - -1 rAv `
._........_'h �y.............._�.T .��I"' ..____...� ,. 4{J0,000 � �' `
� ..._. � . . � .
� t j ���`✓�1 ......... , �
_ __ _ ; 2il0,OQ0
� !
. , ,.. . _ ;
( .-� m= i� 0Q1� p.-� m vpl n _rnp_.ti f^--�' �^ O----'-----�- --��--' � .
� G�'1 � � � C1 O � O O O O O O b
� eN H �-i e� N N N N N N N N
l �.�._
1��
Rubbish and Recycling: In FY17, the Town signed a 10-year agreement with JRM, for
removal and transport of rubbish and recycling. The first year of the contract saw a 16%
increase over our prior contract, with 3% increases in subsequent years.
FY38 TOWN
_. FV14 FV15. FY16 FV17 PY17 0.EVISED FY17 MANAGER PR
ACTUALS ARUALS ACTUALS ACTUALS BUDGET YTD BUOGET CHANGE
SNOW/�CE WAGES . $ 28,209 $ 33,838 $ . 5,158 $ 3,016 $ 15,000 20% $ 15,000 0.00%
SNOW/ICE OVERTI_ME 5 215,856 $ 351,595 5 140,179 S 92 211 S 300 000 92% 5 100 000 0 00°/,
SNOW/�CE SALARIES $ 244,065_$ 385,413 $ , 145,337 $ 95,228.$ 115,000 r 83% $ 115,000. 0.00X
SNOW J ICE PLOWING&HAULING $ . 396,308 $ 509,214�$ 143,492 $ 67,965 �$ 225,000 .. 30%'$ 225,000 0.00%
SNOW(ICE POLICE DETAILS $ 10,714 $ .17,694 $ 2,168 $ 534 5 � 15,000 4% $ 15,000 0.00°.5
STREETSWEEPING $ 5,269 $, 14,280 $ 11,183 $ - $ 15,000 D%�$ 15,000 0.00°.6
SNOW/ICESUPPLIES/EQUIPMENT $ 55,280 $ 66,605 $ 53,141 $ 28,636 $ 50,000 57% $ 50,000 0.00%
SNOW/ICE SAND S 15,fi84 $ 4,114 S 885 S - S 15,000 0%�$ 15,000 0.00%
SNOW/ICE SALT , $ 302,771 $ 356,338 $ 160,031 $ 136,826 $ 150,000 91%�,$ 150,000 0.00%
SNOW(ICE CACL . _.._. ._. . $ . _- .$ . 5,720 $ . . 6,240 $ 3,120.$ 5,000 62% $ 5,000 O.DO%
SNOW/ICEGASOLINE, $ � 47,272 $ 75,542 $ 35,323 $ 26,812 $ . 30,000 89% $ 30,000 0.00%
SNOW&ICEMEALTICKETS 5 10.248 5_ 14,597.$ 6,602 5 3,422 $ 5000 68X�$ 5000 000%
�SNOW/ICEEXPENSES $ 643,347 $ 1,064,102 $ 419,063 $ 267,315�$ 510,000� 52X $ � 530,000 O.00X
SNOW/ICETOTAI S 1,087,412 $ 1,449,515 $ 564,400 S 362,543 $ 625,000 SSY.�S 625,000 0.00%
TRAFFIC IJGHT ELECfRICIlY S 7,762 S 8,225 S 8,748 S 5,271 S 12,000 44%,S 15,000 25.00%
$TREETLIGHT ELECTRICITV $ 123,949 $ 127,041 $ 118,506 $ 71,386 $ I50,000 48% $ 145,000 333%
STREET LIGHT MAINT&REPAIR S - $ 504 $ 504 $ 408 S 18,000 2%-$ 20,000 11.11%
TRAFFIC/STREETLIGHTINGEXPENSES S 131,711 S , 135,�70 S 127,758 S 77,065 S 180,000� 43% S 180,000 O.00K
... . . . . .. . . . . . _ .. .
TNAFFIC/STREET UGHTING TOTAL $ 131,711 $ 135,770 $ 127,758 $ 77,065 $ 180AOO T- 43X $ 180,000 O.00K
�WASTcREMVL GARBAGE COLLECfION $ 567,092 $ 571,636 $ 598]88 $ 703,400 $ 600,000 117%��$ . 721,000 20.17%
. .. . . . .. .. .. .. . . .
WASTEREMVLSOLID WASTE DISPOSA $ 449,493 $ 448,094 $ 450,809 S 478,935 $ 600,000 SOX $ 515,000 -14.17%
.WASTEREMVI CURBSIDE RECVCUNG $ 242,393 $ 247,431 $ 252,665 5 302,750 $ 300,000 301'i6,$ 309,000 3.00%
.WASTEREMVLMISCRECYCLMG $ 30,474 $ 29,361 $ 17,633 $ 8,733 $ 50,000 17%-$ 51,500 , 3.00%
�RUBBISH&RECYCIING El(PENSES $ 1,289,452 $ 3,296,522 $ 1,319,895 $ 1,493,818 $ 1,550,000� 96X�$ 1S96Sa0 3.00K
. . . . . _. . . . . . . . . .
RUBBISH&RECYCUNG TOTAL S 1,289,452 S 1,296,522 S 1,319,895 $ 1,493,818�.S 1,550,000 96%�$ 1596,500 3.00X
As the next chart shows, solid waste disposal tonnage has declined sharply, driven in the
recent five years to the town's pioneering mandatory weekly recycling program. For
northshore communities with over 7,500 households, only Newburyport (33%) and
Gloucester (32% with a pay-as-you-throw trash fee) have higher recycling rates than
Reading.
Rub�is� C��spa►s�1 • �r�n�a1 �a�r�ag�
. __ __-_ _ __ _ . - �
1t?,5W - - __ _ . _ _._.
1Q,CKaD �_ _ _ _ . _. .... _.___._.._. . __._ .. _. �
9,500 =-. . . . _ _ _ _ . _ ._ '__ .___. ___ ._..
9,pQp . __ _ . ._ _.. __ -_
8,SQQ ;-_._--- -_--__._. _. _.___. ._.. __. ___.___.- --_-- --------- �
r
g�� � � .__..._ _____ _..--___ ... ._._ - - _.._ _
��c,t� .! _ __._ . _ __ _ _ _
7�(}� � , . . . _ , . _,_ ,_ , , _.. . .. _,_. , __, ,
`8' a �s c c�r o c�i o � $' � : `•� � � � `.-�° •�-+ �
� � � � � � � � �. u � � � � � � ti � I
. _ �...__. __.._._.___. __._...._.�__�._.e._r._. �
101
Public Library
FY18 Budget
In response to budget guidance given to the town operating budgets, the Board of Library
Trustees is recommends an overall FY18 increase of 1.25% for the Public Library.
Details are shown below:
FY18 TOWN '
FY14 FY15 FY16 FY17 FY17 REVISED FY17 MANAGER PCT
_ _ _ . __
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUD�ET CHANGE
Salaries $ 1,045,931 $ 1,084,228 $ 1,136,376 $ 666,183 $ 1,190,675 56% $ 1,212,683 1.85%
Expenses $ 284,000 $ 309,729 5 300,600 $ 150,384 $ 317,325 47% $ 314,200 -0.98�0
DEPARTMENT $ 1,329,931 $ 1,393,957 $ 1,436,976 $ 816,567 $ 1,508,000 54% $ 1,526,883 1.25%
Overview
The move back to the newly renovated and expanded building at 64 Middlesex Avenue
been an exciting and busy time for the Library. Z'he addition of automated systems has
accommodated most of the expected surge in circulation and materials processing.
However, the Library has also seen inajor increases in programs, program attendance,
reference/research interactions and community room use. ��Vhile growth in prograins and
services may slow during FY18, projections indicate that the Library will continue to
provide a minimum of 25-35%more programs and services over previous years.
�� , . __ _ _ __ __ __ .__ .__
New 6uilding Impact �
�;
l Change ?
isis�
iz��
_._ ;
, �w�_ _. __ _ __ _ _
� � � _ ._asss �a%
_.._���.�._._..`._,. _ _-_...___,.�
� t� � 2tS9'
�_._.�3��e---------9%
�
� � �, � �
������ �`����� �P���` �`"`~ ���'�R� �`��P�� e-4``����� .�`��'�����
`�t�� -s ti� � �. �.�. �. ��.
��,��;`�� � �.�° ,�s�` 4�"�' �
� �c� ��,�-
.,
� ��� -�� � �� � �
. . . _. _ � _ _.r_..uw..����- ° ��
All growth is in line with the 2016-2021 Strategic Plan and a direct response to expressed
community needs. The increase in demand for programs and services has a direct impact
on staffing. In order to accommodate the current fiscal guidelines, maintain all standards
for certification, and remain eligible for State Aid, the Library will eliminate Sunday
hours (2:00 pm — 5:00 pm, October through May). The Board of Trustees recommends
restoring and potentially expanding these hours as soon as economically feasible.
102
. fY18TOWN
FY14 FYiS FY16 FY17 fY17REVISED FY17 MANAGER PCT
ACTUA�S ACTUALS ACTUAlS ACTUALS BUDGET YTD BUDGET CHANGE
Administration $ 495,803 $ 537,979 $ 552,268 $ 259,642 $ 556,375 47Yo $ 538,956 -3.13`Y
Circulation 5 211,087 S 203,802 $ 218,573 5 140,063 $ 240,150 58% $ 240,002 -0.06%
Childrens 5 243,217 $ 240,758 S 242,086 $ 153,979 5 254,950 60% $ 279,ll0 9.50%
Reference $ 259,023 5 275,556 $ 282,987 S 175,772 $ 312,375 56% $ 319,070 2.14%
Technicai Services 5 120,802 $ 135,862 $ 141,061 S 87,110 $ 144,150 60% $ 149,685 3.84%
DEPARTMENT $ 1,329,931 $ 1,393,957 $ 1,436,975 $ 816,567 $ 1,508,000 54% $ 1,526,883 1.25%
_ _
SA LARI ES
Administration $ 211,803 $ 228,250 $ 251,668 $ 109,258 $ 239,050 46% 5 224,756 , -5.98%
Circulation $ 211,087 $ 203,802 $ 218,573 5 140,063 $ 240,150 58% $ 240,002 -0.06%
Childrens $ 243,217 5 240,758 5 242,086 $ 153,979 $ 254,950 60% S 279,170 9.50%
.
Reference S 259,023 $ 275,556 $ 282,987 $ 175,772 $ 312,375 56% 5 319,070 2.14%
_ . _ _ _._.
Technical Services $ 120,802 $ 135,862 5 141,061 $ 87,110 5 144,150, 60% $ 149,685 3.84%'
DEPARTMENT $ 1,045,931 $ 1,084,228 $ 1,136,375 $ 666,182 $ 1,190,675 56%I $ 1,212,683 ' 1.85%
__ _ __ __ ._ _._ _ _ _ _ _ - --_ .
EXPENSES
Administration 5 284,000 $ 309,729 $ 300,600 S 150,384 $ 317,325 47% 5 314,200 -0.98%
Ci rculati on__
Childrens
Reference
Technical Services
DEPARTMENT $ 284,000 $ 309,729 $ 300,600 $ 150,384 $ 317,325 47% $ 314,200 -0.98%
_ _ _ .
Salaries
Salaries account for 79% of the Library budget. In FY16 the Library was open 3,063
hours which included 60 hours per week all year long, with an additional three hours on
Sundays (October-May), excluding holidays.
In order to accommodate the tremendous growth in programs and services, and stay
within the +1.25% budget guidance, the Library will eliminate Sunday hours. This cut
does not affect any staff benefits or require any layoffs. The overall staffing levels remain
the same. Below are the details for the FY18 salary budgets:
Fvis rowN
FY34 � FY15 � FYl6 FY17 ���� FY17 REVISED FY17 MANAGER PCT - �
.._ .. ... _.. ... . .... . . . _. _ ..._ ... _... .. ....._ . _. . ..__.... �. ......._ ,._. _. .._. _..___. ._ __ .__-�--__ __..._
ACTUALS ACTUALS � ACTUALS �. ACTUALS � BUDGET YTD � BUDGEf CHANGE�
118RARYDIRECTOR $ 93,011 $ 99,343 $ 103,957'S 55,034, $ 106,575 52%:$ 99,201' -6.92%
_ _ . .
LIBRARYASSiSTANT0IRECTOR $ 70,801 $ 75,077 $ 76,375 $._._ - _$__ 80,075 0%'_S__ _73,070 _ 875%
_ _ _ ___
___.
-
UBADMINISTRATIVEASSISTANT $ 43,026 $ 44,553 $ 44,587 $ 25,268 $_ 47,800 53% $ 47,760 0;08%,
_ _.__... _ _-- _..
LIBRARYSUBSTITUTES $ - $ 6,012 $ 11,876 $ 25,557 $ 4,600 556%'$ 4,725 2.72%:
, ..
LIBRARY DIVISION HEADS .$ _ _5 . I35) $ _ __ - . .$_ -- _.-_ .5_ -.�. ;5_ ,_ _ "
. ____. --- _ __- -----.
�DIGITALSERVICES LIBRARIAN $ � 7 $ - $ - :S 1,130`$ - �$ - �
LIBRARYLIBRARYASSOCIATE $ - S - S - S 1� $ - $ -
_. . . . . .
t18RARYASSOCIATE $ $ $ 6,304 S 2,159 5 $ •
_ .._ . .. _ . _ _ . _ . _
LIBRARYOVERTIME $ 2,842 $ 3,299 5 236 $ - $ - $ -
PROJECTMGMTSTIPEND $ 2,115 S - S - $ - $ S -
_
LIBRARY LEAVE BUYBACK S� - S - S 8,533 S - $ - S -
IIBRARYADMiNISTRATI0N5AtARIES $ 211,8Q3 $ 228,250 $ 251,668 S 109,255 $ 239,050 46°,4 $ 224.756 -5.98%
The Circulation and Technical Services Divisions manage over 18,000 patron accounts;
oversee seven program/meeting rooms; procure and process over 12,000 physical books,
movies and audio materials each year; and handle circulation over 409,000 items
annually which translates to approximately 134 items per hour of service.
The Children's and Reference Divisions are responsible for programs and direct services
to all age groups: Early Literacy (0-Syr), School Age, Teems, Adults and Older Adults.
103
In FY16, staff performed 51,442 reference / research interactions and provided 468 •
programs. Notable programs included: Community Conversation: Racial Justice with
author Debbie Irving; Facebook for Businesses; Foreign Affairs lliscussion Group;
Sensory Storytime; Community Story Walks and Summer Reading.
Additionally, the Library provided biweekly service to 25 homebound patrons in FY16
and also supplied reading collections to Sanborn Place, the Pleasant Street Center, and
Sawtelle Hospice House.
. . . . . . . . fY1STOWN
FY14 FY15 FY16 FY17 fY17 REVISED FY17 MANAGER PCf
ACTUAlS ACTUALS ACTUALS ACTUAlS BUDGET YTD BUDGET CHANGE
LIBCIRCDIVISIONHEAD $ 57,257 $ 59,391 $ 61,604 $ 38,165 5 63,600 60% 5 65,366 2.78%
. . __. .
LIBCIRCSRLIBRARYASSOCIATE $ 28,996 $ 28,687 $ 26,557 $ 17,896 $ 34,800 Sl% $ 32,176 -7.54%
LIBCIRCASSOCIATE $ 103,941 $ 97,754 $ 111,285 $ 72,035 S 113,800 63%�$ 121,600� 6.85%-
._. .. ..._ ._ . . . . . . . . . .
_ .. . .... .. _...
LIBCIRCPAGE $ 14,881 $ 17,277 $ 13,904 $ 7,653 $ 20,300 38%� $ 20,860� 2.76%�
. . . . . . . . .. . . .. . . . . . .._
UB CIRC THURSDAYS $ - $ 591 $ 117 $ - 5 - S -
LIBCIRCSUNDAYHOURS $ 6,012 5 5,102 $ 5,106 $ 4,314 $ 7,650 56% $ -500.00%
CIRCULA710N SALARIES $ 211,087 $ 203,802 S 218,573 $ 140,063 $ 240,150 5846 $ 240,002 -0.06%
CMLDRENS DIVISION HEAD $ 64,533 S 66,854 $ 69,402 $ 42,330 $ 70,250 60% $ 72,170 2.73%
_ _ _ __
CHILDRENS LIBRARIANS $ 124,125 $ 126,786 $ 129,509 $ 83,010 $ 134,350 62% $ 168,022 25.06%
CHILDRENS SR LIBRARY ASSOC $ 26,759 $ 27,787 $ 28,680 5 17,988 5 31,550 57% $ 30,958 -1.88%
_ . . _.. .
CHILDRENS ASSOCIATE � $ 5,861 $ 1,540�S 705� S - S - � S - �
CHILDRENS PAGE $ 14,358 5 11,919 $ 7,197 5 4,480 5 7,800 57% $ 8,020 2.82%
�CHILDRENSTHURSDAYS $ - $ 1,488� S 689��$ - S - � S
. .. ... _ . . ._ . .. . .... .. . ...... .. . .. ...... _.. .... . .. . . .... ... . . . -.. .. �
....... ..._ ...
CHILDRENSSUNDAVHOURS� $ 7,580 $ 4,384 $ 5,906�,$ 6,172 $ 11,000 56%� $ �-100.00%
CWLDRENSSALARIES $ 243,2ll $ 240,758 $ 242,086� $ 153,979�� $ 254,950. 60°� $ 279,170' 9.50°�G�
. . .... ._ ._.. . _.. . ..
. .... ..._..... . . ......_ . .. . __... .. . _..._.. . ..... ...__ ..__..
'REFERENCE DIVISION HEAD $ 63,227 $ 65,668 I$ 68,028,$ 42,537 5 70,250 61%�$ 72,170 2.73%
,
REFERENCELIBRARIANS $ 186,952 $ 201,457 $ 206,836 $ 127,725 $ 230,125 56% $ 246,900' 7.29%
REFERENCETHURSDAYS S . 5 2,508 $ SZ $ _ .5 __ _$
REfERENCESUN0AYH0UR5 S 8,813 S 5,923 S 8,070 S 5,510 $ 12,000 46% $ - -100.00%
. ��:REFERENCESAtARIES $ 259,023- $ 275,5%�.$ 282,987 $ 175,772 $ 312,375 56%'� $ 319,070� 2.14%�
TECHSVC DIVISION HEAD $ 64,665 $ 67,296 $ 69,384,$ 42,132 5 70,250 60% $ 72,170 2.73%.
- - _ . . _ _ . _ . _ _. _ . _.__
TECHSVCSRLIBRARYASSOC $ 39,919 $ 55,504 $ 58,475 $ 36,259.$ 60,550 60% 5 62,515 3.25%
TECHSVCSRLIBRARYTECH $ 6,209 $ - $ - $ - S - $ -
_.._ _ ___ _ . _ _ _ __ .
LIBRARYTECHSVCASSOCIATE $ 6,442 $ 11,731 $ 12,804 $ 8,195 $ 13,350 61% $ 15,000 12.36%
_ _ _..
TECH SVC PAGE $ 3,567 S - S - S - $ - $ -
TECH SVC THURSDAYS $ - $ 1,330 $ 132 5 - $ - 5 -
_ _ _ _
TECH SVC SUNDAY HOURS S $ - $ 265 S 525 S - $
TECHSERVICESSALARIES $ 120,802�� $ 135,862 S 141,061 S 87,110 S 144,150 60°.6 $ 149,685 3.84%
Expenses
The materials budget is reduced -2.15% from the previous year to $213,750. This
amount is 14% of the total budget which meets the MBLC certification requirements.
Professional staff are responsible for the curating both physical and digital collections.
All collections are evaluated on an ongoing basis and new purchases are selected
according to format and age group.
The electronic portion of the materials budget supports a virtual library that includes 30
digital magazines (including Consumer Reports), 3,000+ downloadable audiobooks,
45,000 eBooks, 7 millions downloadable music tracks, Ancestry.com, Tutor.com and
Mango Language Learning.
104
Purchases By Format Purchases by Age Group
Video iotal� �Audio Total Teen Total
8% � / 7% 8% . ,
��z= `s
r.Electronic Total
ID%
/� ChildrenTotal�
2295 ��
1
pY
Print Total Olher 7otai
R�,a� ,t�, ;E
64% � 1%
� Adults To[al
� �0%
........ ....._._ ... ......__... . ...._ ... ._ .... .. . . . _ . . ...._ .. ... .__. . . _... '._.. . ._...__.... .__....
FY18 TO W N
FY34 FY35 FYl6 FY17 . FYllREVISED FY17 MANAGER PCT �
.. . . . . . ._ .. . . . . . ....._ . � _. .. _ . . . ... . _ ...._ _ . . .._..
� ACTUALS �� ACTUALS � ACTUALS ACTUALS ��. BUDGET YTD - BUDGET CHANGE
,.._... ...._. .__... _ ._._. ... .
LIBRARYSOFTWARE LICEN&SUPP $ 57,854 $ 54,361 $ 58,264 $ 38,977 $ 55,385 70`/ $ 60,000 8.33%
__ __ . _ _. _ _ . _ __ _ _
LIBRARYMAINTCONTRACT/REPAIR $ 2,681 $ 1,417 S 4,012 $ 2,415 $ 3,300 73% $ - -100.00°h.
OUTSOURCEDPROFESSIONALSVCS S - S 6.� S - S - S - S -
. .. ...__.. ..... .. . . .. .. _ . ... . ..... .. .. .. , . . . .. . .. . . ... . . _.. _. .
LIBRARY PROF DEV-REGISTRATN $ 9,294 $ 6,251 S 9,549 $ 2,866 $ 12,500 23% $ 12,500 0.00°h
. LIBRARYPROfDEV-TRAVEL S 1,148 $ 6,764 5 6,581 $ 703 5 2,200 32% $ 2,200 0.00'/
lIBRARYSUPPLiES(EQUIPMENT $ 5,484 $ 4,221 S 5,987 $ 2,597 $ J,pDO 37% $ 7,250 3.57%.
. . . ..... ... ..
.. . . . . ... . . .. . . . . . .. ..___.
LIBRARYOFFICESUPP $ 6,456 5 4,684 $ 6,256 $ 2,657 $ 3,000 89°k $ 3,000 0.00%
LIBRARYTECHNOLOGYSUPPLIES $ 14,582 $ 14,955 S 4,287 S 4,979 $ 15,500 32� $ 15,500 0.00%
LIBRARYLIBRARYMATERIAlS $ - S 700 S - S - S - S 213,750� -2.15%-
_ . . . . ... ...... _ . . .. . . . . . . . _ .. ..
LIBRARYAOULTBOOKS $ 69,035 $ 77,664 $ 78.719 5 37,164 $ 88,000 42% $ -
LIBRARYCHILDRENSBOOKS $ 26,926 $ 23,116 $ 25,811 $ 7,163 $ 24,990 29% 5 -
_ . _ _ __ _ __ .
LIBRARYTEEN BOOKS $ 5,270 $ 6,473 $ 9,149 $ 5,659 $ 8,000 71% $ -
lIBRARYADULTAUDlO $ 12,715 $ 11,948 $ 12.292 5 3,766 $ 12,000 31% $ -
_ _ __ _
LIBRARYCHILDRENSAUDIO $ 1,499 $ . 2,213 $ 2,080 $ 263 $ 2,450 il%'$
_ _ __ __ ._ _ _ __ . _ _ _ __. .
LIBR MATERIAtS TEEN AUDIO $ 491 $ 408 $ 462'S 203 S 500 41%' $ -
Li6RARYADULTVIDEO $ 16,283 $ 13.937 $ 13,830 $ _ 6,643 .$ 14,300. 46%. $. _'
_ _._ . . _ _ _ _ _____ ._
LIBRARYCHILDRENSVIDEO 5 5,656 $ 3,168 $ 2,912 5 527 $ 3,000 18% $ -
LIBRARYPERIODICALS $ 18,383 $ 18,196'$ 18,741 $ 1,170 $ 18,200 6% $ -
_ __ � _
LIBRARYELECTRONIC $ 780 $ 10,479 $ 27,206 $ 15,611 $ 9,200 170`�' $ -
__ _ _
LIBRARY ONUNE DATA BASE 5 13,046 $ 30,220 $ 6,825 5 12,194 $ 28,600 R3% $ -
UBR OTHER MATERIALS $ -_ S . 2,170 S 2,523 $ 912 $ 3,200 28% $ -
_. ___ . _. .
LIBR EBKS/DWNLOAD/OVRDRV/ADLT S_ _ 3,835 S 36 $ 970 S - S 1,000 0% $ -
__ .
LIBR EBKS/DWNLOAD/OVRDRV/CHID $ 7,112 $ 7,677 $ 2,379 $ 3,916 $ 4,000 98% $ -
__
UBREBKS/DWNLOAD/OVRDRV(TEEN S 4,214 S _ 1,097_$ 965,$_. _._ .' S _. 1,000_ 0%.S _._' _
_ _ _ . _ . _
TRANSPORTATION COSTS $ 1,256 S 1,576 S 801 I$ - ! $ - S -
LIBRARY ADMINISTRATION E%PENSES $ 284,000 $ 309,729 $ 300,600'$ 150,384 $ 317,325 47% $ 314,200 -0.98°�
_
Other Library expenses see an increase of 1.58% from the previous year to $100,450.
The largest portion of this budget goes to support our integrated library system (ILS) that
manages all patron accounts, serials subscriptions and the library catalog. The ILS is
licensed and supported through our membership to North of Boston Library Exchange
(NOBLE). The NOBLE membership has a significant increase of almost 6% in FY18
primarily due to state funding cuts. Other budget lines, such as professional
development, technology equipment and office supplies remain level to accommodate
this increase.
With regard to future planning for library expenses, all maintenance contracts for newly
acquired automated technology is paid through F.Y18. FY19 will need to include funds
for continued support and updates for this equipment.
105
Facilities
FY18 Budget
The Facilities Departinent FY18 budget is increased by 4.9°/o when compared to the
previous year. Core Facilities are up +4.9% and the smaller Town Buildings up 4.6%.
Details are shown in the tables below:
_ _
_ _ _ .
__ ___ _
FY17 fY18TOWN'
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER II PCT
ACTUALS ACTUAIS ACTUALS ACTUALS BUDGET YTD BUDGET {HANGE
Core Facilities $ 2,199,196 $ 2,235,355 $ 2,406,742 $ 1,465,333 $ 2,856,211 51% $ 2,997,180 ' 4.94%
_ _ _ _. _
_ _ _ . . .____ _ _
Town Buildings $ 233,987 $ 244,002 $ 287,234 $ 183,726 $ 286,890 64%: $ 299,935 . 4.55%I
:School Buildings pleaseseetheSchoolbudqet '
DEPARTMENT $ 2,433,183 ! $ 2,479,357 $ 2,693,976 $ 1,649,060 $ 3,143,101 52% $ 3,297,115 ' 4.90'/'
FY17 FYI8TOWN i
' FY14 FY15 FY16 FY37 REVISED FY37 ! MANAGER PCT '
SALARIES ACTUALS ' ACTUALS ' ACTUALS ACTUALS BUDGET YTD BUDGET :CHANGE
Core Facilities $ 261,225 5 265,930 $ 398,519 $ 262,037 $ 493,085 53°� $ 555,750 ': 12.71%'
_ __
Town Buildings $ 170,072 S 178,808 $ 191,141 $ 115,939 $ 206,805 56%: $ 219,850 I 6.31%'
bchooi Buildings
DEPARTMENT $ 431,297 $ 444,738 $ 589,660 $ 377,976 $ 699,890 54% $ 775,600 10.82%
_. _
FYl7 FYSS TOW N'
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER ' PCT
___ ___ _ . _ _ . _ _ _ . . _ _ _ _ _
EXPENSES ARUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGET 'CHANGE
Core Facilities $ 1,937,971 $ 1,969,425 $ 2,008,224 $ 1,203,296 $ 2,363,126 51% $ 2,441,430 ' 3.31%
_ _ _ . _ _ _ _ . _ _ _ _. _ _.
Town Buildings $ 63,915 $ 65,194 $ 96,093 $ 67,788 $ 80,085 85% $ 80,085 ' 0.00%'
School Buildings
DEPARTMENT $ 2,001,886 $ 2,034,619 $ 2,104,317 $ 1,271,083 $ 2,443,211 52% $ 2,521,515 : 3.20'/
The Facilities Department is responsible for the repair, maintenance and capital
improvements of eight School Buildings and nine Municipal Buildings totaling l.l
million square feet of space. The Department manages a staff of tradesmen composed of
an electrician, plumber and two carpenters, and some work is outsourced through service
contracts. Cleaning of the buildings is accomplished with a staff of twenty three full-time
custodians. Contracted cleaning is utilized at two schools: RMHS, Coolidge Middle
School; and four town buildings: Town Hall, Reading Public Library, Pleasant Street
Center and the Police Station. Below is a quick overview of these buildings:
School Buildings Built Renov. Sq.Feet Town Buiidings Built Renov. Sq.Feet
RMHS 1957 2006 375,000 Town Hall 1918 1990 16,000
Coolidge MS 1959 2000 96,000 Pleasant St Center 1850 1993 5,700
Parker MS 1925 1998 98,000 Police Station 1998 30,000
Barrows ES 1963 2005 54,000 Main St. Fire 1990 10,000
Birch Meadow ES 1957 1995 59,000 West Side Fire 1956 7,400
Joshua Eaton ES 1920 1994 56,000 DPW Garage 1989 42,000
Killam ES 1968 57,000 Library 1894 2016 39,000
Wood End ES 2004 52,000 Cemetery Garage 1929 3,000
Mattera Cabin 1983 2011 3,000
106
' The Facilities Department Mission is to support the Town's Educational and Municipal
Government functions. This mission is accomplished through the quality driven delivery
of Facilities Services in a timely and cost effective manner along with exceptional
customer service.
Facilities Staff inembers strive to maintain an efficient, safe, clean, attractive and inviting
environment for all public buildings associated with the Town of Reading. The Facilities
Department also provides the necessary services to facilitate building use for internal and
external users.
As shown by the department staffing chart below, the Town custodians and cleaning
contract reside in the Town Buildings budget; the Director and Assistant Director, the
Administrative Secretary and the Maintenance Technicians are in the Core Facilities
budget; the remaining positions are in the School budget (with both the general fund and
revolving funds providing the support).
Director of Facilities
Assistant Director .
Administrative Asst:�;p'
Licensed Electrician
Licensed Plamber -
Master Carpenters�2)�r�;� �
� _ ��. ,.� ,� _.. . . .�.. .. �. �,�._. ..� ._. _
Town Custodians(4) �'acility Mana�er Rental Coordinator
_ ��
� ���M.� _� ..��� .< � Mati.
Cleaning Contract School Custodians (18) Event Technicians ,;
� Cleaning Contract _ .
� �;. � � _ � � _ _�.�
• - • • i • - • • �
i .
�;t �
+ {
.,�,t
t
�i • „_,
� f �
i i �; . � �, �� �
�� `Jt �� '� w
•t � ' �_ ; ��M � �8�'q����d���������
�t � ��,' � � �.��. �'�� ������� � ��..
i*� a I u p. � r
Y,.o �.
f •
� ♦ ♦
♦ M �
� t
�..•� .! 4� 1
•
a` ,�
� ,
y
1� /
The department utilizes technology at an increasing rate in order to minimize expenses �
and maximize the efficiency of buildings. The flow chart below gives a visual
representation of the department's approach.
Work Order Management Asset In�entory and
Preventive Maintenance History
Maintenance �'�'
.
� �
'�".: / �
��
� �
� �, Web-based
� �,j�C�'` Pacilities Ma�agemenY �4
� ��� � CMMS Software ��
\ � '"'� �
�� ��,� �-��
��-���,°�"� Checklist&
�afety Tips
'--------
Breakdown Maintenance Reports
For example, Utility Trac provides the department with an overview of cost across all the
town and school buildings as shown below:
����,�_o�
r,��.. °'� ����..,.�,. ....1!t�re'N(�'?r� � � `���� ' �'"x ; � �`� � ,�$ "'� > :�����\<._�
. ?� `�.�.F��a�`�c��...�...��,��,�s�,w�.�<.i,��r,�a�.�+e�..�.aa�.�u�aa.������'�.s��,..�.�,�..�.x. ..._>...�..,___ � ,o��' �;�
Piace Cust Profile
zsn.000 ._ . _ _ _ _ _ __..____.
z4o.aoo -_ __.__ __.___ .--------
_.. _.____ ..,�_____----
.__------ -- --
� �
zoo.o� ---------------- .._ ._. �., -----
---� �, �
16d.000 ._... �,°� �T`.- �. ..;, -�-2013
___ ._._
__ .. - —
� ;�p.�.�,.... ._._,, __ -�2014
-+�-2015
� 120,000 -- -— - — 'f+ ___ ___—-----�.--- . - — ----- -8-2U16
�.----�`'`;. f/. .. � -�-2017
f�'
ao.000 ._.—__-�� -��"��_ _. __...�.�...�_..__� � ____. �.. ..�'"�--�-
-��` ��-'----�
�•� __ __. __ . __ _ .__ _ _ _ ._---_
_: :�---�-.
�____..._�______.�-
0
�d Aug Sep Oc[ Nw Qc ]� Feb Mar Apr MaY J�
Morttli
rw. � +�a s.v � - oa «w o.� a. w. �a M.r i.+ ...`.�'� � �
MU 90 K4<3+ Q7
St1.7O8 g�',`«. .
. MIa 4g,77g {a9,9II W.�1 Slt. SSSQ6'A f1a9,7 SIA,7:T if9atlN ftFB,l Sbq,239 S)4� f9Qi77
1015 fA�oz sso+6� G9 fsi,s� f1•1.TQ f�w.�a7 u�2av3' u:�,2 s� feZ,� )n.vu s144s:) ��-{ �.
1C16 f9,779 1'1q�02 �105�9J) fB9,}U f�19.19 1156,9t �15.',S ;iB:>,!$ {ISi,I7
f841 fWAT SSI�YM
:017 fa9,. ft08. 3116. Sffi.7ll 1101.6II „y .
108
" FY18 Core Facilities Budget
Town Meeting will vote on the total for Core Facilities, as shown below as a +4.9%
increase. During mid-FY 17, a discussion between the Facilities Director, Superintendent
of Schools and Town Manager resulted in the addition of a second Maintenance
Technician, which will help reduce costly outsourcing for a variety of building repairs. A
few years ago a similar change was made, and a full-time electrician has saved over
$50,000 annually. This new position is shown in FY18 but not reflected in FY17.
1.. FYIBTOWN .
FY14 FY15 FY16 FY17 FVI7REVISEO FY17 MANAGER pCT
CORE FACIUTIES ACTUAL$ ACTUAL$ ACTUALS ACTUAL$ BUDGET YTD BUDGET CHANGE
FACILITIES OIRECTOR $ 59,793 $ 47,683 $ 136,162 $ 70,295 $ 126,250 56% $ 129,000 2.18%
FACILITIESASSISTANTDIRECTOR $ - $ - ; 5 - $ 50,068. 5 ' 96,400 52Yo $ 93,175 ' -3.35%
FACILITiESADMINISTRATIVEA55T 5 19,219 S 19,973 $ 45,772 5 28,192 S 50,915 55% 5 51,125' 0.41%'
CLERICALLONGEVI7Y 5 325 5 325 $ 650 $ - ' S - 3 -
lICENSEDMAINTENANCESTAFF 5 77,416 5 129,596 5 135,365 $ 74,574 ' $ 135,593 55% 5 138,835 2.39%
MAINTENANCETECNNICIAN $ 78,983 $ 37,187 $ 52,202 $ 30,307 $ 55,812 54% $ 116,000 107.84%
MAINTENANCE LONGEVIIY $ 513 $ 513 $ 513 5 615 $ 615 100% $ 615 0.00%
MAINTENANCE OVERTIME $ 24,977 $ 30,654 5 27,855 5 7,986 $ 27,500 29% $ 27,000 -1.82%
CORE FACIUTIES SALARIES $ 261,225 $ 265,930 $ 398,519 $ 262,037 $ 493.085 53% $ 555,750' 12.71%
Miscellaneousexpenses 5 53,683 $ 38,493 $ 83,118 $ 18,521 S 25,800 � 72% $ 28,300 9.69%
Electricity $ 672,483 $ 701,184 5 711,072 5 404,156 $ 805,625 � 50% 5 845,325 4.93%
Natural Gas $ 548,694 $ 591,796 5 479,552 $ 175,790 5 596,84b � 29% $ 626,775 5.01%
'Water/Sewer $ 118,676, $ 121,410' $ 135,586 5 103,726 I $ 126,475 � 82%a' $ 132,850 ' S.04%'
Building Repairs $ 204,316 $ 165,098 S 250.993 5 226,130 5 255,000;� 89% $ 245,200, -3.84�'
Other maintenance&repairs $ 27,742 $ _16,885 $ 22,540; $ 7,704: $ 62,000� 12%; $ 110,700 78.55%
--___ __..__ . ,. . _ . - - _ _.._.
Extraordinary repairs $ 69,111 $ 110,840 S 32,699 S 14,711 $ 127,500� 12% 5 10800(l 15]9%
_ . _ _ _ _ _ _ __ ., _.
_ --- ,__ _ ._ _ r _ _ _
Electrical $ 27,123 $_ 28,528 $ 29,763 5__28,324. $_ 43,500 _ 659'BA$ _ 43,500_ 0.00%
_ __._.._ ._ _ --
Buildingalarms $ 25,509 $ 35,258 $ 14,591 $ 23,299:$ 31,750� 73% $_ 31,750 0.00%
--- _._ __ _
Buildingfireequipment $ 18,900 $ - $ 8,505 5 - $ 35,500� 0% $ 35,500 0.00%
_
•HVACServices $ 112,060 $ 114,262 $ 180,306 $ 130,004 $ 169,600� 77%' $ 150,000 -11.56%
ElevatorServices $ 32,700 $ 32,142 ' $ 23,457 ' $ 34,745 ; $ 53,750 � 65% $ 53,750 0.00%
� Pestmanagement5ervices $ 4,274 ; $ - $ 5,791 $ 6,059_ $ 7,580� 80%: $ 7,580 0.00%a
_. _ _ _; _
Plumbing 5 22,699 $ 13,528 $ 30,250 $ 30.127 , $ 22,200 • 136% $ 22,200 0.00%
CORE FAGILITIES IXPENSES $1,937,971 $1,969,425 $2,008,224 $1,203,296 $2,3� 51% $ 2,441,430 331°�
R A ILI I TA ,1 ,1 , 5 ,4 ,742 1,4 5, , 5 , 11 1 0 , 7,1 4.
Expenses are shown above and described in more detail in the following pages. Some
FY18 expenses have been reduced because of the new Maintenance Technician position.
�.---. _ ___ __ _ _._ _�...Y
Town and Core FYIS `�
. �� � .
� � ��
� � ��� �
y�5 i
e'
Y �� ��
't¢ �`���� �: w 7msm i+akcic5 �
. �, � � �`�� � �afas 5a6�ries ���,
��"'_ a� .w
. � #Tovm Bact�Sie�g�pv�nses� .
� a�C4se fst�iiyExp�s3i,�S
■Ls;'s�cy�[xps:r.s�s
�� �
�i"j � qqq
�' ���s y.����� p
���5 _ „T ; „V�°.`�`"""k'�.
. .#�,� ..< . <.,�. ... . _�.. _ . .s �, ... ,
109
Miscellaneous expenses .
Note that technology costs were moved to the Administrative Services department and
fuel costs were moved to the Public Works department budget when the Core Pacilities
department was moved from the School department budget. There is an increase in
professional services for FY 18, which helps when architectural services are required for
minor carpentry projects.
FYI8TOWN
FY14 FY15 FY16 PY17 FYI7REVISE� FYll MANAGER pCT
ACTUALS ACTUALS ACTUAl.S ACTUALS BUDGET YTD BUDGET CHANGE'
PROFESSIONALDEVELOPMENT S 1,970 $ 3,751 S 1,942 S 1,706 S 2,000 85% $ 2,000 0.00%
_ ._ _ _
_ . _ .
TECHNOLOGYSUPPLIES $ 7,049 $ 7,643 $ 10,798 $ 1,275 $ - $ -
OFFICE SUPPLIES&EQUIPMENT $ 1,831 .5 3,702 $ 2,287 5 1,637 $ 1,000 � 164% $ 1,000 0.00%
BUILDINGSUPPIIES&EQUIPMENT $ 16,485 $ 14,673 . $ 35,072 $ 9,203 $ 16,000 � 58% $ 16,000 0.00%
PROFESSIONALSERVICES $ 13,365 $ - $ .24,649 $ 4,500 $ 5,000 r 90% $ 7,500 50.00%
CLOTHING $ 2,553 $ 501 $ 300 $ 200 $ 1,800� 11% $ 1,800 0.00%'
__ _. _ _ __ _ __.
FUEL $ 10,430 $ 8,223 ; $ 8,070 $ - $ - $ -
_
MISCELLANEOUS EXPENSES $ 53,683 $ 38,493 $ 83,118 $ 18,521 $ 25,800 � 72% $ 28,300 9.69%
Utilities expenses
Costs are estimated to increase by 5% as shown below and on the next page. This
includes estimated modest increases in consumption by the newly renovated but lai•ger
Public Library.
FVI8TOWN :
FY14 FY15 FY16 FY17 FYI7REVISEO fY17 _MANAGER pCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUD6ET CHANGE'
BARROVNS ELECTRICITY , , ,
BIRCHELECTRICITY S 20,578 $ 21.776 $ 23.584 $ 12,936 $ 24,150 54% $ 25,350 4.97%'
EATON ELECTRICITY 5 28,886 $ 27,769 $ 33,159 $ 10,309 5 34,150 30% $ 35,850 4.98%
KILLAM ELECTRICI7Y $ 27,824 $ 35,560 $ 42,742 $ 21,582 $ 41,025 53%. $ 43,075 5.00%
WOODENDELECTRICITY $ 36,455 $ 38,990 $ 39,378 $ 23,418 $ 42,775 55% $ 44,925 5.03%'
COOLIOGE ELECTRICITY $ 55,325 $ 58,522 $ 59,544 $ 34,382'. $ 64,100 54% $ 67,300 4.99%
PARKER ELECTRICITY $ 66,695 5 73,233 . $ 73,297 5 31,944 $ 77,300 41% S 81,175 , 5.01%
RMHS ELECTRICITY 5 248,820 $ 257,874 : $ 249,197 $ 145,984 $ 278,700 52%. S 292,650 . 5.01%
TOWN HALL ELECTRICIIY $ 20,357 5 21,461 $ 23,542: $ 15,488' $ 24,075 64% $ 25,300 5.09%
POLICE ELECrRICITY $ 44,732 $ 47,639 $ 49,777 $ 31,829 $ 51,500 62%. 5 54,075 5.00%
1vIAIN FiREELECTRICITY 5 12,696 $ 14,320 $ 14,449 5 9,622 5 Y4,675 66%,S 15,400` 4.94Yo
WESTFIREELECTRICITY 5 4,426 $ 4,559 S 4,681 5 3.657 $ 5,525 66% $ 5,800` 4.98%.
'LIBRARYELECTRICITY 5 32,323 $ 24,687 $ 16,184 $ 20,189 $ 52,000 39%; S 54,600; 5.00%
SENIOR CTR ELECTRICITY S .7,541' S 7,868 $ 9,016 I 5 6,165 $ 9,700 64% $ 10,200 _5.15%I
DPW ELECTRICITY 5 31,947 ' $ 33,255 S 29,481 i $ 16,588: $ 34,650` . 48% $ 36,400� . S.OS%:
ENER�Y CONSERVATfON-EI�CTRIC 5 3;109 $ _-3,315 '$_ 7,048'-5 _.____ $_ 12,$00. 0°la` $_ 12 8C�7 :_ 0.00'�0'
ENERGYfviGNfTSYSREPAIR5 5 __. S (371?�$ `S __.__-_, 5 __ _ 5 _ _-- ,
ELECTRICITY $ 672,483 $ 701.184 , $ 711,072 ; $ 404.156, $ 805,625 - 50'/0, $ 845,325 ; 4.93%'
__ _ __ _ _ _.
BARROWS NATURALGAS $ 32,701 ' $ 33,780 ' $ 27,914 . $ 11,549 $ 31,250! 37�' $ 32,800 4.96%
BIRCHNATURALGAS ' S 2�,315 , $ 29,515 ' S 27,048'; $ 9,041 $ 27,425 : 33%` 5 28,800 5.01%I
EATON NATURALGAS ; $. 43,093 S 40,643 $ 33,669`$ '13,615 $ 40,000"_ 34% 5 42,000; 5.00%"
KILLAMNATURALGAS . $ 32,069 $ 47,276 $ 29,837 $ 11,507 $ 35,775. 32% $ 37,575 , 5.�3%
VJOOD ENb NATURALGAS $ 27,439 $ 29,451 ` $ 27,750 $ 10,104 i $ 27,400 379� $ 28,775 ' S.02%.
COOL�DGENATURALGAS S 91,924 $ 88,837 $ 73,965 $ 32,580 $ 91,221 36%`5 95,800 ; 5.02%
PARKERNATURAlGAS $ 7,829 5 61,207 $ 55,844 $ 23,168 $ 65,450 35% $ 68,725 5.00�
RMHS NATURALGAS $ 140,273 $ 130,321 5 102,933 $ 22,921 $ 133,150 17% $ 139,825 ' S.Ol%'
TOWN HALLNATURALGAS $ 10,625 $ 11,760 5 10,166 , $ 4,327 $ 10,700 40% $ 11,250; 5.14%
POLiCENATURALGAS $ 20,284 $ 19,293 : $ 17,263 $ 6,179 5 18,860 33% S 19,750' S.057'
MAIN FfRE NATURALGAS 5 12,879 $ 9,354 $ 8,148 $ 4,008 $ 11,200 36� $ 11,775 ' S.13%`
WEST FtRE NATURAL GAS 5 9,351 ' $ 8,306 $ 5,015 . $ 2,620' $ 8,600 30%' $ 9,025 4.94%:
LIBRARYNATURALGAS 5 22,470 $ 8,660 S 5,678 $ 1,186 $ 31,400 4% $ 32,975 � 5.02%'
SENIOR CTR NATURAL GAS $ 6,751 $ 6,648 : $ 4,661 5 2,311 $ 6,675 35% $ 7,000' 4.87%!
DPW NATURALGAS 5 63,689 $ 66,744 ' $ 49,660 $ 20,625 $ 57,800 36% 5 60,700' S.02%
NATURALGAS $ 548,694 $ 591,796 $ 479,552 $ 175,790 $ 596,846 29% $ 626,775 5.01%
_ _ __. _ . _ ___
110
� FYI8TOWN
FY14 FY15 FY16 FY17 FYI7REVISED FY17 MANAGER PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE
BARROWS WATER%SEWER 5 5,027 $ 5,380 $ 6,256 5 2,745 5 6,075 45% $ 6,375 4.94%
BIRCH WATER/SEWER 5 7,374 5 7,323 5 7,811 $ 4,251 $ 6,950 61� $ 7,300 5.04%
EATON WATER/SEWER $ 4,864 $ 5,106 $ 5,900 $ 3,141 5 4,300 73% $ 4,500 4.65%
KILLAM WATER/SEWER $ 11,336 $ 7,581 $ 8,537 5 4,280 $ 8,600 SOYo 5 9,025 4.94%
WOOD END VJATER/SEWER $ 8,794 $ 10,711 $ 12,914 $ 13,435 $ 9,850 136% S 10,350 5.08%'
COOLIDGEWATER/SEWER S 14,238 5 11,435 5 18,235 5 27,723 $ 20,225 137%' S 21,250 5.07%
PARKER VJATER/SEWER $ 10,804 5 11,052 . $ 10,336 5 4,642 $ 10,900 43%` S 11,450 S.OS%
RMHS WATER/SEWER $ 38,133 $ 45.625 $ 49,359 , $ 33,088 $ 38,000' 87% $ 39,900 5.00%
TOWN HALL WATER/SEWER $ 2,466 5 2,808 5 2,899 5 2,421 $ 2,600 93% $ 2,725 4.81%
POUCE WATER/SEWER $ 2,378 $ 2,415 $ 2,502 $ 1,096 , $ 2,875 38% S 3,025 5.22%a
MAW FIRE WATER/SEWER $ 2,927 $ 2,973 $ 3,083 $ 1,684 5 3,300 5130 $ 3,475 5.30'�
WESTFIREWATER/SEWER 5 841 $ 818 $ 848 $ 438 $ 9Z5 47% $ 975 5.41Yo
_
LIBRARY WATER/SEWER 5 2,504 $ 1,172 $ - 5 1,487 $ 3,875 38% 5 4,075 5.16%
SENIORCTRWATER/SEWER $ 1,418 5 1,385 5 1,548 5 826 S 1,650 50% $ 1,750 6.06�'0
DPW WATER/SEWER $ 5,573 $ 5,627 $ 5,357 $ 2,471 $ 6,350 39%. $ 6,675 5.12%
WA 1 , 7 121,41 135, 1 , 12 ,4 5 1 , 5 . o
_ . . ._ _.
Building maintenance and repairs expenses
Reductions were made across the board in building repairs (-4%), other maintenance &
repairs (-18%), and extraordinary expenses (-15%) because of the previously mentioned
new position added mid-FY 17.
FY18 TOWN :
FY14 FY35 FY16 FY37 FY17 REVISED FY17 MANAGER PCT
ACTUAIS AC7UAL5 ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE
BA BLD6 REPAIR EXPENSE S 9,802 S 10,046 S 12,197 $ 7,123 $ 15,000 47% S 14,400 -4.00%
BIRCH BU�LDING REPAIR EXPENSE S 13,438 S 6,049 $ 5,870 S 8,145 S 15,000 54% $ 14,400 -4.00�
EATON BUILDING REPAIR EXPENSE $ Z5,648 $ 11,228 $ 31,216 $ 14,616 $ 15,000 97% $ 14,400 -4.00%
KILLAM BLDG REPAIR EXPENSE $ 8,888 $ 10,331 $ 12,279 $ 13,753 $ 15,000 92% $ 14,400 -4.00%
WOOD END BLDG REPAIR EXPENSE S 7,142 5 9,048 S 14,210 S 11,325 $ 15,000 76Y S 14,400 -4.00Y
_ _
COOLIDGE BLDG REPAIR EXPEPtSE $ 18,342 $ 10,621 $ 19,213 $ 16,242 $ 22,500 72Y $ 21,600 -4.00%
PARKER BLDG REPAIR EXPENSE S 18,283 $ 15,708 S 24,458 $ ll,287 $ 22,500 77% $ 21,600 -4.00%
RMHS BLDG REPAIR EXPENSES 5 54,788 $ 39,944 $ 65,381 $ 47,353 $ 60,000 79% $ 57,500 -4.17Y
TOWN HALL OTH BLDG REPAIR EXP $ 18,133 $ 6,961 $ 8,327 $ 12,267 $ 25,000 49% $ 24,000 -4.00%
POLICE OTH BLDG REPAIR EXPENSE $ 2,603 $ 6,895 $ 5,136 $ 10,509 $ 10,000 105% $ 9,750 -2.50%
__ _ _
__ ___ _ __
MAIN FIRE pTHER BLOG REPAIR EX $ 10,722 $ 8,349 $ 14,869 $ 6,304 $ 10,000 6346 $ 9,750 -2.50%
WEST FIRE OTH BLDG REPAIR EXPE $ 3,732 $ 2,963 $ 5,293 $ 5,409 $ 5,000 108% $ 4,750 -5.00%
LIBRARY OTH BLDG REPAIR EXPENS $ 4,305 $ 830 S 10,576 S 37,764 $ 5,000 755� $ 4,750 -5.00%
SENIOR CTR OTH BLDG REPAIR EXP $ 2,535 $ 8,558 $ 3,397 $ 5,079 $ 10,000 51% $ 9,750 -2.50%
DPW OTH BLDG REPAIR EXPENSES $ 5,955 S 17,567 $ 15,572 $ 12,953 $ 10,000 130Y $ 9,750 -2.50%
BUILDING REPAIRS $ 204,316 $ 165,098 $ 250,993 $ 226,130 $ 255,000 89% $ 245,200 3.84%
As was mentioned in the Town Manager's Budget Message, one-time expenses were
added to the town's budget in order to minimize FY19 position layoffs. This town
funding accounts for three significant increases seen in a table on the next page: $25,000
for Town Hall interior signage, painting and furniture; $25,000 for the Police Station for
a prisoner booking area safety improvement; and $10,000 for the Pleasant Street Center
(PSC) for various improvements. Without these additions, the budget is 18% lower in
FY18.
Note that both the Town Hall and PSC projects will be holdbacks for the school budget,
as noted (*) below and described previously. The Police project is too important from a
safety perspective to delay beyond next year.
111
� FYI8TOWN '
FY14 FY15 fY16 FY17 FYI7REVISED fY17 MANAGER PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE
GENERALOTHERMAINT&REPAIR $ 1,846 $ 3,043 $ 6,597 5 6,672 5 5,000 133% $ 5,000 0.00%
BARROWS OTHER MAINT&REPAIR $ 1,360 S 834 $ 1,162 $ - $ 2,500 0� $ 2,000 -20.00%
BIRCH OTHER MAINT&REPAIR $ 1,465 $ 1,259 $ 1,229 $ - 5 2,500 0% $ 2,000 -20.00%
EATON OTHER MAINT&REPA�R $ 1,974 $ 1,112 $ 1,137 S - S 2,500 0% $ 2,000 -20.00%
KILLAMOTHERMAINT&REPAIR $ 1,614 $ 563 $ 558 $ - S 2,500 0% $ 2,000 -20.00/
WOODENDOTHERMAINT&REPAIR $ 2,882 $ 1,554 S 1,374 $ - $ 2,500 0% $ 2,000 -20.00%
COOLIDGE OTHER MAINT&REPAIR $ 2,966 $ 2,227 $ 3,042 $ - $ 5,000 0% $ 4;000 -20.00%
PARKER OTHER MAINT&REPAIR $ 3,058 $ 2,523 S 2,536 $ - $ 5,000 0% $ 4,000 -20.00%
RMHSOTHERMAINT&REPAIR 5 10,577 $ 3,770 $ 4,905 5 - S 7,500 0% $ 6,000 -20.00%
TOWN HALL OTH MAINT&REPAIR $ - $ - - S - 5 - $ 2,500 0% $ 2,000. -20.00%
POLICE OTH MAINT&REPAIR EXPENS S - $ - S - S - $ 2,ppp 0% $ 1,600'. -20.00%
MAIN fIRE OTH MAINT&REPAIR IXP $ - $ - $ - $ - S 3,500 0% S 2,800 -20.00%
WEST FIRE OTH MAINT&REPAIR EXP 5 - 5 - 5 - 5 - 5 1,500 0% $ 1,200 -20.00%
UBRARYOTHMAINT&REPAIREXPEN S - 5 - 5 - 5 - S 1,500 0% $ 1,200 -20.00%
SENIOR CTft OTH MAINT&REPAIR EX $ - $ - S - $ - $ 1,500 0% $ 1,200 -20.00%
_ _ _. _. _
_._._
DPW OTH MAINT&REPAIR EXPENSE $ - $ - S - S - S 1,500 0% $ 1,200 -20.00%
CEMETERYGARAGEMAINT&REPAIR 5 - 5 - S - $ 153 5 5,500 3/ $ 4,500: -18.18%
MATTERA OTHER MAINT&REPAIR $ - $ - $ - $ $79 $ 7,500 12% $ 6,000' 20.00%
__ _ . _ _ _. _ __ _ __
'TO W N HALL P RO1 ECTS "
$ 25,000 100.00%'
POUCESTATION PROJECTS $ JS,000: 100.00%:
*SENIOR CTR PROJECTS S 10,000 100 00%
OTHER MAINT&REPAIRS $ 27,742 $ 16,885 S 22,540 S 7,704 S 62,000 12% $ 110,700, 78.55%
BARROWSEXTRAORDINARYREP $ 5,192 $ 1,091 $ - $ 4,454 $ 5,000 89% $ 4,250 45.00%:
BIRCH EXfRAORDINARY REP $ 14,250 $ 650 S (289} $ - $ 5,000 0% $ 4,250' -15.00%
EATONEXTRAORDINARYREP $ 1,575 $ 19,306 $ (24) S - $ 5,000 0% $ 4,250' -15.00%
KILLAMEXTRAORDINARY REP $ - $ 3,946 5 - S - 5 5,000 0% $ 4,250` -15.00%
WOODENDEXTRAORDINARYREP $ - ` $ 24,979 $ - $ - $ 5,000 0% $ 4,250 -15.00%
COOGDGEEXTRAORDINARYREP $ 12,111 $ 19,350 $ 4,400 $ - $ 10,000' 0% $ 8,500 -15.00%
PARKEREXTRAORDINARYREP $ 294 5 5,229 5 - $ 5 10,000 0% 5 8,500 15.00%
RMHS EXTRAORDINARYREP 5 22,292 5 28,407 5 7,170 $ - $ 45,000 0% $ 38,000 -15.56%
TOWN HALL EXTRAORD REPAIR S $ 3,377 $ (1,879) 5 . 574 $' 10 000 6% $ 8,500 _15.00%
POUCE D(TRAORD MAINTENANCE $ 7,200 $ 3 884 $ - $ 9.684 $ 7,000' 138% $ 6,000 1419�'
MAIN FIRE EXTRAORD NIAWTENANCE $ - $ - ` $ 1,491 $ - S 7,000 0% $ 6,000` -14.29%
WESTfIRE DCTRAORDINARY NIAINT $ 2,470 $ $ - $ _ $ 2 5pp'- 0%i 5 2,000 -20.00%:
LIBRARYEXTRAORDINARYREPAIR $ . 3,727 $ $ 22,161' $ - $ 3,ppp' p�� $ Z,Spp; -16.67%'
SENIOR CTR EXTRAORD MAINTENANC $ - S - S (844) S - S 5,000 0% $ 4,250' -15.00%I
DPWEXTRAORDINARYREPAIR $ - $ 622 $ 513 $ - $ 3,000 0% $ 2,500 -16.67%:
EXTRAORDINARY REPAIRS 69,111 110, 32,694 14,711 1 ,500 1 °0 1 ,000 -15.29°0'
Remaining Core Facilities expenses are level funded, except for HVAC which is also
expected to realize savings from more in-house staff time available for both proactive and
repair work, instead of expensive outsourced service calls.
_ _
_ _. __
_ _ __ _._
FYI8TOWN;
FY14 FY15 FY16 FY17 fY17 REVISEO FY17 '. MANAGER; PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET . YTD BUDGEf CHANGE(
BARROVi/S ELECTRICAL EXPENSES , , , , a , . ,,
BIRCH ELECTRICALEXPENSES $ 2,561 $ 570 $ 1,144 $ 217 $ 2,500 ' 9% $ 2,500; 0.00%!
EATON ELECTRICALEXPENSES $ 753 ' S 922 5 977 $ 2,678 $ 2,500: 107% $ 2,500 0.�'
XILLAfv1 ELECTRICAL EXPEN5E5 $ 861 $ 988 $ 431 $ 2,801 5 2,500 112% $ 2,500 j 0.00%;
WOOD END ELECTRICAL EXPENSES 5 2,530 5 2,233 $ 2,245 5 1,790 . 5 2,SOD 72% $ 2,500 0.00%
COOLID6E EIECTRICAL EXPEN5E5 5 715 $ 2,201 $ 826 $ 540 ' $ 4,000 14%' $ 4,000 0.00%
PARKER ELECTRICAL EXPENSES $ 2,536 $ 4,095 $ 2,726 $ 1,894 $ 4,000 47% $ 4,000 0.00%.
RMHSELECTRICAIEXPEN5E5 $ 8,033 $ 13,572 $ 11,630 $ 16,056 $ 10,000= 161%� $ 10,000 0.00%:
_
TOWN HALL ELECTRICAL EXPENSES $ 2,124 $ 3JS $ 931 $ 919 $ 5,000 18% $ 5,000�: 0.00%
POLICE ELECTRICAL EXPENSES 5 657 $ 249 S 919 $ 128 $ 1,500 9%` $ 1,500 0.00'�
MAIN FIRE ELECTRICAL EXPENSES $ 920 $ 440 ' S 924 $ 129 $ 1,500 9%: S 1,500 . 0.00%'.
WESTFIREELECTRICALEXPENSES $ - S - S - $ 43 S 500' 9% $ 500 0.00%'
LIBRARYEIECTRICALEXPEN5E5 $ 331 $ 414 $ 1,971 $ - $ S00 0%: $ 500 0.00%'
SENIOR CTR ELECTRICAL DCPENSES $ 6C4 $ 122 $ 670` $ 161 S 1,500 11% $ 1,500: 0.00%
DP1N ELECTRICAI EXPENSES $ 2,429 $ 924 $ 1,966 $ 80' $ 2,500; 3% $ 2,500 0.00%
ELECTRICAL 27,123 28,528 29,763 28,324 43,5 65°0 43,500 0.0090
112
' FYI8TOWN.
FY14 FY15 FY16 FY17 FYl7 REVISEO fY17 MANA6ER PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE
BARROWSAlARMSERVICES $ 348 $ 1,530 $ 493 $ 348 $ 500 70% $ 500 0.00%
BARROWSALARMEXPENSES 5 295 $ 400 $ 1,374 $ 789 5 1,500 53% S 1,500 0.00%
ALARMSERVICES 5 348 5 1,094 S 493 5 348 S 500 70% $ 500 0.00%
BIRCH ALARM EXPENSES 5 395 $ 998 $ 429 $ 315 $ 1,500 21% $ 1,500 0.00%°
ALARMSERVICES $ 348 $ 1,066 $ 493 $ 348 5 500 70% $ 500 0.00%
EATON ALARM EXPENSES S 3,335 $ 2,206 $ _ 2,181 $ 2,285 $ 1,500 152% $ 1,500 0.00'�
ALARMSERVICES $ 348 5 593 5 493 5 348 $ S00 70% 5 500. 0.00%
KILLAM ALARNI EXPENSES 5 1,110 5 - 5 (318) 5 1,175 S 1,500 78%� $ 1,500 0.00%
ALARNtSERVICES 5 348 5 1,100 5 493 5 348 ' S 500 70% $ S00 0.00%'
WOOD END ALARM EXPENSES S - $ - S - $ 315 S 1,500' 21% $ 1,500 0.00%
ALARMSERVICES $ 348 5 1,245 $ 493 5 348 $ 500 70% $ 500 0.00%
COOLIDGEALARMIXPENSES $ 1,587 5 200 5 143 5 2,650 $ 2,500 106% S 2,500' 0.00%
ALARM SERVICES 5 348 S 1,236 $ 493 $ 348' $ 500 70% 5 500 0.00%
PARKERALARMEXPENSES S 4,199 $ 1,024 S 1,480 S 1,313 S 2,500 53% S 2,500 0.00%
ALARMSERVICES 5 1,555 $ 2,613 $ 1,009 $ 864 5 2,000 43% $ 2,000 0.00%
RMHS ALARM EXPENSES 5 8,592 $ 13,278 $ 4,437 5 7,624 $ 5,000 152Y 5 5,000 0.00%
TOWNHALLALARMEXPENSES S 1,013 $ 1,181 $ (560) S 1,245 S 1,500 83% $ 1,500 0.0040
POLICEALARMEXPENSES 5 - 5 768 5 382 $ 395 5 1,500 , 26YO' $ 1,500 0.00%
IVIAIN FIRE ALARM EXPENSES S - $ 1,578 5 - $ 236 5 1,500 16% 5 1,500' 0.00%'
WESTFIREAIARMEXPENSES $ - $ 718 $ - $ 236 $ 750 31% $ 750 0.00'�'
LIBRARYALARM EXPENSES 5 590 5 991 $ 348 5 500 $ 1,500 ' 33% $ 1,500 0.00%
SEN IOR CTR ALARM EXPENSES $ 402 $ 718 $ - $ Z36 $ 1,000 24% $ 1,000 0.00'�
OPW ALARM EXPENSES $ - $ 718 $ 238 $ 687 5 1,000 69%. $ 1,000 0.00%
BUILDIN ALARMS 25,509 35,25 14,591 23,299 31,750 73% 31,750 .
BARROWSFIREEQUIPMENTSVC S 1,230 $ - S 660 5 - 5 2,000 0% S 2,000' 0.00%',
BIRCHFIREEQUIPIVIENTSVC $ 1,230 $ - 5 300 $ - $ 2,000 0'�0 $ 2,000 0.00'�:
_ . _. _
EATON FIRE EQUIPMENTSVC $ 1,230 $ - $ ZZS $ - $ 2,D00 0% $ 2,000 0.00%'
KILLAIVI FIRE EQUIPMENTSVC $ 1,230 $ - $ 735 $ - ` $ 2,000 ' 0% 5 2,000 0.00%,
WOOD END FIRE EQUIPIVIENT SVC 5 990 $ - $ 300 $ - $ 2,000` 0% S 2,000 0.00%
COOLIDGE FIRE EQUIPIvlENTSVC $ 1,230 $ - $ 735 $ - i$ 2,500' Ol 5 2,500' 0.00�!
PARKER FIRE EqUIPMENTSVC $ 2,165 $ - 5 1,335 , 5 - 5 2,500: 0%'$ 2,500 0.00'�',
RMHS KIRE EQUIPIVIENTSVC 5 1,305 S - S 2,353 $ , $ 5 000' 0% S 5,000' 0.00%`;
TON/NHALLf�REEQUIPEXPENSE_ $ _.965'� _ _.$_..__-585 $_____._ $____Z000. �Y $ 2.000 0.00%i
POLICE�fRE�QUIPMEf3T IXPENSES_.$ _1,230 $ . _s _ 375 $ _. _ ._S____Z 000! _ 09'0: S 2,000; 0.00�:
�NIAIN FIRE FIRE EQU(P NiAIN7 $ 1.230 $. ' $ 225 $ - $ . 3 000` 05�'$-- 3,000 I 0.009�
WEST FIRE EQUIPMENT EXPENSES S 965 S - ' S 275 ' $ - S 2,000: 096' $ 2,000' 0.00%.
UBRARYFIRE EQUIPMENTEXPENSE S 1,440 S $ ' $ $ . . 2,000' 0% 5 2,000; 0.00'�
SENIOR CTR FIRE EQUIP EXPENSE $ 1,230 $ - $ 225 $ - $ 2,500' 0% $ 2,500 i 0.00'�'
'DPWPIREEQUIPMENTEXPENSES 5 1,230 $ - $ 225 S - S 2,000 OY' S 2,000! 0.00'�:
. � IRE E IPMENT 18,900 - 8,505 - 35, 35,500! .00%
BARROWSHVACSERVICES $ 3,541 $ 4,270 $ 4,120 S - S 8,000 0`Yo S 6,500 -18.75�
�ARROWS HVAC EXPENSES $ 3,560 5 2,351 $ 6,685 $ 6,605 S 2,300 2S7%'$ 3,500 52.17%'
HVAC5ERVICES $ 2,240 $ 3,814 $ 4,120 $ - $ 7,725 0% 5 6,500; -15.86%'
BIRCH HVAC EXPENSES S 4,301 $ 3,167 $ 8,646 $ 8,051 ' $ 6,630' 121Yo�$ 3,500 -47.21%
iHVA�SERVICES $ 3,212 5 2,664 5 _ 2,920 5 _- 5___7,300 , 096 5 6,500? -10.96%
"EATON HVAC EXPENSES $ 5,179 $ 3,2>2 $ 9,302.$ 6,488 ,$ 6,20b: 1d5%'$ _3,500! -43.55%;
HVACSERVICES _ $ 3,036 5 3,464 . S ._-3,720; 5_ .. _ _$_ 7,420 r-- �.� 5 - --6,SOO C -12.Q0%':
KILLANI HVAC EXPENSES $ 246 $ 5,946 $ 11,947 $ 6,164'$ 3,250 19095�$ 3,500` 7.69!',
FIVACSERVICES . $ 3,100 3 3.313 $ 3.945'. $ '- , 5 7,300 OY; 5 6,500("-10.9fi%'.
WOOD END HVAC EXPENSES $ 1,766 $ 1,224 5 5,509�5 6,638 $ 4,450 149N $ 3,500 -21.35%'
HVACS�RVICES 5 3,754 $ 4,341 $ 8,004 $ - 5 9,700: 030' $ 8,750' -9.79%
COOUbGE HVAC EXPENSES S 9,607 5 8,902 $ . 6,449 $ 15,360 , 5 7.500 205%�$ 8,750 16.67%
HVACSERVICES 5 2,915 5 3,839 S 5,155 5 - $ 9,100 0%' $ 8,750' _3.85%'
PARKER HVAC EXPENSES 5 8,773 $ 3,473 5 14,407 $ 13,771 5 10,225 135% $ 8,750 -14.43%
HVACSERVICES $ 9,090 $ 10,200 S 11,260 $ - $ 23,500; 0% $ 21,000 i -10.64%.
RMHS HVAC EXPENSES $ 18,486 $ 22,150 5 35,924 $ 36,673 $ 15,250 2409a' S 14,000 ' -8.20'�
TOWN HALL HVAC EXPENSES $ 2,893 5 3,989 $ 10,898 $ 4,090' $ 4,650' 88%, 5 4,500: -3.23%'
POLICE HVAC EXPENSES S 6,997 : 5 7,819 5 7,143 $ 6,910 5 6,000 115%' S 4,500 -25.00%'
MAIN fIRE HVAC EXPENSES $ 3,350 $ 2,987 $ 4,743 ' $ 4,233 $ 4,500 94% $ 4,500' 0.00%.
WEST FIRE HVAC EXPENSES 5 3,552 5 2,809 5 3,713 $ 3,273 ' S 3,000; 109% $ 3,000; 0.00%'
LIBRARYHVAC EXPENSES $ 2,451 ; $ 2,422 $ 233 $ 2,000 $ 5,400'i 37% 5 4,500, -16.67'�;
SENIORCTRHVACEXPENSES $ 444 $ 5,141 $ 3,107 $ 4,443 $ 4,000 111% $ 4,500 12.50'�.
DPW HVAC EXPENSES 5 9,567 5 2,655 $ 8,354 $ 5,304 i $ 6,200` 86Yo' $ 4,500' -27.42%
HVACSERVICES $ 112,060 $ 114,262 $ 180,306 $ 130,004 ' $ 169,600 77% $ 150,000 -11.56%
113
fY18TOWN '
FY14 FY15 FY16 FY17 FYI7REVISEQ FY17 MANAGER PCT
ACTUALS AC7UAL5 ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE
ELEVATORSERVICES $ 1,235 $ 1,235 5 1,459 $ - $ 3,000 0% $ 3,000 0.00%
BARROWS ELEVATOR EXPENSES $ 714 $ 3,014 $ 3,018 5 2,921 $ 2,500 117% $ 2,500 0.00%
KIILAM ELEVATORY EXPENSES $ - $ - S 95 $ - S - S -
ELEVATORVSERVICES $ 1,635 $ 1,235 $ 1,499 $ - $ 2,300 0% $ 2,300 0.00%
WOOD END ELEVATOR EXPENSES $ 1,358 S 806 S 370 S 2,921 $ 2,000 146% $ 2,000 0.00%
ELEVATOR SERVICES $ 3,003 $ 3,270 $ 1,832 $ - $ 5,500 0% $ 5,500. �.00%
COOLIDGE ELEVATOR EXPENSES $ - $ - $ - $ 3,320 $ 2,500 133% $ 2,500' 0.00%
ELEVATORSERVICES $ 1,635 $ 1,235 $ 1,032 5 - 5 2,300 0'/ 5 2,300 0.00%
PARKER ELEVATOR EXPENSES S 960 5 326 $ - $ 3,401 $ 2,500 ' 136% 5 2,500' 0.00%
ELEVATOR SERVICES $ 6,975 $ 6,775 $ 5,832 $ - $ 8,500 0%. S 8,500' 0.00'�
RMHS ELEVATOR EXPENSES $ 4,569 $ 1,947 $ 2,768 $ 9,B86 $ 6,500 152% $ 6,500', 0.00%
TOWN HALLELEVATOR EXPENSES $ 3,743 $ 5,187 5 1,974 5 3,320 5 3,750 89% $ 3,750 0.00%
POLICE ELEVATOR EXPENSES $ 2,035 $ 1,900 $ 1,402 $ 1,000 $ 3,000 33% $ 3,000 0.00%
MAIN FIRE ELEVATOR EXPENSES $ 1,768 S 2,230 $ 1,249 $ 2,921 $ 3,400 86% $ 3,400 0.00%'
WEST FIRE ELEVATOR EXPENSES $ - $ 231 $ - $ - $ - 5 -
LIBRARY ELEVATOR EXPENSES $ 1,235 $ 917 $ - $ 1,000 $ 2,500 40% $ 2,500 0.00%
SENIOR CTR ELEVATOR EXPENSES $ 1,835 $ 1,834 $ 929 $ 4,055 $ 3,500: 116% $ 3,500' 0.00%.
ELEVATORSERVICES 32,700 32,142 23,457 34,745 53,750 5% 53,750; 0.
BARROWS PEST MGMiSERVICES $ 258 5 - 5 300 5 312 5 350 89% $ 350 I 0.00%
BIRCHPESTMGMTSERVICES $ 341 $ - $ 300 5 312 5 350 89% $ 350 0.00%
EATON PESTMGMTSERVICES $ 234 $ - $ 296 5 312 5 350 89% $ 350 0.00%
KILLAMPESTMGMTSERVICES. $ . 220 $ . $ 342 5 354 $ 400' 89% $ 400 . 0.00'�
WOODENDPESTfvIGMTSERVICES $ 558 $ - $ 527 $ 845 S 480 176%` $ 480 0.00%:
COOLID6EPESTMGMTSERVICES $ 269 $ - $ 337 5 354 $ 400 89%. $ 400' 0.00%
PARKER PEST MGMT SERVKES $ 234 $ - $ 267 $ 312 5 350 89% 5 350 i 0.00%
RMHS PEST MGMTSERVICES $ 416 5 - $ 928 5 546 $ 1,200 46% $ 1,200 0.00%
TOWN HALL PEST MANAGEMENT $ 626 $ - $ 366 5 378 5 600 63% $ 600 0.00%
POLICEPESTMANAGEMENTSERVICE $ 289 S - 5 349 $ 486 $ 400 122% $ 400 0.00%
MAIN FIRE PEST MANAGEMENT $ - $ - $ 6p9 $ 654 S 700 93% $ 700 0.00%.
WEST FIRE PEST MANAGEMENT $ - $ - $ 803 S 438 S 700 63% S 700' 0.00'�
LiBRARY PEST MANAGEMENT $ 592 $ - 5 - $ 378 S 800 47% $ 800' 0.00%
SENIOR CTR PEST NIANAGEMENT S 237 S - $ 366 $ 378 $ 500 76% $ S00' 0.00%''
PESTMANAGEMENTSERVI ES 4,274 - 5,791 6,059 7,580 7,580: 0.00°0
BARROWS PLUMBING EXPENSES $ 1,053 ! $ 1,331 $ 2,070 S 290 $ 1,750 17% S 1,750' 0.00%i
BIRCH PLUMBING EXPENSES $ 1,905 $ 797 $ 4,336 $ 3,622 $ 1,750' 207%. $ 1,750 0.00'�
EATON PLUMBING EXPENSES $ 3,322 $ 1,068 $ . 4,?53 $ 635 5 1,750 36%: $ 1,750 0.00%',
KILLAM PLUMBING D(PENSES $ 1,437 $ 393 5 6,264 $ 12,264 $ 1,750', 701%, $ 1,750' 0.00%!
'WOOD ENb PLUMBING EXPENSES S 572 $ 77 S 319. $ 2,180 $ 1,750' 175% $ 1,750 0.00%;
COOLIDGE PLUMBING EXPENSES $ 2,462 $ 470 S 2,208 $ 6,764 $ 2,500' 271% $ 2,500: 0.00%'
_.._ _ _ _ _ ; _ _ ._ _ __:_. _.__
PARKER PLUMBING EXPENSES $ 3,313 $ 4,531 $ 1,377 $ 624 $ 2,500 25% $ 2,500' 0.00%
_ ._ _ . _
_�.
RMHS PLUMBING EXPENSES $ 6,166 $ 3,526 $ 6,730 $ 2,142 ; $ 4,000 54% $ 4,000 1 0.00%
TOWN HALL PLUMBING EXPENSES $ 1,1W $ 407 $ 804 $ 123 $ 750: 16% S 750 0.00%
_ _ _ __ __ _
'POLICE PLUMBING EXPENSES $ 141 $ 240 $ 524 5 85 , $ _ _500 17/. $ S00 0.00%
_ _ _ .
MAIN FIRE PLUMBING EXPENSES $ SZS $ 298 ' $ 700 S - S 500' 0% $ S00; 0.00'�!
WESTFIREPLUMBINGEXPENSES $ -__ $ 141 $ 285 $ 175 S 500 35%, $ 500! 000%',
-
___ , _ .. _ �-- -- -�
;LIBRARYPLUMBINGEXPENSES $ 318 S 73 $ 14 ,5 - S 500 0% $ 500 0.00%�
SENIOR CTR PLUMBING EXPENSE $ 235 $ 110 $ - $ 386 S 500 , 77%': $ 500 i 0.00%;
�DPN!PLUMBfNG EXPENSES $ 145 5 65 $ 365 $ 837' $ 1,200 70% $ 1,200: 0.00%'.
PLUMBING 22,699 13,528 30,25 30,1 7 ' 22, 00 136°0 ,200 0.00°0'
CORE EXPENSES 1,937,971 1,969,425 ' 2,008,224 1,203,2% 2,363,126 51"0 2,441,430 31°09
COREFACILITIESTOTAL ,199,1 6 2,235,355 2,406,742 1,46 ,333 2,856,211 : S7°o 2,997,180 4.94°,
114
• FY18 Town Building Budget
Town Meeting will vote on the total for the Town Facilities budget as shown below as a
. +4.6% increase. An extra $5,000 has been added to the Overtime account in preparation
for one-time projects in the Town Hall and the Pleasant Street Center, both of which are
subject to holdbacks for the school budget. Generally this budget is relatively small with
little margin for unexpected costs, but these extra OT funds may also be available for a
holdback.
. _ _ _.
� fY18TOWN
FY14 FY15 FY16 FY17 FYI7REVISED FYll MANAGER PCT
TOWN BUILDINGS ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE
CUSTODIAN I $ 84,835 $ 87,84b $ 102,298 $ 76,470 5 131,856 58% $ 90,750 -31.17%
. _
CUSTODIAN II $ 43,222 $ 44,560 $ 46,510 $ 25,653 $ 47,302 54% $ 96,400 103.SOY
CUSTODfAL5U85TITUTE S - $ $ $ - $ 700 0% S 700' 0.00%
CUSTODIALLONGEVITY $ 1,743 $ 1,845 $ 1,948 $ 1,948 $ 1,948 100% $ 2,000 2.70%
__ _ _ . _._ _ _ __ ___ _. _ ___ _
TF CUSTODIAL OVERTIME $ 40,273 $ 44,557 5 40,385 $ 11,867 $ 25,000 47% $ 30,000' 20.00%
TOWN BLDG ALARIES 170,072 178,808 191,141 115,939 206, 56" 219, 50 6.31°0:
TF CLEANING CHEMICALS $ - $ 611 $ 450 $ 198 $ 1,30Q. 15% $ 1,300 0.00%
TF CUSTODIAL PAPER PRODUCTS $ 2,192 $ 3,252 $ 10,794 $ 1,337 S 4,000 33% $ 4,000. 0.00'/
,Tf UNIFORMS $ 821 $ - $ 31, $ - $ 1.500 0% $ 1,500 I 0.00%
TF FLOOR CARE PRODUCTS $ - 5 - $ 1,135 5 307 $ 225 ' 136% $ 215; 0.00%
TF HAND SOAP . __ _ 5 425 $ 4J5 S 1,962' $ ___ 374 _$ 2,000` 1950'$_ 2,000'' 0.0090
TF LINERS&PLASTIC BAGS $ $ 1,852 5 1,459 $ 578 $ 2 100� 28% $ 2 100 - 0.00%
TFOTHERTOILETRIES $ 2,664 $ 2,076 $ 29,847 5 1,306 $ 675 � 193%:�$ 675', O.00I'
_. _ __ :_. __ .
TF WASTE RECEPTACLES $ - $ 85 S 202 $ - S Z50 0% $ 250 0.00%:
TOWN HALLCUSTODIALSUPPUES $ 182 $ - $ - S - S 500 0% $ 500` 0.00'/
__ _ . _
POUCECUSTODIALSUPPUES $ 149 S - S ' - S - S 700; 0% $ 700' 0.00%
_ _ _ _ _.. _. __ _ _ _. .
MAINFIRECUSTODIALSUPPLIES $ 256 $ - S 244 S - $ 425 . 0%" S 425 0.00'�'
_ _ _. .
WESTFIRECUSTODIALSUPPLIES $ 259 $ - $ - S - S 400 0% S 400: 0.00%
___ ___ _ _ _ ___ ._ . _ ____ _ _ _. .._. _ , _ _
'UBRARYCUSTODIALSUPPLIES S 291 S - $ - S - ! S 450 0%, S 450' 0.00%
__ __ __ _ _ _ _ _ _ .. , _ _ _.
SENIORCTRCUSTODIALSUPPLIES S 143 $ - $ - S - S 400 0% S_ 400'. 0.00%
DPW CUSTODIALSUPPLIES $ 148 $ - $ - S - S 560 I 090.S 560' 0.00%
MISCCUSTODIALSUPPLIES S - S - S 817 $ $ - �
TOWN HALLCLEANINGSERVICES $ 6,718, $ 6,792 $ 5,966 $ 7,334 $ 6,700 109%' $ 7,000 4.48%'
POLICECLEANINGSERVICES $ 23,323 ' $ 23,778 $ 26,621 ; $ 31,060: $ 32,000 97%; $ 31,000 -3.13%.
_ _ _ _. _ . _ _
LIBRARYCLEANINGSERVICES $ 17,753 $ 17,833 S 8,486, $ 16,527 $ 17,500 94%, $ 18,000: 2.86So
SENIOR CTR CLEANiNG SERVICES $ 8,593 $ 8,491 $ 8,078 $ 8,767 $ 8,400 104%' $ 8,600' 238%
TOWN BLDG EXPENSES $ 63,915 ' $ 65,194 $ 96,093 $ 67,788' $ 80,085 : 85%' $ 80,085� 0.00%
TOWN BLDG TOTAL $ 233,987 I $ 244,002 ! $ 287,234: 5 183.726 i $ 286,890 I 64%! $ 299,935', 4.55%
Note that as anticipated, the addition of the fourth town custodian over one year ago in
preparation for the new Library has significantly reduced the ongoing need for overtime.
115
READING PUBLIC SCHOOLS
Fiscal Year 2 018
School Committee's
Recommended Bud et
g
July1, 2017 - June34, 2018
School Committee Members
Jeanne Borawski, Chairperson
Charles Robinson, Vice Chairperson
Nick Boivin
Dr. Linda Snow Dockser
Dr. Gary Nihan
Elaine Webb
Dr. John F. Doherty
Superintendent of Schools
Reading Public Schools
82 Oakland Road
Reading, Massachusetts
http://reading.kl Z.ma.us
January 26, 2017
. 116
District Administrators
Craig Martin,Assistant Superintendent for Learning&Teaching
Gail Dowd, Director of Finance
Carolyn Wilson, Director of Student Services
Sara Burd, Director of Social and Emotional Learning
Deborah Butts, RISE Preschool Director
Joseph Huggins, Director of Facilities
Jason Cross, METCO Director
Lynn Dunn, Director of Nursing
Kristin Morello, Director of School Nutrition
Jennifer Bove, Interim Human Resources Administrator
School Administrators
Reading Memorial High School
Adam Bakr, Principal
Michael McSweeney,Assistant Principal
Jessica Theriault,Assistant Principal
Thomas Zaya,Assistant Principal,Athletics &Extracurricular Activities
A.W. Coolidge Middle School
Sarah Marchant, Principal �
Christian Huizenga, Interim Assistant Principal
W.S. Parker Middle School
Richele Shankland, Principal
Brendan Norton,Assistant Principal
Alice Barrows Elementary School
Heather Leonard, Principal
Birch Meadow Elementary School
Julia Hendrix, Principal
Joshua Eaton Elementary School
Eric Sprung, Principal
J.W. Killam Elementary School
Sarah Leveque, Principal
Wood End Elementary School
Joanne King, Principal
117
Introductory Section
School Committee's Message
The Reading Schoo�Committee respectfully presents the FY18 School Budget,totaling$41,889,661,a
2.8%increase over the FY17 School Budget. Reading Finance Committee guidance indicated that the
Schoo) Department should plan on a $41,301,661 budget,which represents a 1.4% increase over FY17.
Therefore,the FY18 School Budget is$588,000 above Finance Committee guidance.
A level service budget would have required a 4.91% increase from FY17. As a result,the FY18 School
Committee Budget represents $907,000 in cuts from a level service budget. To achieve these savings,
the FY18 School Budget includes the reduction of 10.9 FTE positions,for a total savings of$650,000. 6.4
of these positions are teachers who provide direct service and instruction to students. The FY18 budget
also includes$338,405 in expense reductions and increased use of fees and offsets.
The School Committee is deeply respectful of the budget process in this community, and are
appreciative of the time, energy, and creativity that goes into making every dollar stretch as far as
possible. The decision to pass an unbalanced budget was not one we took lightly; however,given the
severe impact of the cuts the Reading Public Schools would have endured under the 1.4%increase,we
could not in good conscience recommend a budget within Finance Committee guidelines.
The$588,000 over guidance that the School Committee recommends is to fund two priorities:
• The second year of a planned three-year implementation of new science curriculum
{$150,000)
• The restoration of 7 FTE Middle School teaching positions($438,000)
The School Committee is requesting an additional$150,000 for the second year of a planned three-year
implementation of science curriculum across the district. As described to Town Meeting in April,2016,
the Reading Public Schools are in the process of updating our science curriculum from Kindergarten
through grade 12. This update is necessary because in 2016 the Massachusetts Department of
Elementary and Secondary Education approved new curriculum frameworks in science, and will be
updating the statewide MCAS assessment to reflect these new standards. Failure to update our
curriculum would leave our students at a significant disadvantage in terms of adequate training in
science,technology and engineering,and would have a detrimental impact on their test scores on the
MCAS exam. This is a one-time expense of$450,000,spread out over three years. We are in the
process of implementing the first year of new science curriculum, and the feedback from teachers,
students,and parents has been extremely positive.
The Superintendent's Recommend Budget achieved$438,000 in savings by cutting one core subject
from each of our Middle School grades:one daily block of English Language Arts instruction in 6th grade,
eliminating foreign language instruction in 7`h grade, and transforming 8`h grade foreign language from a
manclatory academic class to an elective only available to two thirds of 8th grade students. While this
Middle School restructuring is the "least bad" option available to us to achieve this level of savings, it
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 1
118
would be extremely disruptive to student learning, and very difficult to reverse in the event that new
revenue becomes available in the nearfuture. We also heard from hundreds of parents,teachers, and
students who felt strongly that every effort must be made to avoid these program cuts. Based on both
the educational impact on our students and the feedback that we received from our community,we
could not,, recommend these middle school cuts.
Overthe past several years, our expenses as a schooi system have outpaced our revenues. We have
worked diligently over the past 5 years to address this gap by creatively streamlining, restructuring, and
doing more with less. Since FY13,the Recommended School Committee budgets have closed this
funding gap in the following way:
• Reducing 9.3 FTE teaching positions
• Reducing 11.5 FTE staff positions
• Reducing our expenses and increasing our offsets by$1,553,370
In 2016, it became apparent that the budget outlook for FY18 was dim. The main drivers were:
• continued reductions in state aid
• increases in health insurance costs,
• our desire to continue to offer competitive salaries and benefits to attract and retain top
educators,
� and the awareness that the Finance Committee couid not continue to recommend large sums
of"Free Cash"to balance operating budgets,as it is an unsustainable practice.
In the fall of 2016,the Board of Selectmen put a$7.5 million proposition 2 1/2 override ballot question
before the voters of Reading. The School Committee unanimously endorsed this ballot question.
Despite the best efforts of the School Committee, School Department, and town staff to articulate the
need for this additional revenue,the voters of Reading soundly defeated the measure.
As a result,our school system is in a precarious position. Employee morale is a significant concern
' during this difficult budget times. Throughout the development of the school budget, Reading teachers
have come to late night meetings to plea for the importance of foreign language classes, English
Language Arts instruction,adequate classroom support, updated science curriculum,and reasonable
class sizes. Parents in the community have attended School Committee meetings and Financial Forums
by the hundreds. The School Committee heard words like"despair" "dismal" "hopeless"and "afraid."
These are not words any of us should want to hear when parents are describing the Reading Public
School system.
Every avenue has been explored by both the School and Municipal side of our government and the
result is that there is only one solution for a town like Reading. We cannot develop our way out of this
problem, nor can we raise fees to a level that would fix our structural deficit. The fact is,we need to
pass a proposition 2%Z override to support our towns and schools if we want to continue to offer the
level of education the students of Reading have historically benefitted from. Failure to pass an override
means that our school system will continue to decline in the quantity and quality of our educational
offerings
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 2
119
The School Committee supports placing another Proposition 2%:Override Ballot Question before voters
in the near future. To that end, at the February 6th School Committee meeting,the School Committee
voted unanimously to work collaboratively with the Board of Selectmen to develop and commit to a
plan for a Proposition 2 1J2 override ballot question that will address the current and future needs of
the Reading Public Schools as weil as any other municipal needs as determined by the Selectmen.
Until that happens,the School Committee respectfully asks the consideration of the Town Finance
Committee and Town Meeting to consider a one-time use of Free Cash in the amount of$588,000 to
help us avoid the most destabilizing cuts for one year.
While our financial situation is deeply concerning,the School Committee continues to be grateful to our
administrators and teaching staff,who do an amazingjob helping our children reach their best potentiai.
We are inspired by our students,who make us proud every day We appreciate the enormous amount of
work our school administration completed during this most challenging budget process. We are grateful
for the continued support and collaboration we enjoy from the Town manager,school department
employees, parents, community members,and elected and appointed officials. We are optimistic that
these groups will come together in the coming months to solve the serious financial problem we
currently face.
Jeanne M. Borawski
Chair, Reading School Committee
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 3
12�
Superintendent's Message
I respectfully present to the Schooi Committee and the Greater Reading Community the FY2018 School
Committee's Recommended Budget of$41,889,661 representing an increase of$1,151,995 or 2.8%.
This recommended budget exceeds by$588,OOOthe guidelines set forth by the Reading Finance
Committee as a result of the decision by the voters at the October 18,2016 Proposition 2%:Override
Election. The Finance Committee's recommended guidance is based on an analysis of current and
future town revenue and expense projections of the Community, which are restricted by an annual
structural revenue deficit, combined with an inadequate Chapter 70 funding formula and minimal state
aid funding increases. Unfortunately, due to the fiscal constraints of the community,this budget is not a
level service budget,which would have required a 4.91%increase. A level service budget is defined as
the amount of funding that would be required to continue to provide the same programs,course
offerings, and services as a school district in the next fiscal year as we are currently providing this fiscal
year with the normal inflationary and contractual increases. The known increases in FY18 include
regular education and athletic transportation,salary increases for collective bargaining units and non-
union employees, increases in some materials and supplies,and decreases in the amount that we take
from our revolving accounts for athletics, use of school properties, extra-curricular activities,full day
kindergarten and a decrease in the offset that we take from the METCO grant due to an increase in
METCO transportation.
Because funding is not available for a level service budget,the Superintendent's Recommended FY18
budget refleeted a reduction of$1,395,229 from a level service budget. In order to reach the 1.48%
budget,a reduction of$1,395,229 to both personnel and non-personnel areas were made, including
proposed increases in the athletic and extra-curricular user fees and the RISE f'reschool tuition. Based
upon recommendations from the School Committee the recommended budget was increased by
$588,000 and full day kindergarten fees were increased resulting in a net reduction of$9Q7,229 from a
level service budget. Unfortunately, because this is the fourth consecutive year that the level services
budget has been reduced,the majority of the reductions are personnel, resulting in a reduction in force
of 10.9 FTE positions. In the current and previous fiscal years(FY17 and FY16), $1,494,820, has been
reduced from level service budgets. In essence,the level service budget from the previous year has
been reduced each of the last four years.
As part of my responsibility as Superintendent, I am obligated to develop and present a recommended
budget to the School Committee. Over the last two months since the October override election,the
administrative team has done an exhaustive review of the budget and has tried to determine where
reductions could possibly be made with the least possible negative impact on student outcomes.
Unfortunately, due to the size of the current deficit and the number of reductions Lhat have already
been made in the last several years,this has certainly been a difficult task—given that almost all
remaining options at this point will most likely have impact. Our discussions with Principals, Directors,
and Central Office Administrators has, unfortunately, ultimately became about what might be the"least
bad" of all the bad choices when we look at providing the best opportunities for students in their overall
PreK-12 experience. These recommendations then serve as the starting point for our public discussions
with the School Committee and community over the next several weeks.
The Superintendent's Recommended FY18 budget, presented to the School Committee in early January,
included funding to primarily address the following budget drivers
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 4
121
• All salary and benefit obligations to employees per the collective bargaining agreement. All five
collective bargaining agreements are ending this year and the School Committee is currently
negotiating new agreements with each collective bargaining unit.
• Non-union salary and benefit increases in line with COLA adjustments for collective bargaining
units
• Increases in regular day mandatory transportation (For students in Grades K-6 who live over 2
miles from their school).
• A decrease in the offsets for the athletics, extra-curricular use of school properties, and
kindergarten revoiving accounts due to fluctuating revenues and projected declining revolving
account balances. These decreases in offsets contributed to an increased difference between
the level service budget and the funding recommended by the Reading Finance Committee.
(See Figure 1)
• An increase in athletic expenses, including an increase in rental fees for pool,as well as,an
increase in athletic transportation.
• A decrease in the offset for the METCO grant due to an increase in transportation costs.
Not included in this budget are funds for unanticipated enroliment increases or extraordinary special
education costs related to out of district placement tuition,transportation, or other services as required
by a student's individualized education plan. The Schoo!Committee's proposed budget includes
$150,000 for the second year of a multi-year implementation of the K-12 science curriculum.
Figure 1:FY18 Budget Reductions-Decreases in Offsets Resulting in Budget Reduction Increases
�� Reuofv����Accourrt ° �� �t�dca�#s`��Aa�c�ur�t�_�� �"
�"�_
� A#kst�i�cs�� � $��.�C�
�:,; �_ro....�.• _ ��:��__ _
y` ��aFuti,t� '. ''dergar#era e� ":� $50,000
�
�;.�
,., w, „.�.., . , ,.>, a�..� $�{�,Ot��l; �����' �.
,.,��.�
�������.��.�;�.����,�,� � � ���$7,000� �
;�, ..�_._� �_ dd .�. .. � �
�t��`s� � �a , � � ��
� ' �.a....� �40,t300 � �,_: � ,.�:�
In addition to the above budget drivers,the FY18 budget strives to help address the first year of a three-
year District Improvement Plan which includes the following four focus areas:
• Closing the Achievement Gap(Action Plan A)-To focus our energy and effort in identifying and
implementing evidenced based instructional practices and interventions which will close the
achievement gap with our students, in particular, our students in the high needs group(special
education, English Language Learners,economic disadvantagej.
• . Literacy(Action Plan B)-To improve literacy instruction in all subject areas across the district by
providing teachers with time and training,timely supervision and coaching, evidenced based tier
2 student interventions,clear expectations,and a pacing chart.
• Mathematics Practices(Action Plan C)-To improve mathematics instruction across the district
by providing teachers with time and training,timely supervision and coaching, evidenced based
tier 2 student interventions, and clear expectations and pacing chart:
• Social Emotional Learning(Action Plan D)-To focus our energy and effort in identifying and
implementing evidenced based instructional practices and interventions which will improve
social emotional learning for all students.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 5
I22
in addition,the budget prioritizes within our fiscal constraints maintaining adequate class sizes of 18 to
22 students in kindergarten through Grade 2, providing additional support for the Joshua Eaton
Elementary School Improvement Plan process as they work towards improving their accountability
rating, the middle schooi interdisciplinary model, and supporting our RMHS students in their Junior and
Senior years access course work to be prepared for college and career. We will also continue to focus
our resources on our technology infrastructure and the adequate cleaning of our school facilities.
Unfortunately, because of budget reductions,this recommended budget does not fully support all of the
regular day programs from the previous school year and, as a result, a few programs will be eliminated
or reduced and class sizes will increase at some grade levels and in some courses.
Bud�et Reductions
Unfortunately,in order to reach the Finance Committee budget guidance,several reductions in
personnel will need to be made. These reductions will have an impact at all three levels in a variety of
ways, including higher class sizes, reduction or elimination of programs, reduced support for staff and
reduced services to students. Although we do not support any reductions in personnel,we identified
reductions that allow us to restructure school schedules in a way that will have less of a negative impact
on student learning. To reach a balanc�d budget that is below level service,the following program
reductions,offset increases,and/or personnel reductions were included in the Superintendent's FY18
Recommended Budget(See Figures 2,3, and 4):
Figure 2:FY18 Budget Reductions-Personnel
��'����'�A�^x r4��5���t1��$°���� �,��r I ��'�tl�i�[5 'ARlt7ttri�
,�.
s ��tttstt€s�tr��c�tt �"Q �.�_ 'ehc�ol Ha.�sir�ess A�sistant $��,0{3�J
�,��
s �t�e`�l�r�a� �'� � 2 � Elementary Classroom Teachers $lOS,ODO
`�*:;
�, 8������ � Hi h SChvc�I�T�ach+e�s � $273 Q00��� �`rt
;���.e'��� Y �_.�= _. �«; _ . .�,..t r.a..�� �. �� r \�
..keA�vi�P�. .�c'����.�. :..,>S�
J.
° 1 Supervisor of Students - $34,00{}
wrk�:: � �^ �`�.� ` � �, z' ��C�'If11Clt'�il �x�P � €�s.� s�.r3�i�Q� ��r t���. �
.��e>...�...a .�K' �< -�:_.:, { a`. ��':
,.�. ., ... . ... .. .. .. ..
. .. _, . . , . . .. _ .. . .. .
0.6 ` RISE Preschool Teacher ` < $30,000 `
� ` ��� � �����#nstruGtional Coa�h �`'"� <'°�78;QQt}
�;� ��fp .��:�.�'
a �"{ O.S�u "a� Special Education Administrator e $�l0,t100
\� �� � � �,. � <�� ������,��°�'��` $650,000� �„
; .
��.� �_� .�.� , � � w�
_. ..��� � � �
�. .._�.K_ - . �... � a.
Figure 3:FY18 Budget Reductions-Non-Personnel Reductions
�,
��2C'�UC'CtL}t]���,`�,�: �} ti���:: �
�.;��>r� �r., ._, =.� � o��-��v�a��
4., `��i��nin�Ssrvices-R141HS ��:s���.:�,�O,OC�Q' ,��
,., . . ,. .. .
Technology HardwarejComputer 35,000
Services ;
��`�� ��;�� FC?Expenses� ��"�'�.. � �.� ,��•��,000:����,:
.>_# _., a �..:;. , Rr.. :3_ � ,Y
� � � PD�Expenses � ��:�2�};OdO
� °= 5�ien�e Kit Coordination , 8,405 �
� .....
$163,405
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 6
123
Figure A:FY18 Budget User Fee/Offset increases
�_ _ g��.._� , ._ _ _.._. .�,,p ,.,$m__� T_.._ _� __ ___ __
4.�..��'bb a»,�'�eii?e ' �.5��°Uk3``i��f�A�2 . r'�47'�e7pUt�& . .
7
�A,IcPl�tt��., .,� _ _ n em <.,.`���?11:, ___ ..._.. : _ ___
���'�����Ecl���s�a�r� � �� IncreaseRiSETuition $50,000
'u �������r i��y__ _y Incr�ase Kinder�a.rten Tuition , �, _ =$50,400:;
��'�t�§� � $166,900
The reduction of 2.0 FTE Elementary.teachers may result in some class sizes in grades 3-5 to reach up to
27 students per classroom and may result in some half day kindergarten ciassrooms being combined
with other elementary schools. The reduction of 3.8 FTE High School teachers will result in higher class
sizes and less course availability in Business Fine Arts,and physical education and the elimination of
college prep level classes. The elimination of the 1.0 FTE Supervisor of Students will result in the loss of
supervision of the transition classroom for those students who are transitioning back from
hospitalization or have difficulty attending school back to the regular classroom setting. The guidance
department, high school social worker, or school psychologists will be assigned this role as part of their
daily schedule, resulting in a decrease in services for other students. The loss of the 1.0 FTE Technician
will result in a reduction in response time of building based support for schools in technology hardware
and network support. The elimination of the.6 RISE Preschool Teacher will result in a reduction of
music classes at RISE. These classes will be taught by other staff in the district, resulting in the reduction
of music sections in other schools.
The reduction of two midlevel professional positions will have an effect on providing coaching and
administrative support for staff. The 1.0 FTE Instructional Coach position reduction will result in less
coaching support for elementary teachers in mathematics instruction,one of our areas of focus for the
next three years. The.S FTE Special Education Administrator will be the reduction of a team chair
position, resulting in the coordination of higher special education caseloads at the buildings and out of
district level.
In addition,to the 10.9 FTE in staffing reductions,there are non-personnel reductions as well. It should
be noted that due to four consecutive years of level service budget reductions, most non-personnel
expenses are already at critical funding levels necessary to provide support for staff and students. In
Figure 3,there are non-personnel expenses totaling$163,405. These include a reduction in the cleaning
services contract at RMHS,the elimination of funding for backup infrastructure and hardware, a
reduction in computer services when additional expertise is required, reduction in professional
development in regular day and special education, and the elimination of science kit coordination at the
district IeveL
We are also proposing that there be an increase in fees/tuitions for athletics,extra-curricular activities,
full day kindergarten and the RISE preschool to help offset expenses in those programs. We are
proposing a $75 increase in athletic user fees per student per sport to help offset increases in athletic
transportation, pool and ice facility rentals,and salary expenses. In addition,the athletic revolving
account offset will need to be reduced in the FY18 recommended budget because it will result in a
negative balance by the end of FY17 if it is not reduced. This proposed increase will raise the user fee
from $250 per student per sport to$325 per student per sport. We are also proposing an increase in
the extra-curricular user fee for High School band and drama by$25 to help offset expenses in
transportation and advisor stipends. We are proposing a $250 increase in the full day kindergarten
�
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 7
124
tuition rate to$4,450 per student to offset expenses associated with kindergarten paraprofessionals. In
addition,we are proposing a 5%increase in tuition for all programs for regular education students in the
RISE preschool program. There has not been an increase in RISE tuition since 2010.
An additional position in the Administration Cost Center, a 1.0 FTE School Business Assistant,was not
filled after the employee left during FY16, and has been eliminated in this recommended budget. This
position was responsible for grants management,special education budgeting, budget forecasting,and
Medicaid reimbursement. Those responsibilities have been taken over by the Special Education
Department and the Director of Finance.
In providing closure to this section, I want to express my deep concern for the staff that will be affected
by these budget reductions and the impact that it will have on students. This is a very difficult and
challenging budget and the reductions are in no way a reflection on the dedication,time,and effort that
our staff put forward each and every day for our students. I am very concerned that the reductions that
we now face are at levels that our district has not experienced in over 25 years. This could have long
term implications for our school district and not be able to address several of the challenges listed
below.
Challenges
In September, 2016,the Reading Public Schools released a document which informed the Community of
the challenges facing our school district. The document described the challenges as follows:
1. Retaining and Attracting Staff
2. Developing well-balanced and prepared students for college, career,and life
3. Supporting teachers and administrators as we transition to more rigorous standards and
curriculum
4. Continuing to improve our special education services and in district programs
� 5. Identifying long term space needs to address program changes
6. Remaining comparable and competitive with other towns and school districts
Below is a description of these challenges. Many of these challenges are not addressed in the FY18
budget, but will need to be prioritized in future budgets if we are to remain a strong competitive school
district for our students.
1. Retaining and Attracting Staff
Over the last three fiscal years,the Reading Public Schools has had to make$1,792,813 in
personnel and non-personnel reductions/offset adjustments to level service budgets. In the
FY17 budget alone,there is a reduction of 7.3 positions (6.3 teachers)as part of an overall
$650,000 reduction from a level service budget. In addition,when reviewing the salary
schedules of 30 comparable communities that our Municipal and school department uses for
budgetary purposes, Rea.ding is in the bottom half for teacher salaries and compensation. The
lack of additional resources in clerical and mid-level supervisory support has led to an increased
workload for our teachers and administrators in an era of increased expectations and
accountability for education. This combination has led to an increase in staff leaving the district
for other communities over the last few years for higher wages and benefits and decreased
workload. Moreover, it has been more difficult to attract teachers to come to Reading. This
past school year alone,four teachers who wiere offered positions in Reading declined our offer
to teach in other districts for higher wages and benefits.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 8
125
To support this challenge,we have seen a steady increase in the number of teachers who have
resigned in the school district since 2010. During our exit interview process,teachers are
indicating that they are leaving for a variety of reasons, including family situations, relocation,
advancement in their career, and working closer to their home. However,we are also seeing an
increase in teachers leaving because of the workload/demands of the position and the
compensation/benefits we offer. Anecdotally,we have seen teachers resign from the Reading
Public Schools and receive a 6-8% increase in pay and benefits for a similar position in another
school district. We have also experienced situations where perspective candidates have been
offered positions in our school district and have declined to take an offer in another district for
higher wages and benefits.
It is critical that our district remain competitive in salaries, benefits, and working conditions with
other districts. Each time a teacher leaves the district,there is not only a financial and
administrative cost to recruit,train and mentor the new teacher, but more importantly,there is
a negative cultural impact to a school,classroom, and students.
2. Developing well balanced and prepared students for college, career,and life
States and school districts across the country are at various stages of updating their math,
literacy, and science curriculum, improving their instructional practices,and developing an
assessment system that identifies what students are truly learning. Our students are learning
more rigorous and challenging curriculum and our teachers are working extremely hard to stay
current in the type of classroom instruction that addresses today's student.
All school districts are experiencing student challenges that did not exist 10 years ago. Students
are facing a greater degree of peer pressure,social media, and societal pressures, at a time
• when they are expected to achieve at a higher level. These pressures on our students have led
to an increased number of students who are being diagnosed with anxiety and depression which
has led to an increased number of students who have been hospitalized. In the 2015
administration of the Youth Risk Behavior Survey(YRBS),we are seeing trends where 29%of
RMHS students are feeling sad or hopeless two weeks in a row(up 7%from 2005), 22%of RMHS
students purposely injured themselves without the intention of killing themselves(up 5%from
2005)and 17%of RMHS students have seriously considered suicide(up 6%from 2005). These
pressures can also lead to an increase in risky behaviors such as drug and alcohol use, including
the use of Opioids and other illegal substances. In addition,we are having a growing population
of students who are struggling academically. To help address these needs,the Reading Public
Schools has been putting into place different levels of supports and programs for students based
on need. However, additional staffing is needed to provide those academic and
social/emotional supports. If we are able to proactively address these challenges when a child is
first struggling, it will help the student and potentially avoid more expensive interventions and
supports(i.e.special education)at a later date.
One of the areas that we are not addressing adequately is health education. Unlike other school
districts,the Reading Public Schools does not have a comprehensive health education program
in Grades K-12. Currently,there are 10 lessons of health education peryear in 6rades 3-8,and
semester courses in Grades 9 and 11. A Grade 7 middle school health education course was
eliminated due to budget reductions in 2013. A middle school health education program would
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 9
126
focus on prevention and educate students on making good healthy decisions, improve peer
relations,and understand how to live a healthy and productive lifestyle. It is important for
students to have this foundation before reaching high school.
Finally,anecdotaliy,we are beginning to hear from some families that their children are not
being accepted into their top college choices. When we have researched this concern,we are
hearing that our students do not have access to as many Advanced Placement Courses as other
school districts. Reading Memorial High School has one the lowest number of available
Advanced Placement Courses in the region. In addition,we do not have the types of elective
courses available to our high school students that allow them to explore and go more into depth
areas that wil� prepare them better for their college interests. The availability of Advanced
Placement Courses and elective opportunities is a critical component in making students more
competitive when they are applying to colleges and Universities and to better prepare them for
their future choices. Additional staffing is needed to provide these courses.
3. Supporting teachers and administrators as we transition to more rigorous standards and
curriculum
Giving teachers and administrators the time,support,and professional training is essential so
that they are able to address the needs of today's students. As part of this support, it is
important to maintain and update our current levels of technology hardware,training, and
infrastructure so that teachers have the instructional tools in the classroom. Moreover,we
need to continue to provide professiona�development time for teachers to learn new
curriculum, update instructional practices,and have time to collaborate with each other so that
there is consistency in learning experiences across al)schools.
One area that is critical, but is currently a challenge in our district is the amount of
administrative and supervisory support that is availab�e for staff. On average,our building level
administrators supervise and evaluate 47 staff at each of our schools. This ratio is much higher
than our comparable communities and is a cause for concern because it does not allow our
administrators to adequately help support teachers and other staff while managing the day to
day operations of the school. Essentially, because of the lack of administrative support,
Principals are forced to focus more on the day to day operations of the school and spend less
time on continually improving the school. Ultimately,this affects student learning and success.
Most comparable school districts have these additional supports in the form of elementary
assistant principals,curriculum coordinators,and curriculum directors. In FY14,which,is the
latest figures that we have from the Department of Elementary and Secondary Education
(DESE), Reading is ranked 26`h out of 30 comparable communities in per pupil expenditures for
District and School lnstructional Leadership. One of the school districts that was ranked below
us, North Andover, recently added two K-12 curriculum coordinator positions,which will most
likely rank them above us in a future ranking. In addition to providing supervision,these
positions focus on curriculum coordination so that students in every classroom across the school
district are receiving the same learning experiences by grade and subject area. In an era of
increased accountability and expectations,school districts are recognizing the importance of
these positions and the impact that they can have on students.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 10
12��
r
4. Continuing to improve our special education services and programs
In 2015,the Reading Public Schools had Walker Associates conduct a complete evaluation of our
special education programs and services in the school district. As part of that report,there was
a finding of increased administrative turnover and workload for the Director of Student Services
and Team Chairs. The Director of Student Services currently oversees ail of the Age 3-22 special
education programs and services,special education transportation, English Language Learner
services, Health Services,and Social Emotional Learning coordination. Additional support is
needed in this area so that the Director's focus can be on improving special education programs
and services throughout the school district. By strengthening our in district special education
programs,we will be able to educate more of our special education students in district instead
of enrolling them in out of district placements. This has both a fiscal benefit for the community
and an educational benefit for students as it will allow students to stay in their local school
district with their peers in a more inclusive setting. For example, a student who is in the
Compass Program (in district program for students with severe autism)will cost$52,000 less per
year than an out of district private special education program and $17,000 less per year than a
public collaborative program that service the same disability. By strengthening our in district
special education programs,the savings that results from those investments can ultimatety be
used for all students in the district.
5. Identifying long term space needs to address program changes
The Reading Public Schools has had space constraints over the last several years due to
programmatic changes and additions in special education,full day kindergarten, preschool and
other program offerings. In addition to the special education program needs described above,
there has been a growing demand for full day kindergarten and preschool. In the 2016-17
school year, 75%of our kindergarten students will be in tuition-based full day kindergarten.
According to the Massachusetts Department of Elementary and Secondary Education, in the
2015-16 school year, 93%of all kindergarten students in Massachusetts public schools were
enrolled in full day kindergarten. In addition, 78%of all Massachusetts School Districts now
have tuition free full day kindergarten and that percent is increasing annually. Our space needs
were partially addressed with the addition of six modular classrooms last year at the elementary
level. These modular classrooms will provide much needed classroom space for at least 10-15
years. Unfortunately,the space needs continue to grow as we continue to strengthen our in
district special education programs and more families are choosing full day kindergarten.
In addition, Killam Elementary School,which was built in 1969, is beginning to show its wear and
tear and will need work done in the next five to ten years. Recently,The Town of Reading Water
Department conducted water testing for lead in all of our schools. The lead in water test results
have indicated that over 80%of the faucets at Killam are showing above lead levels in water of
15 parts per billion or greater. This is due to plumbing fixtures and pipes that contain high lead
content. The only long term solution to solving the high lead content is to completely replace a�l
of the plumbing in the building. In addition, Killam is the only school building in the district that
has not had a renovation or new construction. It is anticipated that this could be a possible
option to add additional classroom space in the district to accommodate these programmatic
changes. A feasibility study in the next few years may provide sufficient information on how to
move forward in this challenge.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 11
128
Y
6. Remaining comparable and competitive with other towns and school districts
Addressing each of the above challenges (1-5) will keep our school district comparable and
competitive with area towns and school districts. As mentioned in Challenges 1 and 3,we need
to become more comparable in salary,working conditions, and benefits to be able to retain and
attract teachers and administrators. In addition,we need to keep our programs,curriculum,
and learning experiences strong so that we can provide opportunities and options for our
families so that they will send their children to the Reading Public Schools.
Fina}Thoughts
A significant amount of gratitude goes out to the Central Office Administrators, Principals, and Directors
who worked tirelessly to develop a recommended FY18 budget that, in spite of the fiscal realities facing
our community, keeps the focus on our students. The decisions that were made to develop this budget
looked at the priorities, both short term and long term,that our school district is facing and how we
have to adapt to the challenges described above. Similar to FY17,we do not support the reduction of
staff, however,given the fiscal realities,our options are limited and we had to prioritize reductions that
long term had the least negative impact on our PreK-12 students, as well as, providing adequate support
for teachers in training, materials, and supplies in the 2017-18 school year.
Our school district has a lot to be proud of and we see it each and every day in our classrooms. Our
� overall data is showing that Reading Public School students are performing above the state average on
the latest state assessments and we have improved on 29 out of the 44 PARCC and MCAS state
assessments from 2015 to 2016. We are also beginning to see some positive downward trends in some
of our key Youth Risk Behavior Data, including significant decreases in the use of cigarettes, alcohol,and
marijuana since 2005. This is due to our dedicated and hard-working teachers,administrators, and
support staff who work tirelessly in the best interest of all of our students. In addition,we have an
excellent working relationship with town officials who see education as one of the priorities of our
community.
Earlier,we described the challenges that our school district is facing and obviously,we are concerned
about the financial and human impact tfiese reductions will have on our school district. We are very
appreciative and value the financial support that our community has given to public education over the
last several years. Unfortunately, our latest state financial data (FY15)shows that Reading ranks 291st
out of 326 Massachusetts communities in per pupil spending. It is well documented that our
community has a revenue challenge as we become more and more reliant on cash reserves each year to
fund our budgets. It is to our town's credit that through mutual respect and collaboration,town boards
have stretched our dollars to.provide the quality education and services,of which Reading is so proud.
While of course a particular"per pupil expenditure' is not the point, nor a guarantee of educational
excellence (for instance,there are many school districts where higher spending does not necessarily
translate to greater student achievement), it's important to make clear that the objective is not the
specific dollar amount—but rather a sustainability from year to year that is comparable to other
communities in the state. For many years, Reading's per pupil expenditure was in the average to low
average range for the state,and we were proud that we were still able to attain above average results.
The significance in the state"per pupil" ranking is not any specific dollar amount but rather the yearly
comparison to all the other communities in the state. As the drastic decline in the state ranking
indicates however—dropping in the last decade from 232 to 291 with a low point of 305 (out of 326
communities), Reading has unfortunately not kept pace in sustainability with other communities in the
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 12
129
�
commonwealth. In order to continue providing our students with the most effective programs and also
to continue attracting/cetaining excellent educators,this is clearly an issue that needs further attention
as we move forward.
Our continuing decline in per pupil expenditure is beginning to have an impact on our school system,
especially during the times of transition that our schools are currently facing. Over the last five years,
the average budget increase has been 2.64%, however,expenses in health care costs, utilities,supplies,
special education costs and compensation have come in at much higher increases. This leads to overall
decreased funding for school services and programs. We are in the midst of tremendous educational
change in our state and in our country with more rigorous curriculum frameworks, a next generation
assessment system,and the expectation to make sure all students are coliege and career ready. We
also need to address the areas mentioned earlier in behavioral health. During these times of transition,
it is more important than ever to sustain our previous levels of support and to add resources to address
additional needs. In the upcoming school years we will need to continue to update our science and
engineering curriculum, provide time and resources for teachers to implement these new curricula,
continue to improve our special education services and programs,add more tutorial and social
emotional support for struggling students,offer dedicated health education classes at our elementary
and middie schools, increase our Advanced Placement course offerings at the high school and elective
offerings at all levels,and update the High 5chool Graduation requirements to help prepare our students
for college and future opportunities. The resources necessary to move forward in these areas are not in
the FY18 Recommended budget.
Equally important,we need to continue to attract and retain the best educators.This past school year
alone four educators left our district and took employment in another school district in the Metro
Boston area for higher compensation, better benefits and improved working conditions related to
caseload and paperwork. In addition,four candidates who were offered positions in our school district
declined to accept our offer and accepted a position in another school district for higher compensation
and benefits.
While the FY18 School Committee Budget allows us to fund most of the core areas of our school district,
other areas are affected, and financial constraints limit our ability to pursue many of the innovative
programs,structures,and systems that we believe will make our students even more successful. The
Reading Public Schools is at a crossroads when it comes to the amount of funding available and what we
are able to do to continue to improve education in our district. While each district's per pupil spending
might be impacted by varying needs,what is evident has been our inability to sustain what had been
effective levels of services from year to year. What we are finding is that, in the last several years,we
are losing ground,and finding it harder to compete with comparable communities. In FY15,the School
Department needed to reduce a level service budget by$285,000. In FY16 the Superintendent's
Recommended budget was reduced by$849,620 from a level service budget.The current FY17
Recommended budget has been reduced from the FY16 level service budget by$658,193 and the FY18
� Recommended budget is reduced by$907,229 from the FY17 level service budget.
In conclusion,our district will continue to stay focused on the academic,social,emotional, and
behavioral well-being of our students. While we are proud of the fact that we are a district that is on
the forefront in many areas, we have many challenges,described above,that lie ahead. The increasing
accountability demands on public education and the needs of our students have increased significantly
over the last five years and we need to identify additional resources and restructure some existing
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 13
130
resources so that our teachers and administrators can continue to do the hard work necessary to
improve student learning. We need resources to create more opportunities for teachers to
collaboratively work together to share their work, and improve their practices, and to provide
instructional coaching support so that teachers can see firsthand what it looks like in the classroom.
The Recommended FY18 budget unfortunately, cannot reflect all of those priorities.
A�though this is an uncertain budgetary time in our schools,we have an opportunity to make positive
substantive changes. It is difficult work, but we are up to the challenge of providing the best learning
experiences for our students. We are proud of the work that our teachers and administrators do every
day to improve teaching and learning in our district. In addition,we have enthusiastic and respectful
students who arrive to school every day eager to learn. This is a testament to our parents and our
community who value the importance of education and the role that it needs to play in a community.
There is no question that a major indicator of the quality of life for everyone in a community can be
measured by the quality of its schools and by a community's commitment to its children. In this way,
the quality of a school district affects every single person in a community, and the Town of Reading is no
exception.
We appreciate the support that we have received from the community in the past and we look forward
to working with town officials during this budget process and in providing sustainable funding solutions
for FY19 and beyond.
Overview of FY2018 Schoal Committee Budget By Cast Center
The FY2018 School Committee Budget is $41,889,661 representing an increase of$1,151,995 or 2.8%.
The discussion below provides details on the major budget drivers based on expenditure category and
cost center. The majo�drivers of the increase to the FY'18 budget include:
• All salary and benefit obligations to employees per the collective bargaining agreement. All five
collective bargaining agreements are ending this year and the School Committee is currently in
the process of negotiating new agreements with each collective bargaining unit.
• Non-union salary and benefit increases in line with COLA adjustments for collective bargaining
units
• Increases in regular day mandatory transportation (For students in Grades K-6 who live over 2
miles from their school).
• A decrease in the offsets for the athletics,extra-curricular, use of school properties,and
kindergarten revolving accounts due to fluctuating revenues and projected declining revolving
account balances. These decreases in offsets contributed to an increased difference between
the level service budget and the funding recommended by the Reading Finance Committee.
• An increase in athletic expenses, including an increase in rental fees for pool and ice rink,as
well as,an increase in athletic transportation.
• A decrease in the offset for the METCO grant due to an increase in transportatipn costs.
Not included in this budget are funds for unanticipated enrollment increases or extraordinary special
education costs related to out of district placement tuition,transportation,or other services as required
by a student's individualized education plan.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 14
131
Breakdown by Cost Center
The Reading school budget is divided into five cost centers. Tnese cost centers align to_the MA DESE
Program Categories and include Administration, Regular Day,Special Education,Other District Programs
(which includes Health Services,Athletics, Extracurricular Activities,and District-wide Technology), and
School Facilities and Maintenance. As Figure 5 below shows,the overall increase to the FY'18 School
Committee Budget is 2.8%or an increase of$1,151,995.
Below is a summary by cost center that highlights the major budget drivers. Details of each cost center
are found in the Financial Section of this document.
Figure 5:General Fund Expenditures by Cost Center
_ _.. _ ... _ __. _p�
� :�..�..C.1,",s: .�`�Sa�.�a�&c3a ' f^F�A6�&�' e'-13.,.3���f',� il�aiti.,���s".}4t�Eid `iGf
� 5 ;
� � ..�:.p4€ @ #.�..&.i� . ���..£' �� ..� E ���7a�. #.,;s:.� sia yc:`� �.� z�.5�w'� ,� l,.&'i€3Y>��,'��.-.
^dy� �
. �e�'��i� . � �:� •L.;,� � �s Y�.4L� �� i$� 1�1 1 �'�'�i+��S
.---""--z�,.m..._._a��::�..........-"^ ��-"�--�---�--�'M..._..
; ���r�irt�str�����7 ; 932,s7� . � �'�1,123 ��� � 92�,��0 ��63,694 9`�6,857 �-�.�°r� �'���
`�����tt��r���{ ���` 22 509,776 23,185,387 23,784,253 24,692,271 25,396,278 2.8°fo �
,�_ewm�$�d.._ . ,�� mq.'� [�{'7 `7 y �}�ry J}(] E'}�p
i��..",�'����a�6 . . ,.L. 7fJ`t�l�2�1�. ,.L�P���p�G1.1 '�1I1J��YuLt ZGiG�JI'fl3 �14tS�.7Jz7�L � .�.18�`SJ ,�
3
� ��`iSCa��4�;�F`
` °` 1;187,224 1,162,815 1,246,555 1,231,510 ( 1,225,OOQ -0.5%
� c� �.��
���J6�� �� �i1� �� . yp�i'�F11JG �14J.3.�p�.�'✓��� �F���y�CVV �.: d�VGV�l�� �� 1ti`tJfiJ� - � f.��0 i
�. ��„��a :��:i' > <,
���������� �.f.�'.,z' � � �
�����artt��Tt?t�t� ��_.��� 35,551;�26 37,108,399 a�,�S5,516 �40,737,Ei66 41,�89,661 �� �2.8rfl
Administration Cost Center
FY'18 School Committee Budget: $926,857
FY'17 Adopted Budget: $963,694
$ Decrease: $36,837
The budget assumes cost of living adjustments for the central office administrative assistants,the
Interim Director of Human Resources,and the Director of Finance. There is no cost of living adjustment
budgeted for the Superintendent of Schools and Assistant Superintendent of Learning and Teaching.
There is a reduction of 1.0 FTE School Business Assistant position,and decreases in legal costs. There is
a slight increase ($5,000) in the offset to the budget from the Extended Day Revolving Account to help
offset administrative costs associated with Extended Day Programs.
Regutar Day Cost Center
FY'18 School Committee Budget: $25,396,278
FY'17 Adopted Budget:$24,692,271
$ Increase:$704,007
The largest cost center in the budget includes cost of living adjustments,salary steps, and column
increases for regular education teachers, regular education paraeducators and tutors,and school
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 15
132
secretaries according to collective bargaining agreements. The School Committee is in the process of
negotiating with all five collective bargaining units. There are also cost of living adjustments for non-
union personnel including building level administrators.
In addition to the budget increases,there are several reductions in the regular day cost center, including
7.8 FTE Reduction in personnel,and $20,000 in professional development expenses. Figure 6 describes
the reductions below.
Figure 6-FY18 Regular Day Budget Reductions
�_,... �� � _ _._��_��,______._m_. _ _
�� �osL C��st�r �� �FTE ��� €�eductian � �� ��� �r�a�aunt
�:. ;Regul�r���€ +.� � ' � E(�r�^�ntary�i�ssrc.��m Teach�:rs �� $lOS,O�Q
Re�ul�r C}ay ry 3.8 High School Teachers I $273,000
�.��,� 1 � �� �Supervisor of Students;. � �� �������. 34,OC�0 ��
,';� �. �s�.,�� s��
1 � � Instructional Coach $78,000
i �%1M�+�� a. ,t�+�� ���>�X�e1'�S�$ �`'���.q`� f,,E��y t�� � F�*.�Q�{�{}��"��.;'.-.
There was also a decrease Of$40,000 in the offset from the METCO grant due to an increase in bus
transportation costs for METCO transportation and a decrease of$50,000 in the offset to the budget
from the Full Day Kindergarten Revolving Account. The decrease in the offset from the Full Day
Kindergarten Revolving Account reflects a decrease in enrollment this current school year in the number
ofstudents enrolled in full day kindergarten.
The budget also reflects a recommended increase in Full Day Kindergarten Tuition to$4,450,an increase
of$250. The increased tuition will allow us to increase the offset from the Full Day Kindergarten
Revolving Account by$50,000 resulting in a net no impact to the offset from the current budget.
Special Education Cost Center
FY'18 School Committee Budget: $12,595,752
FY'17 Adopted Budget: $12,223,473
$ Increase:$372,279
The increase in this category is due to cost of living adjustments, salary steps,and column increases for
special education teachers and therapists,�nd special education paraeducators according ta collective
bargaining agreements. There�s an additional 2.0 FTE Special Education Teachers in this budget for
additional student support at Wood End and Joshua Eaton. There are also cost of living adjustments for
special education administrators and other non-represented special education employees.
There are reductions in this cost center, including an overall decrease in special education out of district
tuitions and professional development. There is also a personnel reduction including a .5 FTE Special
Education Administrator and a 0.6 RISE Preschool Teacher.
There is a proposed 5% increase in RISE Tuition resulting in a$50,000 increase in the RISE offset to the
budget.
'
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 16
133
Schoot Facilities Cost Center
FY'18 School Committee Budget: $1,225,000
FY'17 Adopted Budget:$1,231,510
$ Decrease: $6,510
Built into this cost center are cost of living adjustments, salary steps, and column increases for school
custodians according to collective bargaining agreements. In addition,there are also cost of living
adjustments for non-represented facility employees.
The decrease in this cost center is due to an $80,000 reduction in the RMHS cleaning contract for the
2017-18 school year. Also included is a $60,000 decrease in the offset to the budget from the Use of
School Properties Revolving Account. This offset reduction is necessary to make the Use of School
Properties Revolving Account more sustainable in upcoming years.
District Wide Programs (Health Services,Athletics, Extra-curricu(ar Activities, District Wide
Technology) Cost Center
FY'18 School Committee Budget: $1,745,774
FY'17 Adopted Budget: $1,626,718
$ Increase:$119,056
The increase in this cost center is a result of cost of living adjustments, salary steps, and column
increases for nurses,athletic coaches, advisory stipends and the athletic secretary according to
collective bargaining agreements. In addition,there is a cost of living adjustment for the non-
represented employees including the assistant principal for athletics and extra-curricular activities,
District Network Manager,Technicians, and the Director of Nurses. There are also increases in expenses
for athletic transportation, and pool and ice rental.
There is a reduction of 1.0 FTE Technician in this cost center and a reduction of$35,000 in technology
hardware and services.
The offset from the athletic revolving account will have a net decrease of$29,100 due to an overall
decrease of$96,000 to make the revolving account more sustainable in future years, combined with a
proposed$75 increase in the athletic userfee per student per sport resulting in an increase of$66,900
to cover the cost of additional expenses. There is a proposed increase of$25 per student per activity for
High School Band and Drama user fees. The family cap for both Athletics and Extracurricular will remain
at 2017 levels.
Budget Process and Timeline
The process used to develop the FY2018 Superintendent's Recommended Budget and the School
Committee budget is based on an inclusive process over the last two years of community forums with
staff, parents, and the community on the priorities of our school district. In addition to the Community
Forums two years ago,the Town and Schools held informational sessions during this past summer to
inform the community about the October 18th override election process and budget informatian. In
addition,the Superintendent has been holding weekly office hours at the various schools with staff and
community members about district priorities. Using the above feedback, district and schodl
administrators developed the FY18 Recommended budget using the financial guidance given by the
Finance Committee in November. In addition,over 20 budget parents each representing different
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 17
134
schools in the district, will be meeting to discuss the process and inform their school communities on the
budget process. This process will continue throughout the month of January when budget
presentations for each cost center will be given to the School Committee,who will deliberate the
Recommended budget and take a final vote prior to february ist
The budget process begins with the analysis of enroliment 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 November, as part of the budget process,the town convenes its annual Financial Forum, a joint
meeting of the elected and appointed Boards and Committees. The Financial Forum was later this year
due to the October 18`h Proposition 2%Override Election. 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 expenses,and special education tuition and transportation expenses. These
expenses are subtracted from available revenues and the remaining revenues are allocated to municipal
and schoo) budgets based on a historical ratio. Last year,sixty-four percent of the net revenue was
allocated for the school department budget. At the November Financial Forum,the proposed increase
in general fund revenue allocated to the school department was 1.48%or an increase of$563,995.
During the next step of the budget process which occurs in early to late-November,the Director of
Finance distributes budget development guidelines, instructions, and forms to district and school
administrators. Department and school budget requests are then submitted to the Finance Office by
the end of November. Throughout November and December,the Superintendent reviews the budget
requests as well as the programmatic and financial implications of these requests taken as a whole. By
late December,the Superintendent determines the size and scope of the budget.
In early January,the Superintendent's Recommended Budget is submitted to the School Committee for
consideration. During the month of January,the Superintendent and Director of Finance present the
program budgets to the School Committee for review and deliberation. The.School Committee either
requests changes to the budget or adopts the budget as proposed. Once adopted by the School
Committee,the budget is then delivered to the Town Manager who, in accordance with Town Charter, ,
must submit a balanced budget to the Finance Committee in February.
During the month of March,the Finance Committee reviews the budgets of each municipal department,
including the School Department. The School Committee,Superintendent,and Director of Finance
present and defend their budget request to the Finance Committee in mid-March. The Finance
Committee takes a vote on each departmental budget. It is the responsibility of the Finance Committee
to make recommendations to Town Meeting on each departmental request.
At Reading's Annual Town Meeting,which commences in late April,the Town Manager's Budget is
presented to Town Meeting for its review and approval. Once approved,the School Department's FY'18
General Fund Appropriation is set and is implemented for the fiscal year beginning on July 1, 2017.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 18
135
,
Figure 7:FY'IS Budget Calendar
��� hti �.. . . ��...
5�,.._ �s����'. r;��a����a�-��" �� . � � �. -
��.
Budget preparation information sent to Mid to late October
administrators
Budget input meetings with staff Ongoing
Budget parents identified Mid November
Financial Forum Early November
Pri�cipais present goats and 6udgetary needs Early November
Building/department budget requests submitted Mid November
to Central office
Town Meeting Early to Mid-November
Superintendent reviews building/department Mid to late November
requests and performance goals
Budget parent meetings Mid to late Qecember
Finalize FY18 Salary projections Mid December
Budget deliberatians with Administrators and Mid November to Mid-December
Directors
Superintendent's budget finalized Late December
Budget document distributed Early lanuary
School Committee meetings to discuss FY18 January 9, 12, 19, 23, 26, 30
budget
Financial Forum lanuary 25
Pub(ic Fiearing on FY18 Budget January 23
:School Committee Vote on FY18 8udget - January 26 •
School Committee budget submitted to Finance February 1
Committee and Town Manager
Sthool Committee presentation to Finance March 15
Committee -
Town Meeting votes on Town Manager's Budget Late April or Early May
Fina►�cial Qverview
FY2018 Expenses by Cast Center
The School Committee Budget is organized into five Cost Centers, representing the high level program
categories that comprise the District Budget. These include Administration, Regular Day,Special
Education, School Facilities,and Other District Programs which includes Health Services,Athletics,
Extracurricular Activities, and District-wide Technology. These cost centers were established as such by
a vote of the School Committee. In accordance with that vote,the Administration is authorized to
transfer funds within any cost center. The Administration must, however,obtain approval of the
Committee to transfer funds between Cost Centers.
As shown in Figure 8 below,the FY2018 School Committee Budget reflects an increase of 2.8%. The
largest dollar increase to the budget is in the Regular Education Cost Center($704,007)followed by
Special Education ($372,279) . These increases account for 93.4%of the total increase of$1,151,995.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 19
136
The reasons for these increases are highlighted in Budget Drivers section of this Executive Summary and
described in more detail in the Financial Section of this budget document.
Figure 8: Expenditures by Cost Center
�
a , nr �.,,. C� � , r ' C�U� - C'�Uc� �s ,,, p�t��...>.;.�12t�1t�5�LC� ' > a �
�xp�r�d�d E���nd�ci . Exp��d��f �c�d�et S���f��t ��an��
' FY'1A� F'Y'15, �, FY`16 ��'�? FY`1�
�,
��Adm�n�stratii�n �; � 932,�78 r �� 891,�.��3 � � � 924,880 � 9�3,6���� � � 926,8�7 � -3'�8°l�� '
� �i ;` °�_� ` 22,509,776 23,185,387 23,784,253 24,692,271 25,396,278 2.8%
9,547,257 1Q>25�,�81 1(},9�15,627 12,223,473 12,595,752 3.0°0
�� ��� � s � �
�t�UC��lUl1g„ ;�%� � �
�'Sc�+�Ql���a�crl��i��;_ 1,187,224 1,162,815 1,246,555 1,231,51Q 1,225,000 � -0.5%
��t�strittvu�e�e ��� . �,374,Z9� � 1,��1�,H�3 � � 1.,55�,200 1,6�£�,7��� 1,745,77� � ���:3%�
,,'�Prc��rarns_ , �______m�_
�'"' 4 �� 35,551,026 37,1Q8,394 38,455,516 40,737,666 41,889,661 2.8%
FY2Q18 Revenue and Expense Budget Projection
The Town of Reading's budgeting methodology begins with a projection of availabie 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 stiared 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,snow removal and special education tuition and transportation for out of district
placements.
The accommodated costs are then subtracted from the available revenues, and the remaining revenues
are divided between municipal government and school department based on historical ratios. Available
revenue to the school department is,then,the combination of the funds allocated for the school
department's accommodated costs and the historical share of net available revenues after accounting
for accommodated costs.
Figure 9: Revenue a�d Expense Projections and Atiocation
:s..
� �.' �FY 6 1'�('��. � �t�ng�� �Y`18�.��„:,Change
. ,
> .
„ o3�T
� _. . „ �, � ..�,� r�:� ,.�.. ...,. , .�.�.,.��.,.�.� -��
, �n �..
,,.. .� , �,.,
� _��. ._ ,. _ . .
�r � rce ; � �.,,,�.
:>,
� ,. � ,� _., ,. Sg�,3�a7=7�8`'�� �6f�93�1,2�i5 �``64,2fJ0,'�1� � �t�7 0��� '�1��2C}U,S�S7 ,�� 31��+::�'
. ... ,--� �. .
�` �� , 5;119,266 6,362,500 6,615,000 4.�% '7,Q3C1,4a0 6.31
tti����t � t� ��73 2$2,318 � �.3;622,Q3S� 13,865,Ot70 1996 �����3,�93,931�;�� a 9% ;;:
�., . .;� ,..a,�fis, ..�:i a�.'
„ . . .... . .i: .... . .. .. .. .. . ..,,. • .,: . . . ...
_,x..�;y..� .
��,;'� ` 1t1,126,574 IQ232,699 . 10,455,569 2.3`Ya ZQ,549,389 0.8%
`t�S� � .�3,7SSrS1.S�� J•�I79,1�.3� [3s�6S,49i}, 2 4°l0 ?�3a�SR�9A7 "i �' 2.2°l0 >':
. v , ,
1,700,004 2,199,765 2,I50,000 -2.39'0 1,3�O,Jt}0 -36.7�v
- $3,29�'s,Ix8��.,a �87,8$3r692 9Q�699,9f�5': 3.290 92,539,425,`.: 2.03�10
; .
_�.;� . •���3������a. �� . ,.,; -
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 20
137
,
���� �.�.�:x,s��,��.��;�� �, e. __�. , ..._ � �
�. .
� €a r��>€€€� 2�t,1"SB,S90 ; •�14�965,743 1�,9$$,50{l '�� � � Q$9�' ' �1�,75t3,934 �� S S5'o
� �,�':
't 1 _ �H`� 2,308,000 2,889,250 2,220,000 -23.2% ; 2,259,400 1.8`Yo-
� 3,�2?,73t��� '-��a51�,5�3`_�� �4e90t��044 '� :$:�'� ��� �alD�7,�15 ' 3 2`#6� �
1,898,465 1,860,044 1,948,725 4.8% 1,974,411 1.3f
��:r ` IC1�P! ��� ---`� .s-,....,�.: , p:.'.�; �. . . :*.t ��i��}Q�}�; � ; ;..����7.��}� : . � ��Z�Qt}Q ,'�... .;...'�.�Q��a.' ., ,, ,���r��� ' '�. �.�.�a ::
.. ., . : :. ., ..�. ..,..�h:...�� .
«_;. ,.;, . . ;� a .;, .
ti:.�. � - . . ....� . . .... ._ .._
�_ . _�. ,._....._,_...._.�.__�.,..
o: ��.t�i�€��.�t,a��is.�av ,3,858;194 � 4,004,269 4,127,314 � 3�.3.% � 4,fl33,6�4 — _�.3dc ���
� ��c�et�ti;���u,it����,z:�«,___ - ` 46?,040'� .= � ��A90,35q � 384,350 _2�.69G 3�5,OC�(} Q.4��. ,:�
_. _ P _
C+1�re=��ne��t�,�rt�€�rr��i,�it� ��r r� � � 2,933,913 2,951,184 3,043,150 3.1% 3173,925 4.3f
e m va������eFt�tt:aa_.,s��te�����r., ��� � ,_ ��29�579,8�2 �32,632,38i� �33,443,039 ' � ,2.5$0 � ���� 34,�$b`,256 '� 3.41a ��:
_� __... __ � _ �..,.� . . __
,...
�E,� eaa�t��a�C7p�;a�,���3�r��r�.� �
� � �
� f��r�tc��«���csu�rnm��t{35�s��'„��� lri 240;SS�� �19;55�;979�:� -�;2Q,473,984_��� �� -26:2°� � ' 2(7,72�,�£�� � 1.�Y�
s� � � , �,�:..
�-��� ��.__ _.� ,� : v,.� s,� ,s ��. .�. .�� .� �__ � �
�.�...: �� �,. ����: � �m�.�
�.
t7g��e�c7tfineTtt(t�.°16�°� �s����� �`,-�� 35i$21,i73 35�3b5,184 36,E:1fl,352 3'.4°la 37,267,991 ?.8°l0
� �3t3IPw°in fc$4i�t�3L'S��W _ � , Q�3�����5 '; ��. d��,�
� ,,
z,
�. ...,..n�.�:.... _�_.._ � .,. �.. . . •�- ' - . ' .;���' , : �• '- �--��_._�����s,.-' �"�
.,�ci�z��;�����_����,;;��n�c,��?r�;tcrc�ast��3�� �
E�_ �.x,�r f��ncy��her C�rs���r�s��i��t._ $ �3,981,5{�4 ;: 35,Q06,135 56,C�i8,724 � �{�46����:37,6C}9y216 2.7�6 .
' �� � �� �� � � �� ,��_ ��_ � :. _ .;_: ..
� C��t�;�t?°�� u�.�<� ��� ��� ��� 1,298,485 � 1,144,861� 1,195,406 � _7.9°r6 1,268,186 � fi.l°lo ��
t_.�_ ��l�t�r��.€�,:�ss�:�(..����a�€�a���rr�r�t �9(�4,�i97��� '�� 779,�90 - � `87�,t?57 -2:99� =_;; � 1,t��2;657, �Z 0`�,�,:
� .: _ �_ _.________ ___ �
� �o�t�..�'�a�`��.f'� � �1,365,790 790,798 809,831 -40.7% 740,833 -8.5°la
������aue isf£S�tS � � � dz 3`���a C��} � �{2 3��6£�i�} �{Z,231�ti5) �7:6�5 >� '�, {2,229�90CD} r; .;'=2>9°la �>
� �� d nsm �
��'�„� �x r.�t� S;°��,i_ ,�< .i.tx.°� �� ; ,�,����� � ��_.r ,,;� ' . ! �.�`/e 37,b'S5,9�2� �3.4�a j
�
__; _ _.._, ._---.____-� , __ _ _ __ __..-,__ _ .r�
�ac} Y���}��-t3 �4� �s t `k f€�� ' . . :�.._.�........_.-.,. ..
, i
�" - ----. ._...,.�.. .m._..._� _�.. � --
� �__ ,.
. .
���
� " .,.�:. i � . �� , ..... ... ` �. . c _.�_. _.
�,�, ,t 7 � �� > . , Z.� w�,���t1dE� j... �_� _ �
3
�-� � _ _e___ __ .,_� _ _
,�. ���� � � � ��,a��,���} ����,���} _ ��.re�.��,�7z}, �x.�� _. : :�t��������a��� �_�;��
,.,, . ,
� . .
y��� ,�` �° �.
"n�°�&'���tt�s�� ������".����� ���h � �a�,���,c��� � ��
��. �,.���Ps x��� �
�. : ,�.��,n�.��,..:•N, � ___.�.__. �
`��� �� `` �.�C t�c1`��� 5,t93�qE27�� 4,Ctt34;269�� � 4,127,314 : �:1�c7� � 4,t)33f6�t1 � , -2.310
�ChzaCa�Cc3mtittttee's E�Ltd��f � � § : ' 4Q,317,973 � 39,473,353 . 40,737,666 1.Of`o 41,$�9,662 �v 2.8°�4
�e� � � __ _____ __e� �______n_m _
���e�$t�,�.R��_,tu�;��f�rae<, � } s ���
�V� �c,,�;,i(E`a�sacf���.��r€c.r_,v_ �_ M 4t7,A3S,449 39,309,453 4Q,?37,666 0.795 41,3€��,f��2 1.�€",a
t .:; ,4 . . . . , .
� �'t 4�1����41�e.�d_ m _._ n e� � �{),A3�ai�#�°.3 .'�}i36J,�€53'� 4C1,7'��r&�i�i,„ ;'a,��.'m � A:�.p.��'3�6�'a"� � �i Ps�la ,'
w � ..
__ � � _ __�� . •
` �� �����s�,��t���,r��r�.c�����Ctrel�r}Egr,c ras� . �S&,Cl(�D �
�... �______ _.__ __. �� __ '
Next Steps and Contact information
The FY'18 Superintendent's Recommended Budget was presented on the following dates:
• Monday,January 9 (Overview,Administration,and Regular Day Cost Centers)
• Thursday,January 12 (Special Education and District Wide Services Cost Centers)
• Thursday,January 19 (Public Hearing,Town and School Facilities,Questions)
• Monday,lanuary 23 (Questions and Discussion)
• Thursday,January 26(School Committee Vote)
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 21
138
When the School Committee voted in late lanuary on the budget, it became the School Committee
budget,which is then presented to the Town Manager. The Town Manager then presents a full Town
budget to the Finance Committee which is within the available revenues for the Town. According to the
Town Charter,the School Committee budget will be presented in March to the Finance Committee of
the Town who votes whether to refer the budget as is to Town Meeting or refer with changes. Town
Meeting then has final approval authority. By statute,Town Meeting can only vote the "bottom line"of
the School Committee budget. It may vote to increase or reduce the total dollar value, but it cannot
specify the line item to which the increase or decrease is to be made.
The timeline for the next steps in the budget development process is summarized below.
Financial Forum January 25, 2017
FY'18 School Committee Budget Presentation to Finance Committee March 15, 2017
Annua)Town Meeting April 24,April 27, May 1
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.readin�l.2^i-na.us. For additional information or clarification, please feel free to contact the
Central Office Administration for assistance.
Dr.John F. Doherty Gail Dowd
Superintendent of Schools Director of Finance
781-944-5800 781-670-2880
1ohn.dohertv@readin�.kl2.ma.us Gail.Dowd@readin�.kl2.ma.us
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 22
139
Organizational Section
Town of Reading
����,°�����#�'° �� `� � ''' The Town of Reading is in Middlesex County,
,�, ��3:� ` _�` Massachusetts, United States,some 10 miles (16
�,
�
�w`� � > �� �� � � , ��� � �_� � ��= : km) north of central Boston. Reading was
� t�: � :� , . �
��� � ���. -.'����� � ��,��� + s� � � � � � incorporated on June 10, 1644 taking its name
�a '� �� '�. �� � `���� ���`� �k�° � from the town of Reading in England. Reading
.�
�� r ���,`�,;, � ;�
' � ' ��� _� �' encompasses 9.9 square miles and is located
r; � x - aea�r.Mi �.�v �
� ��`�•-� < & � �� `��'�� � approximately 12 miles North of Boston with eas
� � s � ' �'.a''.�a� "`��� ,., y
� �` ` � ��, � �,aY � '�� access to major routes including 125/I-95 193 and
�4k,�j2xr �Y"�v �`,t�.�°q ip� �e W.�kcfr.W ,� ,� s` a� �
' �� ' ;,�.;���� �°�'�"` �� ,��� � g�q,= r�,', routes 28 and 129. In addition,commuter rail and
i, �„�., �,��<�� � �� � t ��# ;n
.�� � �� ,��� � � �,��„�� � ,�� bus service is available in Reading. The Town of
��� �����: � P:� � �' �
�`��� ,�� ;���� �������Y - � � ��,�„ . � Reading has a Representative Town Meeting form
�� � r� �"�`� � '� '� of government. Town Meeting is comprised of 24
��-�
�����'�`��� ��'�� ��������� � �� � � ������ members from each of Reading's eight precincts
�;� `5.�;� '�.:.w a .�: r ' +.t�.bn..a�._ �� � � -
��_�- �- �'���`'�'�'�`'"` ������ � - � �m��~� � -��� for a total of 192 members. Reading also has a 5
member Board of Selectmen and a Town Manager.
There are eight schools in the Reading Public Schools: Reading Memorial High School (grades 9-12),A.W.
Coolidge Middle School (grades 6-8),W.S. Parker Middle School (grades 6-8), and five elementary
schools(grades K-5):Alice Barrows, Birch Meadow,Joshua Eaton,J.W. Killam and Wood End. Reading
also has the RISE Preschool program, an integrated preschool,with classrooms located at Reading
Memorial High School as well as the Wood End Elementary School.
Figure SO-Reading Public School Enrollment As of October 1,2016
�'.. �;
�
.. ___. _ . _. __.. . . _ : _. .-;
RISE Pre-School (grades Pre-K) 91 ;
� ._._ __.... . ___._.."' ____.. __.._.,.__y ._____..._...,......;
Alice Barrows Elementary School(grades K-5) ; 385 ;
_. _ __, _.._ _.
Birch Meadow Elementary School (grades K-S) 383 i
,� _____ __�___ __ ,_____. ,
' � n��E(ementary School(grades K 5} � �428 ;
Joshua Eato
___._ _ _ � _ _______.__4� _��------i
J.Warren Killam Elementary School (grades K-5) '; 427 '
___ � _ ___� ____ � ;;
� Wood_End Elementary School(grades K 5j_ _ _,_mm� 319 j
; A.W.Coolidge Middle School (grades 6-8) ; 466 �
__ _ � _ _� � _ �
' Walter S.Parker Middle Schoo)(grades 6 8) � 572 {
. ._..._
Reading Memorial High School (grades 9•12) 1,270 !
..Total�Enroilment � � � � 4,341 ;
Reading participates in the Metropolitan Council.for educational Opportunity(METCOj,a voluntary
desegregation program which brings approximately 75 students,grades K-12,from Boston to Reading.
Reading is also one of ten member districts of the SEEM Collaborative and one of eighteen member
districts of the North Shore Education Consortium. Through these collaboratives, Reading Public Schools
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 23
140
is able to partner with other districts in the area to provide special education as well as professional
development and other services to our students and staff at a lower cost than a single district alone
could secure the same services. Reading Public Schools is also a member of The Education Collaborative
(TEC). To reduce costs, Reading Public Schools utilizes the TEC coilaborative 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
Th� Reading School Committee consists of six members elected by the voters of Reading for three-year
terms. Each year,two members'term of office expires and become open for re-election. The current
membership and terms of the Reading School Committee are as follows:
Jeanne Borawski, Chairperson,Term Expires 2017
Charles Robinson, Vice Chairperson,Term Expires 2019
Nick Boivin, (Appointed by School Committee and Board of Selectmen until April, 2017)
Linda Snow Dockser,Term Expires 2017
Gary Nihan,Term Expires 2018
Elaine Webb,Term Expires 2018
Under Massachusetts General Laws,Chapter 70,the School Committee has the power to select and to
terminate the Superintendent, review and approve the budget,and establish the educational goals and
policies forthe schools in the district consistent with the requirements of law and statewide goals and
standards established by the Board of Education.
District Administration
The District is led by the Superintendent of Schools,the Central Office Leadership Team, District
Leadership Team, and Administrative Council. The Central Office Leadership Team includes the
Superintendent of Schools,Assistant Superintendent for Learning and Teaching, Director of Finance and
Operations and the Director of Student Services. The District Leadership Team includes the Central
Office Leadership Team as well as the eight building principals. The Administrative Council includes the
District Leadership Team as well as all Assistant Principals,Special Education Team Chairs, RISE
Preschool Director, Human Resources Administrator, District Administrator of Support Services and
Department Directors (Facilities, Faod 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 ofi 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 11 provides an overview of the organizational structure of the district.
Instifling a joy of learning and inspiring the innovative leaders of tomorrow Page 24
141
Figure 11: District Organizationai Chart
3..�.,�a_..�,�.NM
����ia��}tt
5�� a�rtr,< ���,.<..r �
�"c���t';�:r��€:u ��
'�������
r'.
�- � .
�r �#ar�rt����n
���W..��..����
District Partnerships
Reading Public Schools are part of a larger community that believes in collaboration for the purpose of
benefiting the children of Reading Public Schools. We are fortunate to have many important partners
who enrich the lives of our students through their contributions of resources—both financial and
volunteer time.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 25
142
Town of Reading
The municipal government of the Town of Reading is the district's most
important partner. Of course we share in the tax revenues that
represent the voters' commitment to a quality of life that values
education, public service, and community engagement. We also share
many resources and collaborate to efficiently manage the operations of
the community.
Reading Educafron 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.
Parent-Teacher 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.
Parent Booster Organizations
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 DistricYs Strategic Objectives and are evaluated and
refined each year based on progress, input,and reflection. Below are the District Improvement Plan
Goal for SY'2016-19 and the Five Focus Areas.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 26
� 143
Figure 12-Reading Public Schools Strategy and Goals for Improvement of Student Outcomes(2016-19 Schoo{Yearsj
=�'
Instilling a joy of learning and inspiring the innovative leaders of tomorrow
Our Visian
R is the vision of the Reading Public Schoo/s to instill a joy of/eaming by inspinng,engaging and supporting our youth to become the innovafive leaders of :.
tomorraw. We wi!!accorriplish our vision 6y focusing on a iew key sfrategic initiatives that lead to a meaningful and relevant curriculum,innovafive .
instructiona/practices,strong anatysis and thoughtfu!dialogue about evldence,a callaborative and team approach to/eaming and teachrng,and a safe and i
nurtunng learning environment The overail physical and beitaviora!welt-being of ow childr�n wil!be our top priority as sfudents wi11 not feam if they are not :
I physica!!y and psychologicatly safe. Education will trufy be the shaied responsibility of bofh the schools and the community,with famifies playing active rotes ;
in the schools and being fuH parfners in ensuring the success of their chi(dren.ln the interest of the entire Reading community,the schoo!district and toyvn ;
' gavemment shall work cooperatively and coltaboratively.As educators and members of our communify,we believe that implementing fhis vision is our ethica! ;
responsibility to the child�en of fhe Town of Reading. '
__ _ _ _.._ __.. __ _ _ - --__ ---_._.__ _ _ _ _... __.
Our Theory ofActio��
If the Reading Public School District strategicaily allocates its human and financial resources to support high quality teachin�,prio�itizes a con�niitment to �;
� the academic,sociai,and emo4ional needs of our students,emphasizes the hiring and support of effective staff who have the capacity Co cadi�E��rativ�ly ;
learn,thoughtfuUy analyzes measurements of school performance and provides differentiated support,then studenu wi{I make effective p�o�ress and
` be appropriately challenged,graduating from high school ready for colfege,career,and life as contributing citizens in a giobal society.
, __ ____. . _ __.. _ _.. _ __. _
.._.___._ _____.. ,. _..... _ _ __-. _ ._______ .._ __� . _�.. _ ,
Our Questions
� �� 1. What is it we.want our sfudents to learn7 What knowledge,skills,and dispositions do we expect them to acquire as a result of this course,this�rade tevel,and A s
this unit of inst�uction? I
L How wiii we know if each student is learning each of the skiils,concepts,and dispositions we have deemed most esse�tial7
3. Haur wiiC we respond when some of our students do noYiearn7 Wfiat process will we put in place to ensure students receive edditionaf time and support for- ?
` Iearning in a way that Is timely,precise,diagnostic,directlVe,and systematic? �
� 4 How will we enrich and extend the leaming for students who are already proficient?
>�____ .___._.__ __�_ _. �__.. _ ..�____�._��_._______�___„�.. -- _�_. __�..... ..._:...._�_____.�_ .,�._..._ ; _.._� •���.�
District Goal for 2016-19 Sehool Years
s - ___ . _ . _ _ , _ ._ _ .._._,- -_ _ . . _ _ _ _ _ __-�
; To.ensure the success of ali students,over the next3 years the Reading Public Schools will increase student engagement,improve academic achievement,decrease ,!
. discipline referrais,and enhance parent and community two way communication. We will address the academic,sociat-emotionai and behaviorai heaith needs ch�augh a :$
; comprehensive muiti-tiered system of support(MTSS)frameworkaf data,systems,and practices. '(
;----______�_.�__...4_ �_._. .,_.._---------___—___ ---_._. _ - _ ___..
_...______ _. _____ _ _�
. Focus Areas for District Goa!
_._., _-- --- -----_ __..___. � _�_.� _ �..___ ____.. �_� __ .. _---, _ __ _ �---- ___ - - -_
--r---_,. .
� Focus Area A Focus Area B ' �ocus Area C ��cus Area!�
Closingthe�Achi�vemenC Gap � �� �� llteracy �� � � ���� �Mathematics Prartices � � � SociaE�motionaf L�aming ��
To eliminate the achievement gap ;
far our high needs student To improve literacy ski!!s for al! � To improve mathematics � To improve sociat er»otranv#
�_�populdt7on� � _ _ f � siudents � � � � � _ achaevement�or all students � _' � leamin�for alfstua�ents ;
? Identify and implement Develop K-8 Literacy CurriCulum � Develop K•8 Math Curriculum Create a PreK-1�SEf.Currituium �!
! evidenced based Tier 1,2,and 3 Documents E Documents { Map !
; interventions for students � �
Provide professionai development i Provide professio�al development ;"
; Provide trainin and time in the } Implement health and sacia�
g for non-fiction(iteracy.standards in , and time to improve mathematics
' areas of differentiated instruction � emotional learnin�curriculun�,K-$
� sclence and sociat studies � practices
; and Unive�sal Design ' �
ftevise superoisory practices to � Revise su erviso p��ot SBIRT 5creening Pracess in
�i Continue to im lement the P ry practices to focus
p facus on literacy ; on mathematics instruction ' ��a��g �
; recommendations of the Walker } � 1
; Report to improve special Develop and implement common � �
rade(2vel assessments ta im r � Develop and implement common � ftevie+u and update bu!ly�n$ �
� education services and programs. ; g ¢���..;� grade level assessments to improve preventian p(�n °�
student learning and cEassroom � student learning and classroom ���
' implement K-12 Science practices � practices ' �
�� Curnculum �� � � �
_�- _____.__ _ ___� ._. _ _..--- _-_. � �� .__.___� ..,� ° '� - , ',
_.___. ___._��. _. �_______ _� �,:,,:�}
� Focus Area E '. �
; Communication ' �
' - lmprove rommunicatlon across the district with families and ihe Reading community
� Provide ongoing proact�ve communication using sociai media tools at the district and building levet to Schooi Committee,parents,and community ` i
Instilling a Joy of learning and inspiring the innovative leaders of tomorrow Page 27
144
District GoaE for Z016-19 School Years
To ensure the success of all students, over the next 3 years the Reading Public Schools will increase
student engagement, improve achievement, decrease discipline referrals, and enhance parent and
community two way communication. We will address the academic, social-emotional and behavioral
hea/th needs through a comprehensive multi-tiered system of support(MTSSJ frpmework of data,
systems, and practices.
There are four focus areas that are connected to this goal:
1. Closing the Achievement Gap(Action Plan A)-To focus our energy and effort in identifying and
implementing evidenced based instructional practices and interventions which will close the
achievement gap with our students, in particular,our students in the high needs group (special
education, English Language Learners,economic-disadvantage).
2. Literacy(Action Plan B)-To improve literacy instruction in all subject areas across the district by
providing teachers with time and training,timely supervision and coaching, evidenced based tier
2 student interventions, clear expectations, and a pacing chart.
3. Mathematics Practices(Action Plan C)-To improve mathematics instruction across the district
by providing teachers with time and training,timely supervision and coaching,evidenced based
tier 2 student interventions, and clear expectations and pacing chart.
4. Social Emotional Learning(Action Plan D)-To focus our energy and effort in identifying and
implementing evidenced based instructional practices and interventions which will improve
social emotional learning for all students.
In addition to the above focus areas,there is one additional area, Communication (Action Plan
E)which will be continued from last year.
Measures of Progress Towards our Goal Durin�the Next Three Years
As we begin implementation of our action plans,we will be monitoring and measuring areas to help
inform us of our practice and make changes,where necessary. We should see progress in the following
areas:
A. Closing the Achievement Gap(Action Plan A)
a. A decrease in the achievement gap on state and local assessments between high needs
subgroup(special education, English Language learners, and high poverty) and the
general population of students.
b. An increase in the accountability rating by schools and district as defined by the
Department of Elementary and Secondary Education.
c. An increase in the Accuracy of Student Support Team referrals for Special Education.
d. An alignment between report card grades, local and state assessment scores.
e. An increase in students having equitable access to higher level classes.
f. An increase in students having a greater opportunity to access high quality Tier 1
instruction.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 28
145
B. Literacy(Action Plan 6)
a. An improvement in state and locai assessments including MCAS and Next Generation
MCAS state assessments, Fountas and Pinnell Benchmarks for Guided Reading, DIBELS,
math assessments,science assessments,semester exams,SAT scores,AP Scores and
participation, and college acceptances.
C. Mathematics Practices(Action Plan C)
a. An improvement in state and local assessments including MCAS and Next Generation
MCAS state assessments, Fountas and Pinnell Benchmarks for Guided Reading, DIBELS,
math assessments, science assessments; semester exams, SAT scores,AP Scores and
participation,and coilege acceptances.
b. An increase in the number of students ready to take Grade 8 Algebra 1.
D. Social Emotional learning(Action Plan D)
a. A decrease in discipline referrals, including suspensions for all students, especial
students in the high needs group and students of color.
b. A decrease in student anxiety by gender, race, and general population as evidenced by
the Youth Risk Behavior Survey(YRBS) results and other student data.
c. A decrease in the use of drugs, alcohol,and other substances by gender, race, and
general population as evidenced by the Youth Risk Behavior Survey results and other
student data.
d. An increase in students indicating that they have an adult that they can connect with as
evidenced by the YRBS and other student data.
e. Increased Tiered Fidelity Instrument Scores for Tier 1, 2, and 3 at all schools.
f. A decrease in the number of students who have 10 more absences.
g. Increased District CapacityAssessment result.
E. Communication(Action Plan E)
a. Improved communication between parents,community,and schools as evidenced by
surveys and other data.
Information Section
The Information Section of the budget is designed to provide the reader with information necessary to
set the context for the funds requested in the FY'18 School Committee Budget. This section includes
student demographic data for the district as a whole,as well as benchmark comparisons with peer
districts in Massachusetts.
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.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 29
146
Allocation of District Resources
Resource allocation is one of our four district strategic objectives. The objective is to improve the
alignment of human and financial resources to achieve all of our strategic objectives and initiatives to
support teaching and learning and, ultimately,ensure students are college and career ready. The intent
of this section is to provide the reader with an understanding of how district resources are spent, both
at the district level as well as at the school level.
Per Pupil Spending
As we know, educating children is a labor intensive enterprise. Our school district spends 82.6%of the
funding it receives on the staff salaries. The remainder is spent on such items as instructional supplies,
materials,and equipment;technology;out-of-district tuition and transportation;energy and utilities;
and building repair and maintenance.
All districts in Massachusetts file an End of Year Pupil and Financial Report with the MA DESE. This
report allows a district to examine per pupil spending across a number of broad spending categories.
Using a per pupil amount allows for better comperability 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 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.
Fer Pupil 5pending by Category
The MA DESE reporting system categorizes expenditures into eleven general functional areas that are
listed in Figure 13 below. The expectation would be,of course,that the highest level of per pupil
spending would be in the"Classroom and Specialist Teacher" category. As one can see, however,the
"Payments to Out-of-District Schools"category is actually the highest per pupil amount. The reason why
this is the highest per pupil amount is because this category captures the expense for any student who is
attending school outside the district. This includes not only special education out of district placements,
but charter school or school choice placements as well. Since we have very few children in charter
schools or school choice programs, our reported figure is essentially made up entirely of special
education placements which are much higher in cost than the average charter school placement
($10,000-$30,000)or the average school choice placement($5,000). As this is also a per pupil
calculation,the amount reflected is the total out-of-district tuition divided by the number of students
attending out of district schools. For us,for FY'15,the basis was 61 students. This is the reason that our
figure is so much higher than the state average. In calculating the.overall state average, however, it is
important to note that this category does not receive a lot of weight in our per pupil calculation due to
the number of students in this category.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 30
147
Figure 13: FY'15 Per Pupil Spending By Category
� x Gen�ra6 fund y ;'Grat�ts, ': Tt�tal ';� Fut��t�t n a, ' >�:. _ ,. m� ��"�;� r �
��pg�c��riaft���s �Re�er+�t�r�€�' E���rsd�tu,�s ', �'e�ee.�t��� , ��� .. .��,,_ „3 „�r�,,� Y I
Pe+� I
�'�l�-2�k"�:r F'�a�iE � � ��� ' <�1?s ziqa��� � s�'`�'��t.3I � r�s�il ��� €��r � �i1 _ ������,«
� . � r,��.. �
�a��°€id`dSu;`�s � t>�r;;����� f� � � � � �
;, �' . �� �>F€�€atf5.. � E ,� '��,_____�- � � � '�� �_ � �
��m�r,�s�r�tran �z,���,��� ��.��P��� � ;>�,���,�i� � z.7°ra S�a� i $��� �� ' CSs��}
����a5�r���it�5 ; 2,916,584 131,081 3,047,665 �5.5% 696 � 976 {$279)
L��c� rshi�s
�P� �r��e�,� � � ����Cllt,�31 � 2,�"�7,C�b7 �1,��9,�91 � �3�.�G/� �4;9'�u (�S,��a� {;7"��J?
;��a�<is1>>1 s� �c°�� � g € ;
d _ d _ � !___
f��h T����=�s� � �� C 4,372,765 43,389 A,416,154 7.9% 1,009 1,176 �($167)
��r�ratz�� �� ' �
_.� __� .. _ �_.�. _. _n�_�� __
F'�c�fe�ssz�rt�t �1,1<37,��7 � ���� 1�sC�,��L� � ��,37�,S3z 4� 2.5'�p 31a 19? $217
�i:teu��opm�€�f ���� � � ; � a �
� _______�__ � � � � .....� ��
�€��<r a�`fe���I � � � � 1,696,954 190,737 1,887,691 3.4% 431 431 � $p
�mi si'Ci?[5,
��tt?�;sat���'�,'.�tCr � � .- . � .� � . �
�?'�. �`�€�f�; � �. � - . ..
._. ___� ..�_ .._...__ r _. ..
Cat1i�'����, _ � 7 �5e?,Z�� �4,�=:.3 . 1,Es11`�,'a'77 i.9;,. � 3at3 ` 44� ��r74}
���2�ns�}esag and - ' �� � � ,
�'esti��,:�: ., -, � � � I � �
�------ _-__
P��"rI S�eu«c.�s � 1,515,631 1,947,769 3,463,400 6.2% � 792 1,4�p ($63t3)
; �'�.c.e«ft��f�,���s��_ _� s3�t,�G3�� � ����,6�� ��� �,�2�,329�� � ��.��� A,fl56 � 1,5��3�� �� ��{��3} ��
i����t�€a�t�r����� �� � i
� ¢n�vraa�cT� 7,940,358 # 82,497 8,022,855 14.4! 1,834 2,489 ($65fi)
, "�
� ����s��a� � � � � �5823 011 T�,58�,2Ct6� ��S,�Q6,,�2? �82136 $1i,74$ ��$XA,43S� � ^�,��$2,683} �--
� , ..,
� s h� l`�t t�` � � � �... ,',;� ^, c�., , w�. � � � c �� `���
V � "„ ; �
_..d_ »_. �s__ � � _ � � ,�,,.,,�.�� _ ,�� �.._ ; ���,_
���.
�������F�;a�Ys � E 3,224,357 � ���1�,186,227 � ���4,410,584� 7.9% � $53,397 � $2�,fi06`� $�3?>791�
� C3c�t�st����5��� ttie� ; I
�._ ..n_� A��� --.______. _. �
j�Tt3To-�L ��3 ClA7g�v� b,B�+�,A�3 a5�16�t?1 1t}Q.t�`�`� �— � W_� e_._..
s��,s�� = s��,��s ���,,_ ���; �
��������� �� � �� �� � � ;
�.__ ._ �
_ ___ ___________ .� ...._�__ � e:�__._.w��:�.�___.__ ; � !
The Classroom and Specialist Teachers category is the next highest per pupil amount. A comparison to
the state average shows that this is the category with the second largest difference between district and
state per pupil spending. Average teacher salaries in Reading are lower than the state average teacher
salary with fteading at$65,291 compared to the state average of$73,847, a difference of$8,556. This is
due in part to our salary schedule being lower than other comparable districts but also due to the fact
that we have a more junior staff than many of our comparable districts. In Reading,forty-one percent of
our staff has fewer than ten years of experience teaching; on average in Massachusetts,that figure is
around thirty percent.
Another category in which we are significantly below the state average per pupil is in insurance,
retirement and other benefits. This is likely due to the GIC-type tiered health insurance plan that we
have for our employees which is very cost competitive. Furthermore,the employer-employee cost
share in Reading is 71%employer paid and 29%employee. The average in the state is closer to SO%
employer and 20%employee.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 31
148
Pupil Services is another category that appears underfunded when compared to the state average per
pupil. This category includes transportation and other student activities such as athletics or
extracurricular. The reason why Reading is significantly below the state average is due to the fact that
we have such little bussing in the district. Because we have neighborhood schools,we require only one
bus for each school day for transporting children. This is significantly below most other districts in the
area as well as the state.
The one area where we have historically spent more per pupil than the state average is the professional
development category($1,378,137,of which$1,187,947 is from the FY15 operating budget) or$117
above the state average. There are many line items that comprise the DESE per pupil expenditure for
professional development including the following:
• Staff Professional Development Days(non-student days)-This is the most significant amount for
Reading within this category. A portion of each staff inember's salary is allocated based upon
the contractual number of days in each bargaining unit for non-student days. In FY15,there
were five days in each bargaining unit that were above and beyond the number of student days
for professional development. In FY15,this comprised $701,885 of the total amount.
• District Wide Professional Development-This includes curriculum work,workshops and other
professional deve►opment. This comprises$193,485 of the total amount in FY15.
• Tuition Reimbursement(contractual for each bargaining unit)-This comprises$93,120 of the
total amount in FY15.
• Substitute coverage for PD days-This comprised$81,950 of the total amount in FY15.
• Curriculum/PD/Teacher Mentor/Elementary Assistant Principal Stipends-This comprises
$107,664 of the total amount in FY15.
• Miscellaneous items—new teacher induction supplies,food if provided as part of PD, PD
materials. This comprises$9,843 of the total amount in FY15.
The main reason why we are ranked higher in this category than most districts is because we allocate 5
professional development days in the school calendar for teacher inservice days. Most school districts
allocate less than five. FY'11 is the first year in many years that the district's per pupil amount was
lower, although not significantly lower. Between FY'10 and FY'12 we reduced our professional
development as well as our curriculum expenses significantly in order to minimize personnel cuts during
these lean budget years. In FY'12 this trend reversed as a result of the increase to the professional
development budget due to common core and educator evaluation implementation as well as other
training needs. The FY16 Budget restructured the use of some professional development funds to
support the addition of instructional coaches for math and literacy.
The overall message to be gleaned from this comparison of categorical per pupil expenditures is that the
vast majority of 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$65,000,the ability to offer in-district programs for these students is not just best for
students but also financially beneficial as well.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 32 ,
149
Comparable District Spendi«g
As mentioned in the introduction to this section, comparing our district's per pupil spending with
comparable peers helps us to determine how we might consider allocating resources differentiy to be
able to achieve key performance goals, be they student or other goals. The first step in this process is to
determine a reasonable set of comparable peers. For our comparisons,the peers that have been
selected are those that have similar enrollment and similar financiai 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.
Figure 14: FY'15 In-District Per Pupil Spending
�
� :
^
�
�
�
m
o "
c� �
� � �� � r. . r� c� . vr ,
. N . N � � . �ri � � v .-+ . r. � �. .
� �i 0
C , � � � . � . vT � � N m fn `� . . ,
� � N `� m � � � O N VT � �c/T . .N-1 . .
� � . . l�/Y ti . . J� . N . �. � � :
. � . � . f . ,�.
. . � �� . . . �.
O�a� 0�.0 .2.P� '`�� ,t.Q'� `�'�,� \`c�'� J�'� ��� `)�� p�O '��Q p'��
��`'�� ���� ��O �P� �`��� Q'��� �'h�� Q'�OO �PO ��h� ��� ���y ,��
c.�� `� �P '�� Q 5�� �� �\� P�P
�oe� y<
In comparing per pupil spending for the various functional categories that DESE tracks(see Figure 15),
one can see that in FY15 Reading ranks among the lowest of the comparable districts in all categories
with the exception of professional development and supplies, materials&equipment. As we mentioned
earlier, professional development includes the staff salaries for the amount of inservice days in the
school calendar. The chart below shows that in FY15, Reading ranks 10`h out of 12 in per pupil spending
fur in-district students at$11,748. The average per pupil spending for these thirteen comparable
districts is$12,420 or$672 above our district per pupil. If our district were funded at the average per
pupil for these comparable districts, it would translate to an additional$2,941,344 in funding to the
district's budget. The table below also shows that we are most significantly behind both the state
average and our comparable average in the Classroom and Specialist Teachers category which
represents salaries paid to these staff.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 33
150
figure 15: FY'15 Per Pupil Expenditures by Category for Comparable Districts
�*, � p:q � ^' �;���y C�Y$ ��� s a Y k� � � ��rh
� �
a��� ��� z;� �C .� �1� , :'f� �� 3 ��hh t � ��'s � �GC�t �y ���y�.`�"��a�O�EC18iE� � � ,+ ,
a >'� �.; i . �.
�
:"B�LM� .,.,,�„�.. .�, `.,�= S 11,E�8� �1 � �� S 334.., �0 ��54.930 �: �� $338�.� .� ��. ��������.,��..�, _ .
�f35 9
�����M���?�� "'s� � 5 12,205 5 5 610 2 $5,204 7 $668 1 g11g �q
$�:9&419,''' ���;� .���.�$��.': �a'�� ���A03�g 1 ..:, $434 2 �$219 � 4�
r � s��;� , .. ..K�:�''
� _ � „�_u .�
$ ii,924 9 $ 398 6 � $5.148 9 $259 �10 $169 5
kltilNGF{A�VI � �"� � �,=11 582 " '(2` ����346 �' .�a � p� � ~
,: � ���� � ��, . 3 � ; ��r :��.�; __ �� �$5,1T'! ',� ����$4fi3�x��.��... �,�5�# �2 :,
� ,� :�.�.�'
..., . ,_ . .,.. K
!��������-���' S 13,243 2 . $ 319 12 $5,548 3 $231 11 $297 2
� �a�
�MAE3Sii�tELG��� ,��� ;: S �92,07r3� 7�,�� '•:$ �45� ;��� ,��$55�Q ':� � �� �,�~'�2?�5��� z�9 c$39 a� :13.<:!
�'"� ��,.� �t e������ _.,.r� _.� -�� .=_
�>�I������� " �� $ 13,232 3 $ 527 �4 ��5,633 2 $355 �5 $750 '7
� a`� ��,
�fi'tOFiTHllf�TpCl�'1/��� ��k ;� 1C�.811 t� � 3si1 7 �4,764" : 93 5137 �_��� $&5 'i1 '
. �� � � - �'=:
�.�
a�READttS�fa � �= �°, :' $ 11,748 � -� 10�� $ 347 8 $ d,900 12 $431 3 �31b � 1����
t;:� x.,��,.��:"�ia,�^�.,�a.. `���,;x#"•�'
SHt�E1+�T�BL3R`!'"��� �,� $ 11:9�� $ � � 295 13 ��� ��Q43�� '1{1 � �
$ � ��� � � S49S � � -�.. '�_�,
�
,����� _ .���, ,�,�,.yr� . � _ `� �,
t,_ .
1t�ES7"F�3R[� ���.�- $ 12,435 4 $ 324 11 $ 5,286 6 �
'�.��ir.���` .4'�, �-��,.<: $346 6 $220 3
�.ylyit�iC`.N�"E� 6 � a � ���. . S 12�'(U3 8 w �� $ 58d � ��3 $ �� � �,413 ` 5 � _ �
�._
�� � x � W328 £� ��4c� �
� a��� �
�� ,. � � °�.,� o;� �� � � �.'_��� � �
�' �` S 12,420 S 441 $ 6,39i �338 �'g1G0
»+411� ,� � sxr ��
�� �� �-' I ;
��REAdyylNi`a i� VER�iG`,E��_ $ � (87?J ; ���� �v (94} 5 ' �`(417,9 � ��$94 �155 � �
�;;, #��m�?.�^�. �-:�',�'.�k`4�,�".�'�..',�°'_ - � � €�€:R. . �
' S 94,439 $ 531 S �5,&19 _ 5431 Si97
� �{2,$83)�` � � ���°�(184) `� � ;$(719} ,,,` ��' `� 0 �.::i '.=$1f$ :�'
� ,� ��,' .�.: �.
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 six different programs across the distcict. 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 180 with the greatest number
of students currently in the Connections program.
Figure 16: SY'15 In-District 5pecial Education Pragram Enrollment
_�� �
������.� 3. �', 2�;� °"6 �5�'� 4.. ���$ �,� �` �ry �'�� "��� ��
4 3 i Z 1 5 4 2fl
', 5 3 ; q •: .2'' ,'�5', .�.�:�..�6. °.'S : :4. ;7, ���%E 2 .'�1 ��.:;e:., 53 . �`. •:
'3 3 3 3 2 3 1' 2 20
�.�. .'"io.� �.1� � �r ; �a� ��:� °�� �<-�� �'sz �o- .=aa. -�sEe�_��� �;3� �����s
?pC}S��rogra � �� s 3
'�Studer'tiS�PA� ��y �� � 1 2 i7 �i� 3����� 4 � �� 1 2 '� 5 ��'�; -.S �� �; 46 �
�� t�&, � ���. �����.
Bfi �� ���4.
14 26 43 52 48 56 60 64 76 64 66' S0 A9 3 676 ��
Instilling a joy of learning and inspiring the fnnovative leaders of tomorrow Page 34
151
When we are unable to provide the necessary services for a child to be able to make effective progress,
then it becomes necessary to place the child in an out of district program. in that case,the district is
responsible for the tuition and transportation expense for that child. Depending upon the placement,
out-of-district tuitions can range from a low of$40,000 to a high of over$300,000 for a private
residential placement. Figure 17 shows the historical special education expenditure trends for Reading
Public School. This data shows the extreme variabifity in special education expenditures, particularly
out-of-district tuition expense. Between SY'2004 and SY'2005,for example, out of district tuition
increased 25.4%. In SY'2010,this expense decreased 13.1%from the prior school year. The data also
show the significant in-district increases that occurred in the years between 2003 and 2009 as our in-
district programs were growing with staffing added to support those programs.
Figure 17: Historical Speciai Education Spending(FY04-FY15)
f m. ._ �'������;�S�7E.. �ip�'trv3S�
� �-����1 E ��;������rie�� ' �r�'���� ` � a'���-����ai�Es°ic�'� � '{r��'sE��s �`��.: �� � �
c� �
����r : � Errstr�a�tac�n � �f��c��� �:��its�r�� � ���r��e � ��:d�,�� �;:rc�e,������ i
� � - - �� _ _:�r...�,�t
'��2Q£�� _� ` A,Qfl�,��7 F... .2,92�3t���+ 23.� ` 1�.� i
ZQ�;; ; 4,468,696 11.6°la 3,671,734 25.4% 23.2 1l3.9�
'`__iVVV��.� ..� .�YyLJV�ll1..J�� "�i1/0 � `.`bi �fpV�Op�h,t'fi :_ . ..e..��:�7.•tJ9 ��. '� -,., '��.Q .:, xx;. ;'.i��l�.�;....v�at
` 2p�7�','.`; 4,603,329 8.3% 4,241,234 5.5% 22.2 1}.4 :
�. ,�4Q$, #; 5,(121,�44> ' 8.9�'� „ , ,: 4,387,747 F ' 3.59'0 `�� 22.8 °� : 19 8.';. =A
;��pi��� :, 5,4b7,638 7.9% ' 4,503,089 2.6% 23.6 20.1
�' ���1 ���� 5;3�6,345.��� �.�A7%� 3F91�,�u1 ���� �-13,1% " '�'�',;� 22.2 ='�19.5.,'
5,391,569 1.4% 3,55�,879 -92% ' 20.9 i9.9
5;575;866'> 3;+4'%u y, :' 3,702,5L}7',..�','F ` .�„ �4�4� -;.': ��,�,�:.ZT.,S . 20S :;���
6,674,941 19.7% 3,085,288 -16.7% 21.7 20.9 " .
��,Q46,289:� �:�6°j' ', �: 3,(�54,9$� ��,� ` -1.0% 216 ° '� �'...: '���J 9 ."���,;
7,282,752' 3:4% ' 3,680,214, . 20.5% 22.3 21A `
The data shows that our in-district expenses have significantly increased from FY'12 to FY'13 this is due
to a 12.7%or$650,279 increase to teaching and a 95.6% increase to other instructional expenditures
which includes supervisory,textbooks, materials and instructional equipment. During this same time
period we benefited from a 16.7% reduction in out-of-district tuitions due in part to our in district
programs and students aging out of the school system. The FY'14 data indicates an increase in in-
District Instruction of 5.6%and a 1.0% reduction in Out-of-District Tuitions. Reading's%of Schools
Operating Budget has averaged 21.6%for the past three years and the gap between the percentage of
budget for special education costs between our district and the statewide average has been consistent
over the same three years.
Figure 18 shows that we are spending less on special education as a percent of the total budget than our
comparable peers. From FY'08 to FY'10,we ranked fourth in the percent of the total budget that special
education expense comprises. As of FY'15,we are ranked 10th when compared to these other twelve
districts. In essence,this indicates that our district has been working hard to stabilize special education
expenses and has been successful relative to other comparable districts.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 35
152
figure 18: Special Education Spending as a Percent of Total Budget for Reading and Comparable Distrids
.= E`'� � �g�„a' f���-8�,.�i��ii.F. 1'4�;' t,�`�,cf�8��,, „ ',�.Ef�7,1J a;....: Y .."' : ���. �3.tV, .. . � 7,.7a.&�, �:
¢ �� ' � - . .4 ,.'a , FV , ' , �
%Qf Tabt� ( fn of T�bie <�of Ta�►e %af Total Table Q of Tabie
�'d�s#rr+�i Toia{ Rank � Tat�� R�rak To#a[ Rank , Bud��t Rank � Totaf Rank
; �:� �� 6udg�t Bud�;et� Budget ' ����( �� �
e_.____ _. .._
� Budg�Y,_ �___:_._
(���BELMt��I�" �;-� 20.2 $ 21.8 9 21.9 9 �� 22.2 8 Z4.1 6 �
����iELr�35Ft�Ri? �;- �?l.3 >6a=;�� .;�23�.3,,� '� 4 � �23.3� � � 4_,,.d:� � 23.9�� � 5 ��-3 ' 2: `'
e � . _..
i C����fAP�"t � ; 25.6 b„ �� 26.2 �� �'1� 27.4 1 �.' 26.1 ��_ 1 � � 25.3� .4
4. � ,� _�_
����`��t � 18.3 `'2���, ' �.$'':7 ,,, :.,,12 = 21.? �7.� �: d�F...22:1 � ,. ; 9 ,.., .��::�2.4 .':�'.;.:.
�,.. ���_
�1N�ik��t� y, , 19.6 9 23.1 5 23.3 5.. - 22.7 7 22.9 $
21.3 5.�':' 2�:1 " 7 22.5 �g ;, �4;5 . .3 .�A.. :`24.3 ' S',. '
22.4 4 ' 23.6 3 24.0 3 19.6 � 12 20.0 1Z
��.282;:� �12° 21:3�� �..���.�� ��'23..9..'° 10��€�� �2t:��,'�� 11 20.8 11'
22:9 3 22:1 6 23.3 6 ' . 24.8 2 27A 3
�
� w. .,
24:6 2 24.3. 2 25.2 2 24.1 . 4 2$.4 1
�;����...-. 13:; �,15�:3..� w��...� 16.9 ' ,13�`��:.���3.�:�£���'�'�_:1��. �'��7�..l , :":13', `
19.6 iQ 20.6 11 22.6 7 22.8 6 22.9 7
��.����z��'� � �������.,�� �0� ��� $�� �'����}��g'� t .��,�j �a��1S���y � �.y�_.
q .�c�..,.. _�<: �� z.�. �z s.,. . ��� � : �` � �a �s+ � ,� � �
= ��' ��.. ��,J+ �� �-.ti :,�:
Historical Budget versus Actual Spending
As a school district,we pride ourselves on responsible fiscai 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 the amount of the school budget that we have returned
back to the Town's general fund at the end of the fiscal year in Figure 19 below. As indicated,the school
department has returned funds each of the prior seven fiscal years and has not required or requested
additional funds for school department operations.
As shown in Figure 19 below, in FY14,the School Department returned back$593,851 to the Town of
Reading general fund at the end of the fiscal year. This significant amount was due to savings in out of
district tuition in special education during that school year.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 36
153
Figure 19: Amount of School Budget Funds Retuned to Town Each Year
AMOUNT OF SCH�OL BUDGET RETURED TO TdWN AT END �F FISCAL YEAR
��
v.
. . .. ._... .. . _... . _.....
. . . u� . . . .. .... . . .. .. . . . . .. __.. . .__. .. . . ._ �.
�
�p M
� ti
N aj
�� ..... . . � . . . .. . . . .. . .. .... ' . ... . . . .. . . . . . .. _V.___ .. _ ._..... ',�
...,_...._..._ �
N
�
CC
. . . . . . . ......W.... .. . �
�
M :.'1 ~
� �
n � M
C
� N
.. . . .. . yn. .. ... . . . �. . . . . . . a . . . . . .... ._.. . . . .
�
� I
I
. .. .. . _.... ._ .�l .... . . .. . .. . _ ... .. . . _... .__.... .._.., .
FY'10 FY'll FY'12 FY'13 FY'14 FY'15 FY'16
i...---_ � _ _ __.__ _ _.__._
_ _ .._..- -- -_..-- --____ --____ -..;
Ailocation of Personnel Resources
Education is, by its very nature, a very staff dependent operation. The total number of staff as well as
the ailocation of staff resources is determined annually based on enroliment projections and shifts as
weil as student needs and services required to meet those needs. As a result,80%of our district
operating budget is used for employee compensation which is not atypical of school districts in the state
or across the country. Staffing is measured in Full Time Equivalents, or 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 SY'2016-17,we have 568.4 FTE employees working for Reading Public
Schools,with 551.6 FTE funded from the general fund budget and 16.8 FTE are funded from grants. In
FY18 the School Committee Budget reflects 561.0 employees or a net reduction of 7.4 FTE. This figure is
permanent employees only and does not include substitutes or other temporary employees or stipend
positions.
Staffing is driven primarily by enrollment changes and program needs. The table below shows staffing
resources for the prior year, current year,and requested for SY'17-18 (Budgeted FY18 Salary Column) by
position type, and by cost center.
As Figure 20 below shows,the following staffing reductions are being proposed in the FY18 budget:
Administration
Administrative Assistant 1.0 FTE
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 37
154
�
Re�ular Education
Elementary Teacher 2.0 FTE
High School Teacher 3.8 FTE
Supervisor of Students 1.0 FTE
Instructional Coach 1.0 FTE
Special Education
PreschoolTeacher .2 FTE
Team Chair/Administration .5 FTE
Special Education Grant Funded
PreschoolTeacher .4 FTE
District Technolo�y
Technician 1.0 FTE
The following positions were added during FY17 due to changes in speciaf education services
requirements and are reflected in the Budgeted FY18 FTE and Salary Columns.
Special Education
Elementary Teacher 2.0 FTE
The following position was added by restructuring special education consultation services to provide '
more timely services for students. No additional funds were added to the FY18 budget for this position.
Special Education
Behavior Analyst(BCBA) .S FTE
In additian, a social worker was reclassified in the chart below to a school psychologist resulting in a net
gain of 1.0 FTE for the school psychologist line and a net loss of 1.0 FTE for the social worker line.
Moreover,the increase in the High School Special Education Teacher line item by 1.0 FTE is due to a
movement of a 1.0 FTE teacher from middle school to high school to reflect students moving to the high
school who are in in special education programs.
Figure 20: Staffing By Cost Center and Position
w '�� t
�YY �.., � �'� � .,��� ��;`"fYS$ ��µ„
� ;Salas't' , �=' ,�__ �aEary
�,.:9'I,.�•��t9.Y�.�A��1�� »>�:q �.��;'° ' �:.793;03Q $.1,.,. 73�,31C� ___�___.
's"�..��.1 .�?5"bi,
. _ 4.E 4.$ � �4.8 ' ' � 4.8 254,992 3.8 <;77,78d �3.f3 � '�qd,v�;3 ��
�
^-'35i5frtct':� �.� 'g�:' G3 � r.,� �*a.3 �,? � 536,L`<33 �.3 �'� :i�2,5?7 4.3 54�J,4�2
�t§dmtnistr�t�r � �� � � �
� �, �. 3471 3491 3A7.8 341.4 23.843,65� 3�I.E� 23,619,257 335.0 2d„"LQ7,7L�5
��Re u�ar E�uCat3rars -
�T' , ���,�� �4.3�. 4.3 . �G 3 _�� �;. =4.3 =, R4�,273 ' �d,5 ; � �431,8$2 �� �+.� "� �:�A2,4i3
107.1 107.0 . 107,1 SQ5.6 9,678,787 203.6 - 7,�132,332 101:b �,7d1,432
�ifiX;0 {-;, �.5����Y�5�, .;` ��t.5 u;;:. 375,918 ' �?'�.5 .:. 279;918 . ::�.S 1$8,245
5 0 5 6 5 6 e S 6 399,735 S 2 371,112 5 2 391 47$
�_ �,$ ���$�' ���»�� A��; 3�8,0'3f} ��,�� 321,81A ;s� 3 a ' � 339 2D3 �'
a�`� �; ,�a .s��s�f�S..Y�.. �� �d� '�.� €^�
_., _z . - ...� ; .�.'.a„-,-,.. .., '. ...�,. .
79.6 78.d '� 478.4 75.4 5,723,274 74.7 ' S,711,585 70.9 5.5$8,$52 '�
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 38
155
� �:�. ... r�„ � ��:� r,; . : z.a ' ss9;�nn : ;.z.o ;= i�i,��5 z��'r.o s7,e$s ,:��<;
,�a 7A 7.0 7A 7A 508,539 7.9 � 570,191 7.9 594,356
C
.,,�M(�ldle"S�tracst_ ��`-" 66:a���`�"55 3°�:� �.£5 7 �� �65.7 :=- �4,117,8tiS =� -6�7 ' � 4�75 739� �'� 6,5�7 ��� �.� �'�_ �,��,6$G � ��_
„�; ' , �. � �'`� `. ��,�::�
Tx ��r � - ; � � ` `
���r�e��� �al � � 21.$ 24.4 21.8 20.8 475,098 22.0 SQ7,294 22.0 527,371
�. _ ��
s _ B.0 �� E.Q � �9t�7,7(�7�� � � ��8.Q "939,Z38` �.Q -:' •,.,.����,�� � �.z
��r+.�� ; 8.t3,. 8,0 .,.n
a._� e ��Y-- _� .
�; b3�,��,�e r� sir T P� 7.[� 7.5 7.5 7.0 577,498 7.3 596,477 7.3 612,335
dAS����F��3��...ar���.,� ��� 1.0' T��.O 2 Q 1,Q S?.E�79 � I t} 57,679 � S Q �iS,&Q� �e
fi #%.
:'CC3L1�48,?eCt$��. � . '�EJ`;' ._���,-._ '�" �:_ . �.�`;x"'
� Sek��ca3�Fy<t�c„�,;s��� ' 10.5 ��10.5 �� 9.5 � 9S� 675,625 � �' 9.6"-.- 673,163 � 10.5 783,75�
�S<<ce��ar� � - � -�1p,=. �I1.0... ���r1.0'� �1 11.0 ��45Q,75S �-i1;Ct'��� � ��49,192 � �: 214 �.� -�.,: 4�ti�,448 ���
'�'��c��s�,a;��,�f� lA lA � �lA�� 1.0 33,000 �lA� 34.000 - � - �
St�tSna���� �
���_a�,.��;�.,,��.e v=,�� - �a..cs n� :��o�_. �.��.o �; ��: �.a a : i��;��s � �,e. ..: ��s�,�.�1 - �� ��.:.,a� ��: ; �o�;�s� ;,�`�°
'� ��g���� � 10 7 10 3 9J � 9.7 231,549 8 9 213,275 8.9 ,�.22,£7fl1
tiaC�.i�c24ran "' �1A5 U� �:156 9�. �;�a9.� � �260.5.•,��'�. �'=7,J6,1,792�•, �� 553.6`'; 7,857;238 _ ���54.�5 �': y `�,�=�,.�,�C��,B�� : ;���
s..,_� w
' . 1.0 lA 70,000 1.0 70,Q(M} 1.5 SC#9,75Ci :
1�Q � 19��'�.._1`�0� �1� �� 125,3Q6 ���3�t �� �i�6 5b0�� � ,��0 , , � �29 6b3 � �z� ='.
� a �� �� � �i
� .. .
g� - , �_ . �:._ _ �._� _ �� �
�:.. �
.._ �� �_. .�-__
lA 3.0 OS 0.5 43,489 0.5 43,489 O.S 43,&OS
� _
�5csp�ptatt S�a�ice� � -�i
� w� e e e_� a ..�._ �:_�i�,...9�i,33�1
�� �a€s��:c�E�3g���tt,r 1.0 =�,0'' S.Q ' -1A �u$.1tt3 ' � 1.� �' 8�,1�8 S,0•�� ����
��E#a st��s,t�ey Tq.��;;�s ' 2Q.7 � 22.7 � �� 23.2� ���23.2� � 1,607,437 Z3.8 3,537,C9fl 25.8 � 1,777,S�t'3
� m e� �� ��
�,_��. ti-
� [v���a���h..�{���d+���g f 8.2�. � 8:2:'� 9.�i i�� 9.6 • `� ��5.�3q '� ` �10.6 •>. 679,589 11.0 7��i;�2'� e. �a�
�r�r,.�:.��,Y d a; y �� laS 14.5 SSS 15.5 ` 1,01�,702 15.5 1,025,75� ia.5 ' .1,02�,ic",9 .
�z T��6ff � '. . � .
"--. __.._..._...._ - - �
U�.Lttg���ftaa�3 F E.� �'"� �,2� �� �9 ZZ�6t�H 3I ��� 23°136 �� 1 � , ���s �SCD�C�75 '�
��
��."1�'t�Y7 1'S$; � :� a��+i,-<.: ��d,,.3,������,. �ir . ... � �` r« z.r .� '�` �.., •..' ,��,. ,'� ,""'��.�...� ��: _.�.�..�'��.�M�..�
� ��, 4J�� aCaa»�€, _ ��� ; 0.5 ` 0.6 0.6 � 0.6 28,768 °� ry 0.6 29,486 � 0.5 � � �Q,223
a,.T�a r����ssss��r�k �'� ; �
� �ar��t��s�. � >s�� �71��.: �-��7.8 :76.2 76,2s=x''�_� 1,962,296- ; 7,b.8,,;:� 1;920,966 � . 7�8..�.:= 3,a91;56`� '
,m ��_ v_ _,��� �
� �i���,��,�,� =a,;,� ; LS � � 1.5 1.5 1.5�� 124,823 iS � 124,822 1.5 • �� 128,813
�- �_ m .._� � --�-
3����a..��,.�`s��ih;, �.2 ?A.9` � 4.6 �_A<6 -' �3z2,�1�1 5;9'���- 4�3,814 S�'„=', y;�,��°�'' �d2,fi66 �;�:
� S�h���F�,#3,.s�_n�e�;�� ' 1.0 1A� ��� 1.0 1A � � 69,712 1.0� 69,712 � �� 2A � � � � � ���74,2I5� �
��ouns�E�rr:�
;`���i't�tary , 2 0 .. ��2s{}. " :.,2.4' 2.Q:`:;f', 77,1�9 �2.Q. ' �6,�29 2.t5 �2,322
,�'�C��`�Natk�r�����,'„. ��`�; 2.0_�� 3.0 � 2.6� � �� 3,6��� � 26fl,641 � �� � 4.0=� 26J,Sfl1 3,0 1��.247
�";'"Sp�ec}ilL��i�age� �`°� 1Q.7 ��,U�8�,� . 1{3.�4 ��.'�� 1C10�`�.�i ��1�,55,� � 4� 755,94[; �.6 � "'�..; 781:3��
. •, ;, ; _ . �_;�� . �
f��°..a u_ x•=.
�' .�a„>�.'<.,�'' 'a,4 � � �4.A ���8.0 ���� 6.0 495.2�7 6.2 ��� �� 501,4II8 5.7 � �73;��Q
!��tE �t,.e-a � � �.5 � �::5'" x.5 ' 1:��^�� �1f�M,777� 1.� �' �` -�1a1,�19 `��� 1.5 ' �a�4,�t�5
�� _ _ ...__
. .
.�>,;;�m ,.E��:,:,, �.5 OS Q.5 0:5 56,047 QS SS�367 �.S ' S7,�57
�;�d.S��e�rY��r.�,«�,;,, 1.0 � 1 Q ;. `1.R 10�::, :.::.4�;6�R4 1.4 ' a5:�52 1_�i 47,1�8
�o
<;�`(� �t 0.3 0.3 b.3 4.3, 27,374 C73 28,283 Q.3 28,�79
�.,, : 't`� . . "'0.3 .„ -i0.3 :. C1.3 ;..! E1.3' ` �7,37q ` S.� ;: 2�,783 1.0 2$,8Z9
i�UrtC�3 ���9.3 � 9$ 9.3� ��4.3 S�E�,2� � ?3 ; S?2,�G� `�.3 Ex�3,i3� �
02 �Q.2 0� � .C1.2� ' 16,377 �����e2 � 16,��E� t�.2 � 57,�£�5 �
� .
�
' <
e�s.,�tor � �
___--�--r w,� _
s'��ra1�' `
,fit�YrS�����a��„�: 8.8 8,8 8.� 8.8 567 5_`,5 8,8 Sn2,9?i &.E 543,d3{}
�. �� � �����,�� �Q.3 ���{l.3 �Q:3� Q,3� ����32;2?6 � (3.�;:� ���� 22,5�3 �� t}.3 '�? 22>���
�tstr�ct�c�r�oto�� -: �s.a� s�a� �� � s:�� � � s.� � � ��a�,�ss ��.� aas,��s ��s.a ��s,��s �
� � �����;a.�o �.s �� � zsa,���
`�:�Corn�uter7"��tsni�ian.' ��4.�� ��4.� � =��.3 =�° 'S.� � �� 299,`s�Q �.5 �� _,
� ot�t�ce�,��� ' ��;�: o.� a.r �.� a.� �a,��� a.� ��,a�z Q.x _ ���,�a��
a�inlitr`a�or � a . ��_ _ .�________�._� -
�, S3 �„£tYl��,��`ar � ' fi.2 . � t�.� ��O.2� �;.� 1ti,iS�u� G'_� � :6.t1�1 CF.2 2Cs,w"�3
� �v �
�t� 1!�@; 19.6 2C7.Ct 2fl.� 24:4 < 925.2�9 13.'� 927,719 19.9 983,��b2
"i . 18,6 �.6,fi-: 38.6 � ��18.Et � $37,963 18.5 � .$2�;319 1�.� ; ��3.9�47
SA 1.0 I.0 1.0 75,000 1 TS,000 1,0' ' 7�,875
p: ``:�
Instiiling a joy of learning and inspiring the innovative leaders of tomorrow Page 39
156
'";R,4.,.._��"Q.��F,.; . t'7:d_=,�g. :.. 12 2&6.'.�;,�...�,e3 : .;,12 80C1 ��:_ `�` �..a �'
��' .� � r `D.A„ �. .�_,��:13,i20 �� �3=�
14 1 14 5 16.6 14.8 1,121,004 - 16.8 1,198,095 ` 16.4 1,2Q2,765
:t� �.���a ° � "."1.0" 70.00U.._. �?�.`..t.0 ::��'.��5a050 a..�'� .i7°��.���� �a &$.638 �_.
. OS 0.5 J 45,000 OS 47,625 0.5� � 48,779
3�^<1.(2 �.�1 `:,10, � <" .1.0`r�'� , .76,dS8��':���_1�0 :'.� ..;�76;AS8 . 1.0
�=:.>;,, 7$.332 =�:�
3.8 3 8 3 8 3.8 272,172 3 6 242 997 3 6 255,215
o.'A.D +�0. - �"�.C1 -�..����� -� ;3:.;.222 851.,.,e $�3.�..'.. . 2L12,28G�_� °� 3.t7 A� . 215,SS$ ..e'�
2S 2.5 2.5 : 2.5 201,008 2.5 201,008 :: 2.5 206,Q32
�,�7.8. �;,'1`:6 . 2{7.,,. � �:°�
.��.��: ,, 14"s,�24 ' 'i 2.t3 '�� � �,43.22A ._`� ��. ' ,1.6 �� ,�, i` �1i77;279
Z 0 1.6 2 0 2 0 166 749 Z.4 161 382 2.0 165,426 M
��� � '.�:Cl` 16„� ,.=a������_ :��3- �t,_: ^1:2_�� ��'�5$;Q65 � ..�-�.2 �I, s� 59,526 _�,��n_ �
552.2 565.9 570.3 562.8 35,756,900 568.4 35,539,654 �561A 36,628,156-
Student Demographics
This section provides student demographic information such as enrollment by school, by grade,and by
population and class size information.
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.
Enrollment in our district has remained relatively stable and while we have declined slightly(1.99%)
since our highest enrollment level in SY12-13. Over the last ten years we have increased our enrollment
by 9 students. The three largest increases in enrollment came during SY'2007-08,SY'2010-11, and
SY'2006-OT.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 40
157
Figure 21:Historical Enroliment tay Grade Level
� ¢ _. __.._.. _.__. __. . .__ ___--- ___----- - ----
�
�,�,.�;
; }�
` � � A Enrollment History ����� '
� x��
A ,�T�s,q � �' -.
�
� �r' �°�,� _ .. � �'�. � �.K
� � � s.�'•a'!.
�. � . � . . � - — �—
; __ '_ -.. . _ . . _ _ � ,.4�
, ., . . .. y, c �. �
� �a
k ;: ����........., _. _. . .. �
.,_ g, . _ . ._ _'. '__
� �
},� :
z
��
. . .. "��, � .... _.. .... _ .._ . ' _ _.___ — ,.. . ..
.. "
�
� . .. � �
` • -
_..
• , � .. �
.. � ..._—. .� _.,_
�
. ... ._. __.___ _ _ ,:
, . •
a,. . � 3„ #x t
c.,...a .....,>. �.._.._.__.. _.....�... ____.� ...._.._ _._.'� ....'.'_'"'. ""'.".' _""__ .—__ �__. ..._�_. -- _..� .. .ea
�,
, .....- _'.._._ �.,......... ._.__'.... .___'_ ._— "_'_ ...___. ""'—".._ _.....,_ ..._'_' __ .�.. ..e.... . ". ':..... ��� „ �..
�. . .__._ �.. _ _�_ _ _ "_ _ __ � _ __ ...� � .,._. �_,,,... �:�. '�.
C�?-�� b3-{34 C14-05 OS-06 06-07 07-OS 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-?� l�s-17
■Elem K-S �Middle 6-8 �High R-12
�9§,..�.�..�>_.� __ : .��„�a� ,�,
It has been more than five years since the District convened an enrollment study. K-12 Enrollment has
been fairly consistent over the past fourteen years, peaking in FY12-13 at 4,378. Current K-12
enrollment is 4,250. This year,enrollment decreased at elementary by 68 students, primarily in
Kindergarten. Middle school increased by 18 students and High School enroliment remained flat with no
increase. Historically, anywhere from 4%to 13%of eighth grade students do not move on to Reading
Memorial High School. Figures 22 and 23 show the historical enrollment by school and grade level.
Figure 22: Historical Enroltment by School
:' S t L3 ; L3 sr���� G�k5__g �t���5� ��_���* - La-�3� �'��7<£IP ��3��>€�9 . `-�{f?-StR � ;=ZCi-7.5, �11-12 1 13 �:i3 S4e :;:�A;1S fS 36 '',S�-7.7":�:
�a�i < ; >?.g E aS � �� ��� 3�,7 i =,�7�s � ��7 s9CF � 3�39 3�9 �38� �3&� 359 � 335 �5
! � �
3-sea��v�.� ' � _" �'..- �
P,�aee� � 539 521� 532� ��3s0 363 �418 422 412 419 412 393 384 387 387 � 383 �
;.Meadcrwr..=,,
534�� ��� � .���t48 4$2��a '�: 455 ', ASO °�� 442 �;,x425 - 4d6 ����4S3 4#55 97l' �453�� 428 �
�`���'�' " t a �� �r � ; �
e. �-a,��� ' �„�; ' � < =-_
,, s
z �.a , �� � - � �, �'
;rc. ��.� .� _ .�� _. . �'... . . - _
_ �-. _ ,>.-,� _ -s_�, . „__ . �.
- 534' S54 544 .: 447 � :453 427 , 451 " 4S5 447 . 451 d48 463 4!0 ' 460 �t27
���a` � `� �� t` 36d 843 3d$ 346 �50 361 ','3SS 338 �35 3i5 3�9
.���.�.r�'�rS . �,z:§�: '�z�...: �` �.<...'.Y�. � � �Ma.'�b .. �,�'�"�a �€'.:�;.,�s,.�x �� �,;��:
. _ � _ « �,.a,.�. . ;<. . .... ._ __ ...._ ..��.. ..... ... � �.a._ .. . . _,.
496 509 473. �442` 426 436 466 ' ' 476 490 466 462 444 476, d7k 466
„� 53��� 3 :.. ��32 ��� 527 �66 �9T 586 �� S6� � S9� � �;584 �549 .5�# —��543 ,�4�> 57�"':�
. ��<t �< g.�� e�. ,�
.Y �a, < �. � ._ ., a ., .. . .. ,a .,�.4 . ��... . ,
i,zzz i.i�s i,zir' i,zzz i,zz3 i,zss 1,a2z' i,2a2 i,zas 2,zez i,2es �,30> x,zsa a,z>� 1,2�a
' ss�__�• °es ,°��� �� �: , xz � ��s �ss :�a� �'s= ac�� �� ioo � ���ns �� ��s �s �:��a ��
� ""�� 4,293 �� ��4,262 � � 4,293 �� a.282 < ��4,332 � � 4,416� , a,426 d,3J2 4,a59 4,a77 a,a83 a,43a �A,407 �4,3��Y � �4,341 ����
�.29G �� ,•0.7ib :r e�.7% �'-� .�(I3%":� 1.2� �: ��S.S"la- �`�:fl.396�� �_-€J.8� A.59'a - ���O.�S4Ym ,d.11 =T.1°,b rQ bi« : . �U.3% � 7,2°,b ;'
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 41
158
Figure 23: Historical Enroliment by Grade l.evel
�
� �� .�x = �" ; � ,� ��-�4� ~�� 5.���� �� � ��2{7 � 11 `
�. „ ,..:� " r° * s�< .����, �� '�� �
�`���_W „ ,��� .� .-r.��. .�� �,v;�� �:1Z �'iotal��
2, 3 �58 '� �321����� 336 � 354 31�� 3D8 357 344 �36� . .�320 � 3Q���2'!2 � ���2 4,2�3 �
_ „ti, _ _
65 300 361 344 350 312 309 348 335 360 277 298 32$ 275 4,262
��7�_ 337 ;� �`332'°= 3��11 �� .��45= �49- 307, 3�5 � 354�� 340 327. � 272 � 3�g ���� 4,253
;� ; ,
�2 282 369 328 343 346 351 312 313 344 315 327 2&1 299 4,282
�r�� ��.���.�, .�3�;���375 �; �28' 353 353 3S5''." '.32{? 3�7: 315 314 ' �33 263 <1,332
.�
_.� � � . � � ��- �. .,� _: ..
6S 324 :345 318 388 335 349 348 364 321 305 319 323 312 4,�26
�7G �3�4� �43 �35$ : s��318'. �93 342 �43 ��34?r� 362 292 :. Bfl�R 319 ;347 ;4,�28
_„`��.,,z.� �.�_ e . . .. � �� � :--_�� �.�" M;,
b7 '280 345 349 363� 318 39fl 3S3 3A1 344 334 298 29$^ 3i2 4,392
� �� 9l7 �� 3�$�� �30$ `,.��Si � ����14~� 3f9 �325 3$T� 35�'� 343�� 329.��'327��3{�1� '294 "4�454.•;
� �� " 100 319 �� 362 �� 315 ��� 356���^_. 347 �366� 311��. �:..., ,� ... .�: `. �;:; � � � �� _�, ,... '.�.;�;
�. ,...�: � � �a,
390 349 312 327 326 297 4,477
1i�5a; 3{?2� 342 � �„361 � �324L� �,356�� �53: �3�2: �3D9'' 384' 323; A 1A 3x�', `327 ��83'�
203 287 329 351 370 323 355 347 362 304 353 �� P .f ` s, �.� �
323 308 323 4,432
'�5���x ��2,�� 288�����.�3 ,u �6z��-: 3€6' .330'.� 3�6';�, 3�15����3�7 � ��Q� 35�7 '3x9 ��3�5 4 40 `
�a� ��.
���a� __ � ., w_ � �v��°, .a��� � ��.. , . �� <..��_
94 319. 337 305 308 375 36( 326 357t' 337 328 : 273 346 323 4,394
� .�..a �`26`7�; ���`�: .��� 47.;����3i3'` ���7�t� r����,� � 24;i �358� ���6'� 33�� �����:.����5� . :4;341
The Reading Public Schools provides special education services to eligible students ages three to twenty-
two years deemed eligible through the special education team evaluation process: Eligibility is based on
a determination that the child has a qualified disability that will limit the child's ability to achieve
effective progress in the regular education program without special accommodations. Instructional or
other accommodations are outlined in the child's Individual Education Program (IEP). Figure 24 shows
historical data regarding the number of students with IEPs based on October 1 enrollment data. As this
table indicates,the total percentage of students receiving special education services has decreased by
1.4%or 64 students between last school year and this school year. In addition,we have seen a decrease
in the number of students in out of district placements from last year to this year by 11 students. These
decreases are due to a continued emphasis by our Special Education Department and our building
principals on keeping students in our school district with strong programs and a continued emphasis by
our schools to use the multi-tiered system of supports to support students who are struggling with a
strengthening of the eligibility process for special education.
Figure 24:Special Education Enrollment Trends
� � � ,
B j'y[ p�„
� R,z
'���. �r'^R� " ' A .� ._ � ���v .a;s y>���._ . 4"l��b�§.4 . .
'�(t�3��f3��� �12$2 � . ,�'' 69�4 2�.2�{ ��,4 a�'3 �;
�£��6-fi�7 �332 707 � 15.3% 16.7 m67 `
���2��7-�8 ���4416 ! 753 1;'�.l%� 16 9 �:�� �'�� e ���;
2C1��3-E�9 � A428 771 17.4% 17.1 63
�C����:Q � 439���� ,� . �.'7�S$. ����: � - "°�7.3/` _� � - 17:0 � �S9 �� �
� �t32Ct���. ��; 4459 �734 �� � 16.5%� 17.0 51 �
Irstllling a joy of ieaming and inspiring the innovative leaders of tomorrow Page 42
159
, _ _e__ �___
: . ���1��.� � 4447. : �� :;758 ; -. `����7 3°� ,�5��� 270 � ����>y Mfiq��. .
��.e� {��� 1.� .; 4483 ' . . . �737 �_ � 16.4°/a ti �.� ��._.
�__.. _
� °� 0 64
..
� �������� 4432.`���; 767 �7 3°,�,. ,° ���������,�H ��°��6�.����. ��
.���.. .�. ._
.�.. ,�.,, , _�
;� ��s�m�� 4407 � 809 � 18.4%� � � � �17.2 �' � �61 �'
E._ �.. _ - 4394 ; :, - 791 :>� � �$(}�� � �17'2��. �_ .� ,���������:;_
_
; 2�3°�ml�
�A� ,�.� ,�n�,-�.�,�
�._ �.__ � -
s" = 4377 727 16,6% 'N/A. 53..
Figure 25 shows the enrollment for our high needs population, as defined by the Massachusetts
Department bf Elementary and Secondary Education (DESE). 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 breakerj is driven by enrollments of certain populations of students. These
groups often need additional services beyond the general education classroom. These populations
include students receiving special education services,students whose first language is not English or
who have limited proficiency in English, or low income students. The figures below show enroliment for
these subgroups in our district. What is apparent from the table below is that our ELl and low income
populations have been steadily rising over the last several years. In SY 14-15 we saw an increase of 42%
or 101 students that meet the federai income guidelines for Free Lunch and in FY16 and 17 we continue
to see an increase in our Limited English Proficient population.
Figure 25:Enrollment History for Other High Needs Populations
_ . . _ � ,
���2r�t�rr��€�t N�����y#�r�at�a�r�ii��s'�'��d�P���s���i�arss ��� ��� ' , ��� :
___�____.�__mm
� �r�cl��n€c �� ��r�t��� �.€��s`t�d �� � ts�v�-tnccsrrt� ��. �r��l�n�� � £t+�du��r��ur,c�� � Stc�cf��f��� 9�P�
; �
��_ Y�����:...� �.�n�u��� �� � �n�Pssh � } � e �
���a��,-, �C1��tl��i��E ' �C9.7�iCEE'[T� ' �f
,, . �" # °� � % # � $� . % # % # �
22 ��.1'��� .,1�. ,..{I.3;> :129;: �3 t7' $2:: 1.9:� :47 ' :1�' a::..707 = 7�,3°�::
85 1.9 17 0.4 158 3.6 114 2.6 44 1.0 753 17.1°/a
'��78 �_;�.:���'�1a�s� ..<=003 ''� �.?2`� '3.9�: 125�: �.$''�� ::��7'': �7.:1� 771 ; �7.�°�����
#�9�.:_.:..u: 83 2.9 16 Q.4 204 4.6 152 3S 52 1.2 758 17.3i5
����i��.�=�1�.';: �5 �.1.� �:.'14: �t}.3� 0231`;� -,5.����- �76 3,9` � .�5'� S�Z�'__` `°73�t�� •� 1�.5�r'o'�� '�
''°;2�11=1�":' 72 1.5 25 0.3 254 5.7 204 4.6 50 1.1 76� 17,'�°�
�< Q�'�.;1a3, ';. 8� . 1..$ ." 24 �O.a�..���. 261 ;, 5.� '�� �13�� 4.8' 48'�.. � �1��,� `737 �.6.4°�
17�.3 F`��'`�' . 79 1.8 26 {).6 29� 6.6 Z39 5.4 55 1.2 7ti7 17.3�0
� �� � � ' -��8t�9 ;' ��.����' '�
:'7� ;�1.'� .;_ .2�' C3:6 358 9.2 34�3 7.�3 58' 1�4_
, {��1��� 89 2.Q 46 2.C} 39C9 �.9 342 7.$ �8 1.1 791 5�.��a
;:�U �='����� �94 2:2 �� �� 1.1��� 38fl � S.��� 333� 7.7���� �7 �5����.3. �:, '��� 7�7 ` �5�:���-'
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 uses guidelines that include a recommended class
size of 18 to 22 in grades K-2, and 20 to 25 in grades 3-5. As Figure 26 shows,the vast majority of the
. elementary schools are within these ranges. In FY18,one of the proposed reductions is for 2.0
Elementary Teachers in grades 3-5. This reduction will result in some classes in those grades to reach up
to 27 students per classroom.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 43
160
Figure 26: Average Class Size by Grade and 5chool(2016-17 Schooi Year)
�ool ��r�de 'Gra � Grade, �r�de �r�cfe Graite Grad� C�7ad� G�ad� CrFac#e.
� �,. � � ''.�{ -' � , l� �.y ' � � , a� � �5 e , �� i A -,�-r �_,.J7,' b,,;a�� ,,. � � �`�;�Q�., �_�.�.-� #��'�.��;;�.
� Barrosus�„ � 2t.7 21.3 21.0 24.7 1�.3 � 22 3
�Jrth:..�. 21.3 20.3 21J 21.3� 19.0 24.�
` Meadvsri=
' Jc�shu� l�t� 18.5 ( ?t}.5 2�.� � i�.$ Z�.3 � I � " � � � ' ��x=
�
E�tt4[t g. : � E � � > � �� ���� ��'.
�s. ,`� .€,�. ��,
� �tlt�t�t ,� � 21.7 19.0 21.7 23J 19.0 24J
, �"�8af'e ` ��� ���� �.u' '� 1 ".� � r� ",..�� �`S�� � � 3��\ d'��l\� r3 5 �'� 4
� '� _�.�f �i�,,,�, d�m �� ��� �.,,�ti� ��:? � r
,e ., � a, __..�, , , < _
. .. . < _ . o_ � , _.- . ..: _ . :z�
253 25.3 27.Q � .
��� £ � ____ � �5,5 ° 2�.5 ?C.5 �� �
�a.�, , � � '� �
�';iiighScYi�p�:" 20.� � 2�.� ?£?,5 19.3
� Aver��� � � '�9.9,1� � 20.5 21�4� 22 1- � 29,6 23,2 `� ��25.4 23.4� �25.6� 20`�T � �'2�� �0 S s a19�3��
�,
_.. ^ :
Middle school class size ideally should be between 20 and 26 students. As Figure 26 shows, middle
school class sizes are all essentially within the ideal range at Parker Middle School, but slightly higher at
Coolidge Middle School.
At the High School level, "average" class size is more difficult to determine and assess given the various
types of programs and levels of each program offered (college prep,strong college prep, honors,and
advanced piacementj and the number of courses taught, both required and elective. The average class
sizes shown in Figure 26 above are for required classes at each grade level. The 3.8 FTE High School
Teachers will result in increased class sizes in art, physical education and business classes,the
elimination of college prep classes,and create a change in requirements for some students in physical
education. The elimination of college prep classes will increase the class sizes of strong college prep and
honors classes because students will now be integrated into those sections. Figure 27 below shows the
current class sizes at the High School by grade,core subject,and�level.
Figure 27:SY'2016-17 High School Class Size
� �,�� ���}€ 5g �.D� "�� � �� .�d�:� ;� �.�� 1 W5°.� ':t 9a�� � , ,>�'-i�.. l
�.��`��xL ,� ..-i . . . �_,6 i�'F.. . � �,-,?r. �, =� �`�; �Z�c r , .'� � " ',`�.
, .. _ . � . . .,., '
r �"
�� �`�� , �. � ;. � SV 9 ���� . :.'iG � .,7 �:Sll �1 ��AG J` � 1V f ��1�. 14�.�,
,`�,, _-.-.L_....._ .........e _ .____ ._._.._._ ._._.... _�.�....
� � �-�-�--< ...e. � _ .� . ..�._..
� „�, e i €
��*�. Qq h�q �}�7 ^� +yry__C .,...,,.�^y.. ry-p.�.� y�y.�.�. -p
-�i�`�E b�,�' '�S1 .. .l� �1� �.IYF1 :�GL . L� �4. GV t_� F./' �...� LJ �I � �� �.;'r,
�� ��,� ;��'km�� �15 17 21 24 20 22 22 23 25 2S � 24 23 �2
��:�°���� ':17., �,$,, � . �1�_ . .NA�,. 20 22 ���4.. 22 23::: �4><'� <�1:� ,.�.�1. �.9�.
��
� , F _ s � . ..;
.,.. . .,.
• : ' � a, NA 15 14 NA 20 23 21 23 24 24 21 22 . 17
. - ;� - ' -
`NA 4, ,-"N�... � 27. 21 17 :. NA �.�-��'. �27;;.,��'�4�'�° ;li' ; 1# ,:
� .a.
: • . 22 22 22 21 18 19 24 20 16 21
1?„� ,�$ ;� ":.' 26 " 20 17
��. ' ,�: '.. � 18 !7 17 24 22 . 22 22 22 21 22 1$ � 1� 15
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 44
161
Financial �ection
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 and Cost Center Budgets. .
GeneraI Budget Summaries
The Reading school budget is divided into five cost centers. These cost centers align to the MA DESE
Program Categories and include Administration, Regular Day, Speciai Education, Other District Programs
(which includes Health Services,Athletics, Extracurricular Activities, and District-wide Technology),and
School Facilities and Maintenance. As Figure 28 below shows,the overall increase to the FY'18 School
Committee Budget is 2.8%or an increase of$1,151,995.
The largest dollar increase is in the area of Regular Day($704,007) followed by Special Education
($372,279) . Combined these two cost centers account for 93.4%or$1,076,286 of the overall$,1,51,995
increase. There were decreases in the administration(-$36,837) and school facilities (-$6,510)cost
centers.
Figure 28:General Fund Expenditures by Cost Center
_. . ,_ �m �4�� . �,�.t����' ��,�i��l �°�I����� ��s� �� e, d. .
���€�������� i ����r��i�� � ��������� ; � �"'t����a� � ���c��� E � ��a�r����
� yF�`�.� � . �F�°�� � �� �� F�'��� ' �Y'17' � ��"�� �
� �� = �.�.�;;. . :,: ��,� �. > _. _ , �.
��cfrs�in���r����s� . �3�,57� ��?1,1?3 �� 9Z�,�80 � G 963,694 � 9�6,L�S7 ��3.�/ ' ���
"��s��c�i��� ������ �2,509,776 23,185,387 23,784,253 24,692,271 25,396,27� 2.9��
��_ ._..�,..:.
��2����i 9;Sr17;25� �2Q,2��F181 1.'t�.��5,627 ��12,223,473 �� ���12,595;7$2 � 3.C7��� �
��������� �
�����c�� ;j 1,187,224 1,162,815 1,246,555 1,231,51� 1,225,OOt? -C7.Sio `
�� � �m � .
.�.r. . �b�.�-:� � � �� �
s
� �.�
=�S t�C t e� ', 1j.31�a1�}2 �_��,C��4,�9� _ ___�;5���,ZCl�3 � 7�F�2t>,i�`d P�3,I�5,I7; 3_ 7.�;%��,
� � ° ��� l
P�°��i`�t?1� ? � j ':
� � ,� � _�,.,
����r�s�tc�`��� _� 35,551,026 37,108,399 �38,455,516 40,737,66b ` �i1,889,661 � 2.8% ,'�
�� ___,:��__ _ ___
As Figure 29 below shows largest cost center for the district budget is regular day at 60.6%of total
expenditures. The next largest is special education which comprises 30.1%of the budget. School
facilities make up 2.9%of the budget. This has decreased in r�cent years because of the creation of the
Town Core Facilities Department in FY16. The smallest cost center is district administration which
makes up 2.2%of the total FY'18 School Committee Budget. Districtwide programs makes up 4.2%of
the FY18 budget.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 45
162
�
Figure 29: Cost Centers as Percentage of Total FY'18 Budget
REQUESTED FY18 BUDGET
■RegularDay ■Administration �Special#�cf�.�ati�n ■School Facilities ■Oistrictwide Programs '
��
�•�
�;�
� i',
a
I
�6�. :
��,` �
. i'�-- � il,l .
As Figure 30 below indicates,there have been relatively modest shifts between costs centers from the
current budget year to next year. Administration, Regular day, and school facilities have declined,while
special education and district wide services have increased. Because most of the teaching staff is in
regular day,the recent history of budget reductions has affected the regular day cost center the most.
Figure 31 shows the increase in each cost center budget year over year for FY'12 through Recommended
FY'18. The average annual increase to the school department budget between FY'12 and the
Recommended FY'18 budget is 2.51%.
Figure 30:Cost Center Budget Proportions
_ _ _ . _ _ __.
� 70.0% _. '
60.0% - ...._ _ _ ._._..,.._____ j
� 50.0% _ .. __ -- -...__ '•
40.0% '
30.0% __ : +
_ _ _ --- -
_....._.
20.0% _ . . _ �
10.0% .x- ;
0.0% � ��� � ` 1� w� � � 1M�._--� � _ .. i .
• FY'14 FY'15 FY'16 FY'17 FY'18
_.___ __. _ _._- _ _. ---- __ .. _ ___. __ __i_ ._ . __ ;
� ■Administration 2.6% . 2.4% 2.4°/a 2.4% ' 2.2% ' :
.____ ____ . __ _ _�_--- - .__ . ____ - : __ - ___ � �
�Regular Day 63.3% 62.5% 61.8% 60.6% 60.6%
___ _. . _ . _. __ _. -- __ _ ._ __ _ _ . .__ ;
�Special Education 26.9% 27.6% 28.5% 30.0% 30.1% �
_. . _ _ _. _. _ _:. __.__
�School Facilities 3.39'0 3.1% 3.2% 3.0% 2.9% `
_ _ _ _ _ _ _ __ _ . .
�Districtwide Programs 3.9% 4.4% 4.0% 4.0% 4.2%
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 46
163
Figure 31:Change in Cost Center Budgets Year over Year
�` �� �-���.. � s ��' �:�r � a��d��,.. ,.
� fteta� ��r����e�
- :
'��s��=�����S�i��t�t� 2.t��`t� � 6.3�c�' 1.9��o e1.G� -�.3� � �4.1°�a 3.�°� � 1.5�fa
�� � � �� � � �_�� � �m�����
� ������€���d�������� �� �� 0.3% 2.8%� 2.7% 3.6% 3.4%� 1.9% 2.8% 2.5°fo
� �����°s�B �c�s����i���. ._ _O:fl � 3.�f ; 1Q�:2% ���6.Si�f � �2�.3i� ���7.7°/a �3_Q�� 4.�°a��
�_ � _
;��cf��������li�i�� �' '� -1.7% 10.5% � 5.5% 9J% 1J% -1.9% -0.5% 3.31
� �ts�r��t�.=i�� e'r°s��rat��s , -1C?,510 -C1.1°r`fl �_. 0.2�fa -0.6°0 1.�f� 1,6°� � 7.3°m � -C�.2°�
� ._���n
f�������°�:r�d�"���1��� _ � �� ��-1.06% 2.91% 4.45% 4.18% 2.75%� 3.50% 2.$% 2.8%
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,
buiiding 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 32 below shows the General Fund expenses and budget by category.
Figure 32: Generat Fund Expenses and Budget by Category
� ��;�.aaa� ���tt�( ��tQs�� �"�.�?����ct� �rc��c����s� �,..
��c�c..��w�.;�` �����.�c���.=� ���¥����ti:>f >�:;���.::� �������€�t �}3;a��,..�
� � �� �Y��� �:�� ��FY�����- ��� FY`�� � F�'�,� ��'��� �
;�_�°���������¢��;�,�:<>,�� ��,�44,�3� P �6��19,�58 ` 27,371.,=�93 ��28,817r�,7� ?_�,676,(7�� �.��4��__a
����€�;:�a ��� xs�:.� 7f1.,347 8�14,344 835<4E6� 823,867 � 811,646 -2.��
����-��r��lari�s .� � � 3�5�7,433��� ' ` �,859,799 .,�� �' 3,91�;969 �:����'4;098,375 -,� ���. 4,���,�7C , ,�4:��� �_<:.
_�,,._ _ ,_ �� �._.;
� ����������������� 2,139,30$� 2;227,8�4 ��� 2,22{�,fl17 � ��2,239,725 �-� ; �2,2�r9,6Q5 �� �� 1,S�d
'�������t��� i����t�,��.:��� � 815,5�5,: � ��Q1a7'56�= `� :7�7,3�4 �, 890,Q5� ` .:1�05�,97? � �1�.91
E , �- _
� _ . � .. �_ .. �
� ��t��� ����r���g� 2,402,965 3,4�C?5,�.77 3,317,1.77 3,863,�7�} 3,7��,865 -3.�G��
��� d. �
�;�r���i,��'�►#aI �.�� 35,551,�2� 37,108,399 �;_,38�A�55,5�.6 ���"40,737,666 � 41,g89�6�5��:� �.� .'2:8� �
Professional salaries comprises the largest percentage of the budget.This is not surprising since, as
stated earlier,education is a staffing intensive enterprise. Professional salaries make up 70.8%of our
district budget while salaries as a whole comprise 83.1%of our district budget. The increase in salaries
reflects step and cost of living increases and column changes for represented and non-represented staff.
Currently,the School Committee is in contract negotiations with all five collective bargaining units. The
2.9%increase in professional salaries and the-2.1% in clerical salaries is partially reflected by the
amount of personnel reductions recommended in those two areas for FY18.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 47
164
�
,
The slight increase in Contract Services stems predominantiy from a decrease in the cleaning services at
the High School,the decrease in legal fees, and the increase in special education,athletic,and regular
day transportation.
The increase in other salaries is due to anticipated contractual increases,the reduction of the technician
position; and the decrease in the offset for athletics and full day kindergarten.
The increase in Supplies& Materials reflects the inclusion of$150,000 for the second year of the multi-
year Science Curriculum.
The decrease in other expenses is due to a reduction in professional development expenses in regular
day and special education, and a decrease in technology hardware and services.
Figure 33 below shows the General Fund expenses and budget by cost center and category. Changes in
cost centers budgets are discussed in greater detail in the Cost Center Budget section of this document.
Figure 33: General Fund Expenses and eudget by Cost Center and Object
� � u �t �! �' �� � ��� ��
� -�.: {'� ���1 �, �
��
v 'a"'�r ��$Itt�� ��X�?� ��� �pCtl @ � � tI E�'° � €
.,
y'���'� �-,. ��S�a �' , .::.�z ,;; r�`' �����
, . ..-.:..�« .., ��"�a�'��r�;� � ,. �.�➢ ��-' �. .�.s . `� .. . ���,ox � � _� �
- � � E �£ ,� � a•�,
� �:_�:. .�.
W�i�A[�5� 538,561 507,333 , 4 524,p3$ 536,038 � 540,432 0.8% -
2(}8,Q69 .,.•::�.99<572 ��{3i,832�f ;.. 239,E3�9�` .�. � 177,CD51 � -59.5'� �,�
_ � �_..
$3,201 70,356 73,A79 97,Q88 89.912 -7.446
5,939 °� ��'�� 5,`693 ��.,`« �,"- "`6,818 ...-� �ffi .,�;.7,A�7 ' �: .8,595 i5:39'a �, .:
96,806 108,168 ^ 118,714 1Q3,122 220,853 7.5%
;?�idttti�l���€�,'��}t�1' "� 9�2,578 � .����89].,12� `.t�;� 924,88Q �: � ���963,69� �'�� 926,$S7 �-3:8%. ,.
�?���Ia�; � ������,
; ��' � ��:��.��°"� � i19,93J,625�.�� �2C?,a$8,ZS3 <: ��1,158,555._ �
' `' .,�>=22�055t163F_ .:22,48$,S?5 „�.. �==.�' 1.9i`a �K���
404,17Q 449,385 471,223 460,153. 467,Q9fi 1.5%
��i'�R �d#;&�S�`�� �. ,�- . � _ ;,,
H� .�`�_�. gQz,�a�. ...�,� �� .��;�zs�ax�:.;_ °9��,��z:.,��,....� � ��3,����� . '� �.,0��;2�a _ , � �:�<m ,
�,. � ��
�;���a?h .: 'e�� �°�,� �"N., 83,980 78,754 93,912 66,61fl 77,24Q 15,9%
: itp'�il"�';, ��fai,�� _` 650,762 �,::; .:<, 5�7,4�7 . 574,511 :-:673,296 .:':;�S1,Q72 , `."25.33��...��:
52�.894 �342,fs43 408,059 457,1�i6 475,t�92 3.9°%
� �,��' r. 22>5Q9,776 -�°� �23,I8�,3$7 = ��23,784,253�; .: ". 24,692,Z71. . �� 25,39�,ZT$ �_.a�'<. � 2.Sfo
w:p�t1,: :_�t� , � �
,,
f v a _
� .� ., � F__���3�,t��&�� �5�,�21,1�:9�' �5,779,�8C} , � '�`� . �5.8% �
�A�+��Sla ��t�e�'� t: �,�69,�77 ��•.��;. ��„4>���.�15,�.�° , "�
� ,., . �� , 79,729 71,�91 90,235 77,199 92.322 38.3°6
1,699",60h �,: ,��G�,$3$,7�2.�.�-..,. �1,JOY�58$ ': a 4,,. '.2;f36A,919" 2,126,fs"3t} � 3.69`a '
���
1,459,70$ 1,554,759 1.d86,�24 1,437,247 1,G�dZ,19�3 . 0.3�
e � ��55,776 '�7,4�1 ; b2,157�_-;. `6?,675 '`. 4E,995; .._ ��.����-�1�.�°6 _� ,�:
1,682,663 2,226,423 2�672>296 3,27Q;284 3,1Q7,230 _2.0%
,.�. �,�.. -'����3,�47,257 -.1Q,�254,1$1 : � ;.�10,545,627:�= ' °- 3:�.223,473 �a � ��I2,59S,752:':° �' 3.04Q`
F#e�atkk��er±�'�.. �����4
��s�es.D�osiai���ar`�es� , 500,238 �r;-547,s5a ..���.,:�550,2Q7 583,933 : ~ 614,Z35 . �-�1:5% ..
� `X C�;�„5+dt�C��S'. 11,673 11,965 12,373 I2>276 12,&9� �,15'0
� "'� 15,754. . f�' . ;=Z7,741 � �;: 14,9�0 ` 15,525;��`: 15,525' ��,:'. . O:U°i'4
. 8.280 8;935 8,838 9,137 9,OE74 -1.5% =
�,Q72 �'� �. �,589 ���:� ..���J,454:..,° .. ��8,763 " � ' ;=8,9t10:' I.6/ �� z:
1�780 1,7$4 1,954 1,525 1,$25 C}.04'0
':_ 943�697'. `'== '`;.60&:827 �'': 595�76fi •'-' ��"- 631�SS9 658>�t84 �.'''` '4.3°la
lnstilling a joy of learning and inspiring the innovative leaders of tomorrow Page 48
165
�
.� t,��� _�
�� F��f��€�,�.�E a�3,� ,p.a ; �52,35� -� 53;�45 .., �'S5�S57 ; .�6,097�"_�.,. - ���?,757 �. _ � ;3.�}�.',.
. � _ n_
, C4�ri�IS�1�cE�� � 38,163 �� � 41,2b7 � �� 43,076 � 46,680���� 50,148�� � 7�.4% � � �
'.�.����:���f��i��;� �5,23s� � 3s;z�5 :;���d�2,ax3� �� ������,000 <�a�,��3..�. � � ����� ��o:�i4..� �?
_�. �a.��� �___ ._ _
: �s�ntr�tt`xs.�vta��> �: 231,828 236,667 251,526 272,720 326,098 19.6`Yo '
�5t,g��sl����s Icat��i��s 22.599 32,476 .��'.` �` x?,023 ��- '29,870�;;: '< 35,�25 `'' 24.3°� „� "
.� m_. �� ����.
> .. , d .._�
��deS�£t����r�c.€;s��� 1 26,563 27,44$ � 41,392 � 35,542� � 46,500 ���30.8°l0. �
��t���ex:.�T�st,��__.._ __._,_ �16,'737 428;798 ,�,.:,;� .`�405,771:_.u: , 447,409 �"�� �.;M;S62,592.: ;. 25.696
����Yr��ur��__.I_�-__ __ �
� �e�f�.>:�c�,.,3���t��.�.���_.,.. � 33,A36 � 38;3.55 ,27,831 ���11,�33�.:���� .: 32,Q35��;. �.. '.173,�% � ,':�;
:..,. .� __. _, �- - � -
> ' �ca�ir�g:t��r�au�� ` 10,249 10,235 �� � 11,546 �� 11,500 12,100 � � - �� `5.2%
��' ��s��,�ic�s��������z3<f ; ��387 �x� =��'1.177 ��2,Q00 ��� 2,9QQ �� �_�.f3°6.
�, t�x€������x��ra����_� 8,873 � 6,022� � 9,3Q0 10,500 � 10,000 � � -4,8%
.����ar���u��I_._�«s'�^t=` � ��52,944 �� �;55,�35 � � � 43,854 ���95,333 � -'S5,035 '�: + 55,&R��
a�c�sr���c���r�_
��€r�f��sac�ri�f�„�� ,�,s,� :� .���9G,6Q6 ��86;��5 � 7.g9,�9� ' `�`�_ :�&,�166 � '��91,8t}2 �'��� �.�-�.8�5` .
�
� , __---
� �t��r�S�,t<�f�t���� 194,375 � 224,485 � �265,495 299,390� � �`�253,513�� � ��-25.?%
�� �r �� �...
�t,�s�r�€�a��Pvis��, 3Q,��2 > 27,�25 -. ;63,$63 ' SC},�2fl ; 58,�5fl ` 95.:3°�
��ar�,.3i�� �.��,��.;,:;s��4�,'; 313 � 20 � � 1,082 2,�0� 6,�t�� ���15i3,fl% �
� �t�r�r�°���,rs�s 3�,579 ��1�6,268 59,375 �� ��71,QS2 � � 1�,�Q�J��� � ��;, �:F°r72.7°�
�:����z�3a���.g,� a".�;�€ � 360,814 523,933 ��� 502,808 � 511,917 � 469,565 � � -8.3%�
�S�h�����a�RQas€�s _� e. ����..�-.,.
:�Pta�'f�ss��a��£�5��`�cte�'�� 113,846 113;26? 103,273 � 75,000 76,875 2.5% � �
��4�e<c�I�ai,t�i��s � �3,5�3 ' �E};1�3 � �. �..�.I6,727 - ,. 1�,571 ���� �; ; �13,1�f7. �.:�y. 4�;�i�a� ���
T�J,lawr�,,=;: �_L 731,124 702,580 776,767 737,576 _ 8Q9,203 9.7%
�n_ � �
� �a,s�s�.��r.�, ..,.:�.� � �231�s22� 23�.;134 '>.226,531 �:294t&13 �` :2T4,252 '?"=�7.�;�
�_ ����,i� a�tx,a�i M �--73,687 80,246 1i?,171 �T,59Q 97,59fl O.Q�a
.:_�.�� _ m_ _� , . �
��t����s-E���,r���� 17,£3�72 �.�`�S d .,;6;t3$� _. :.E�3,960 :_ �1�,96fl � Q;����
=5�h����=�laatff�i�s��4�� �,187,224 � 1,36�,$15 � � 1,Z46,555�� � 1,232,510 2,225,4CrD �A,5°$o�
�C� d't't�i�l . �W 35,551,C�Z6 .`,` ': 37,2£38,�99.=;` 38;455,536-:-: .;: 40;737�666 4�1,$89,66i .. ° ' 2.Sf�,' �
��..,��.��.#
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 2.2%of the total district budget,the lowest
percentage in the last five years. This year,the district administration cost center has decreased by
$36,837 or-3.8%. The major changes in this cost center are as follows:
• Cost of living adjustments for the Central Office Administrators and Staff. Please note that
salary increases have not been allocated for the Superintendent of Schools and the Assistant
Superintendent for Learning and Teaching in the FY18 Recommended Budget.
• The elimination of the School Business Assistant Position.
• A decrease in labor counsel services due to a non-negotiation year for collective bargaining.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 49
166
The largest expenditure in this cost center is for the salaries of the four district administrators
(Superintendent,Assistant Superintendent for Learning&Teaching, Director of Finance &Operations,
Human Resources Administrator), and a portion (1/3`dj of the Network Administrator's salary
representing his contribution to district data and information management,and the 3.8 FTE
administrative assistants that support the district administration.
Figure 34: Administration Cost Center by Object Category
� 5 . � �� � �x�x�enc�ed � ended��E�pen�f�+� � �� u�g�t � ��� �.:���t m� +� ar��e''�
� � �� " � ����` �� �Y',Z� � �Y'15 ' �Y'�.�� � �Y` � ��: ° � ���.��
:�`��� � ��������� � _ � ���.7" � FY���.$ �
�
- � ��` °�,,���, s � � �� � �*
"iiis�a�. ��x- � � �;
�..
�,� � 538,561 507,333 524,�38 536,03$ 540,432 Q.8°lo
'�� 2�8,�6� ' '`�.99,�7� ` �: 2��,8����� �;��19>��9 _ �� 17���61 � ' -3�9,5�u �
83,2Q1 70,356 73,479 97,088 89,912 -7.4%
5,939�,� ,,`a�,69�;,� �6�818 �h�7,457 ��:8,595 $=�5,3°�v
96,8Q6 108,168 118,714 103,122 . 110,859 � . 7.5%
932,578 . .'891,12�.. . ., �24,880` ' 96�,694�§&: 926;857� ;���:8% `
District Administration by Object
As Figure 34 shows,the Adr'ninistration Cost Center budget is projected to decrease 3.8%in the FY'18
School Committee Budget. The slight increase in professional salaries is a result of staffing turnover and
no salary increase for the Superintendent of Schools and the Assistant Superintendent for Learning and
Teaching. The decrease in clerical salaries is due to the elimination of the School Business Assistant
position. The decrease in contract services is due to a decrease for legal services as we will not be in
contract negotiations.The increases in supplies and materials ($1,138) is due to a nominal increase in
office supplies such as paper and copier supplies. The increase in other expenses ($7,737) is due to
increases in financial audit fees, dues and membership increases,software licenses and support,
postage;and professional development for new administrators.
Figure 35: Distrid Administratian Staffing
T��± � p+ Y�+y� ���ay�a ��* y� �Y��.#+(-; }� � �'.'��
m+ � fx •.�. �AL'^� �T6j�.. /�CA�„� _Fi4: ..: J/�f�Y� _� �TRL � ��aBI�F� � I"!i- ��. � do��,FS�°( ,
..� �. �3. ,.. .•.� - _. :'���. . ��.:�. ._,� �� � �.q' x - �S
.���, �" = §,Y r,.,.:,
t,t#ittrtfti4S�T�t�ot1� �' 9.3.� 9.3. ' 9.� 9.1 751,Q34� $7 139,31t7 8.1 � �S�i,P'�i$ '
�.
,,, ;
�'• , •�': ...,�5' kfi.a �..••- � . '
: .,�-.> :. ;'• . ;. . . . , .:
Aclmtnrs�r�tiveAsSis;�r�t, A.8 �.8 4.$ 4.8 254,��2 3.8 2Q7,754 3.8 214,243
�' _���.,,.���,., �, .��.a
' Gt�stz� � `��ra p ,; 4.3 4 3-' �},3 , � 4:'3 �'�' �°.536,038" 4:3', �. ��I S27 � t 4.8 _.'; §40;�32 '
��
1
School Committee
The role of the School Committee is to recruit, hire, evaluate, and make employment decisions on the
superintendent; review and approve budgets for public education in the district;and establish
educational goals and policies for the schools in the district consistent with the requirements of law and
statewide goals and standards established by the Board of Education. This District Administration
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 50
167
Budget 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 related to the School Committee within the Administration Budget fund an anticipated
increase in dues and memberships and conference expenses for new Committee members.
Superintendent
The Superintendent of Schools serves as the chief educational leader for the school district. He works
with the School Committee as well as with building administrators and central office administrators to
develop the district's improvement plan strategic goals and objectives,to recommend a budget
necessary to fund the district's and schools' strategic initiatives,and to ensure that funding is used to
ensure the success of alt students. The Superintendent supervises and evaluates all Central Office
Administrators, Building Principals, and the Network Manager. In addition,the Superintendent co-
supervises the Director of Facilities with the Town Manager. During FY'18,the Superintendent will lead
the district and schools in achieving the one district goal and five focus areas as outlined in the Reading
Public Schools Strategy for Improvement of Student Outcomes discussed above in the Organizational
Section of this document. This includes, but is not limited to closing the achievement gap between the
high needs subgroup and the general student population, improving literacy and mathematics
instruction in our school district, improving social emotional learning for all students, and improving
both external and internal communication with all stakeholders.
This District Administration Budget 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 re�ated to the Superintendent within the
District Administration Budget funds compensation increases for administrative staff. There is not a
salary increase for the Superintendent in the FY18 budget.
Assistant Superintendent
The role of the Assistant Superintendent for Learning and Teaching is to provide leadership to district
administrators,teacher leaders,teachers, and support staff in the area of curriculum, instruction and
assessment. The Assistant Superintendent for Learning and Teaching also supervises.the Director of
Community Education,the METCO Director,the Title 1 Coordinator,the math and literacy instructional
coaches, and the Elementary Technology Integration Specialist. He is also responsible for coordinating
the district's professional development and curriculum planning activities, including the annual
professional development institute held in Reading each spring. During FY'18,the primary focus of this
position will be the continued implementation of the state's curriculum standards, overseeing the
districYs professional learning communities, as well as the development of common assessments to
inform instructional practices and curriculum alignment.
The District Administration Budget includes the salaries of the Assistant Superintendent for learning and
Teaching as well as a 0.5 FTE Administrative Assistant. Also funded 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. There is not a salary increase for the Assistant Superintendent in the FY18 budget.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 51
168
s
Business and Finance
The role of the Director of Finance is to lead the school finance operations, including budget,financial
reporting, payroll, accounts payable,accounts receivable,transportation, and purchasing. In addition,
the Director of Finance supervises and evaluates the School Nutrition Director. In FY'18,some of the key
areas of focus for this position will be continued development and implementation of a long range plan
to address classroom and program space constraints. Another area of focus wili be to continue to
analyze resource allocation to ensure that funds are invested and expended to maximize student
success. As always,we continue to work to enhance transparency around how funds are allocated and
expended and to develop a system that helps us to measure our performance and connects
,expenditures to those performance measures. The Director of Finance will also develop a quarterly
process to report to the School Commitfee on any potential financial risk to the school district.
The District 6�dministration Budget includes the salaries of the Director of Finance and Operations as
well as 1.5 FTE administrative support staff who are responsible for the day to day tasks associated with
payroll,accounts payable,accounts receivable,cash management,collections, reporting, and
procurement. One administrative support position was cut in the FYl8 budget;the School Business
Assistant. Also included within the District Administration Budget are expenses including membership
to the Massachusetts Association of School Business Officials, professional development, printing,
copying and copier leases, postage, advertising, and office supplies. The majority,of the decrease for
this functional area are the result of savings the reduction of the 1.0 FTE School Business Assistant.
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'18,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, improve the hiring
process for substitute teachers and paraprofessionals, and assist with the continued implementation of
the educator evaluation system.
The District Administration Budget includes the salaries of the Human Resources Administrator as well
as a 0.5 FTE administrative support staff. Also included 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/Talent Ed}, employee physical examinations, as well as printing,copying and copier leases,
postage,and office supplies. The majority of the decrease here is due to staff turnover and a decrease
in employee recruiting expenses (advertising,employee physicals,and job search related activities).
There is also a slight increase in TSA contributions for teachers,which is a contractual obligation.
Legat Services
This function is for labor counsel employed by the School Committee to offer counsel and guidance in
the area of.labor law compliance and collective bargaining. The Reading School Committee employs for
legal services with the firm of Stoneman, Chandler and Miller. The decrease in this area is based on
current trending with regard to use of outside counsel for ongoing personnel matters and the
completion of upcoming contractual negotiations for ihe five collective bargaining units. The School
Committee is currently negotiating with all five collective bargaining units as their contracts expire this
year.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 52
169
.
Information Manageinent and Teclinology
The primary responsibility for this function is to comply with the data management and reporting
requirements of the MA DESE which includes SIMS and EPIMS reporting which is done three times per
year. Additional tasks include maintaining the district's student information management system as
well as other district databases and systems including Blackboard Connect communication system.
The District Administration Budget 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 ali 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 slight increase in the FY'18 Budget is an adjustment based on an
increase in the telephone contract.
Retirement Contributions
This budget line includes funding for the district's contractual obligation to match$175 of contributions
for teachers'tax sheltered annuity plans for those teachers hired after the 1998-99 school year. Each
year for the past several years, additional staff have qualified and taken advantage of this benefit. The
FY'18 budget is based on this historical trend and an increase in the current collective bargaining
agreement from $150 to$175.
Figure 36 below shows the District Administration Budget by detailed expense category. This
information provides the reader with a line by line analysis of the changes in the district administration
budget.
Figure 36: District Administration Budget by Detail
'��x���t�:�� � /k��9.��C �I r�C�it�e i ri��;°"t�s��� !�:��;�t��l`f4i �_�.w�...._.
��
" �°�3za.3T4�t�4� � �`.{�"i'�'ilt��'� i �:��?r�(°3f$`e?�� E ' ��4 �?e.'� `L�@�{,�u�� �°'q: .
�4"1� -. � �Y�I� � ; �`r'�� � � �'���7� �F��{'1c� � � �h�r��� ��
�,��
�������ac�r�ai�f:lari�� 538,56�. �07,333 524,�?3$ , � 536,C438 T 54t�,�#�2 0.81 v
� _.���ra���sC����r �� �� � 4�6,3A6 396,055 � 423,75$ � 420,834 436,334 �3.7°�i ��
;� ����: � �.__. _ . .____._._
�3����tc��`1 � .`75r83'7� ;�, ... 7�;31�} .=: 76;599>' 77,��.4 ��.67,flOC}� -�.�«{)���:
,. . . .. .� __
�r���f�����3�r��f�ts� .�_, � 9,500 � � � - � - �� � - � � � �� �
-__anag�:r��„yw_.�. '��,.��,,.��. : .:ruf � 26�$78, ; �1;96� � 33,6?l� 37,29�7`�`� 37,C}98'��: '� �=f�'i5�'� _
��: ; o._� 2C}8,069 199,572 ;201,832 219,989 177,�61 -29.51
A'�i`rriinistrat�u�":Rs�ista�t�� 235,569 �34;�72 `' 23�;653 �54;98� 217,�?61: -14a��'
�� ,_. .
�____...�.� �:Y____�.� ___.� ,_.._ m� T _� �� _ ,
� �' ��g���sy�������s�t� �� - � - 1,179 �� _____ __`. __ �.__ ._ __._._�__ �
� a � � ,��. �
{ ����l��r��������3�c���r�t� , t�7,S�t�� {�S,Qt}t�} ,� �35,C��t3} �' (�5,�3G�}l � (���,U�€�) � �r� -��;; �
;, �wQ:,sa�r�kt �,��.�.�.:; ��,�C31 7Q,�56 73,479 ; 97rf}$8 " __�i�f912_ _j m7.4�^a
_ _ � �_�_�. ._�� �..
'� �.°'�s€e �€�� €'�� '"•��r^u3C€�� �s���a' ��:1�,�'u�t��� t � �.Qf��� ; '�adl�Q ��,�✓C��' � ��.,?�}`�
� � _._,.__.
- __ �r�ra�,t �€��a����'�i _. � :?,�,{��S 15,��� �� 36,40� 27,72� _2�.8°�`0
��_ _. ___._---_�m _ — �_ __�_
� _
? �"���c��1����t��������a�sr�s i ��,17Ei ��,3�� �6���7 SCI,��$. 51,8�3� �:9�
3 _ _ _ ���_._ __�_
i� ��}�:� �.__ �" ��;:�;s 5,939 , � 5,593 �� � f,8].8 � 7,457 8,595 � �� �15.3%�
�
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 53
170
� :��� z- � � � �a � � � .��r �� z �, � �a z�. � � � � ;r��- �
'�' S�r..�. k" t�- � '"�Sb '�' R y 3 �[c �6 'S` � � jx
�:a �*i � � �� ����+ .�?.�'�� .�a .� .��, ;¢� �;.- .�,.+ '��`n �S ��y, c�� n� v " �.� �'-�
.�°."�+����`r�. :�w�-t..��'r� ���'a.,��:�`: ,._. . '.. � .:.,�.�^,.,,��:w�,�" . . � 4 . . .. ,...„ . �.-�?"t�.'`�s5��� s.�. . _ ti���%.��.��.�rv�'..�-,F��..�..�d,�:T�. .. #
�;i�J.7�.�`'�'���` ��,��:., -�,r,�`'',�;x �,.4 �v� e �8� �: x-" .
z�ca , �a:..;,? '�'r � ��,����.�4"_.>„,�,.,,�''�,.' . ,� ���v�3�,r..`i
5,148 5,693 " 6;818 7,457 8,595 15.3%
�,. 9�,806`� �`�08,�.68'.. 118,714'°' " 1.03,122 �= 110;859 7.5f
> .� . .� .
6,944 4,065 13,028 3,550 3,550 O.Q%
Q1��.7$,�,��,�m 292� rre������ ����= 640.�� f.��,,.;�bQQ ;�{�,Q%
12,831 14,600 12,241 12,589 13,495 p 7.2%
��.:�7ilSL7��'�,'_t 3��8+LG��JIJ�"'� a ��j{.}V�� .�` `2 �.7�J.G.J� :��.�J.�.}j�J� ^,�Sl,rVlO :
� , . , ....: ... , . . ..
9,123 14,961 15,015 12,889. 12,750 =1.1%
,.�'23,44��a�:� 2�,$80,��.:s , �1;57Q��, g�5,700���..��5,1q�; .� � 2,3°�0
E,177 24,289 5,889 6,603 7,102 7.6°0
13,587 ; ..11,478 ' � �3,407 � �=.1�.,90(} � '��.�,585 �2:{3%
` � � ;� �3�.:
i.�." „� , e �.a=� ��
13,689, 14,313 12,855 16,166 � 16,925 � . _�
4J%
8S ;����� ��41 � 2,£i39 ` � z.�� ��:-� ,�; � �,� a�;
_ �_� � ���
932,578n E�891,123 N924,880 963,694 926,857 -3.8%
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 instructiona)services. The Regular Day Cost Center budget
accounts for 60.6% of the total budget in FY'18.
As Figure 37 indicates,the FY'18 School Committee Budget includes a 2.8% increase or$704,007 for the
Regular Day Cost Center. The major changes in this cost center are as follows:
• ' A reduction of 2:0 FTE Elementary Classroom teachers($105,000)
• A reduction of 3.8 FTE High School Classroom teachers ($273,000)
• A reduction of 1.0 FTE Instructional Coach($78,000)
• A reduction of$20,000 in professional development expenses
• A decrease of$40,000 in the METCO offset from the METCO grant
• The addition of$150,000 for year 2 funding of a multi-year implementation of the K-12 science
curriculum
• An increase in Full Day Kindergarten tuition of$250 per student to$4,450.
Increases in this cost center include salary and benefit obligations to employees per collective bargaining
agreements and non-union COLA adjustments. The School Committee is in the process of negotiations
with all five collective bargaining units. The FY'18 budget level funds per pupil funding from FY17 and
allows elementary schools to sustain materials and supplies for the new Know Atom Science Curriculum
and Grade 6 Science Curriculum.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 54
171
Figure 37: Regular Day Budget by�bject
-- ��--
�F
�.�.�._.. .. � .._ .._. -�._m� __ _�.
��ttTal ' a�����! t�����€ 3,:°,����G�' �?��t�����d , :��
' ��p�r�gs�:d �����i���{��i �����ac�e� ����{����m ��cd�;€�� �`���re��`
�. ' �Y`l� �Y��,� �Y`16 F�""1� �Y��.�
` ft��za��r C���� � � " � �
��-��rc�f�s��c�r������i��i�`��� 19,939,312 � �20,588,071 21,266,993 � 22,055,163 22,488,575 1.9°�0 �
� �� � � ��.
�_ �l�ri�.�� ����,r��� 404,370' `�4�9,38� � 473.;223 �.�: ,460,151 ����467,43� �-.3.�5°�0
�� ��. �m.e.____ . s
�. .
� �t��r�,���r��� � 901;653 �1,029,127 969,555 � �� 973,865 2,037,242 � 6�.��0
�
����tr.j.� ��;r���;�:s E 83,98Q �:78;754,::.. 93,912 �;� .:66,61E3 ":; � :-77,���? 15'<9% zza
_� _.�. � �� ����__,
.. . <.
���;;����� ����t���=z>��� � 650,762 ��597,407 _574,511 679,296� �851,072 ��2�5.3%�
�� �tS��r���ser�s�� � 22 509,776... ..� 23 185,3$7� 23�84�9 _v h57,1$6. .. .,:_, 475k�92 ...;',�� ��.�lfl '
������,���� ��:��; � , 253 24,692,271 25,396,278�� 2.8%
Regular Day by Objecc
Professional salaries in the regular day budget reflects a 1.9% increase in the FY'18 School Committee
Budget. This is again due to the number of 7.8 FTE reductions in the Regular Day cost center. The FY'18
budget funds all salary and benefit obligations to employees per the collective barging agreements and
non-union COLA adjustments.
Salaries in the regular day budget are also offset by revenues from full day kindergarten and the state's
METCO granf. The METCO grant offset decreased by$40,000 to$60,000. This is due to an increase in
transportation costs for METCO students which required more of the grant funding to be used to offset
the transportation costs.
The increase in clerical and other salaries are a result of salary and benefit obligations to employees per
the collective barging agreements and an increase in the daily substitute teacher line item. This increase
is to align with historical expenditures in this line item.
The 15.9% increase in contract services is the result for budgeted increases for transportation.
Figure 3$: Regular Day Staffing
: s,' ��� �� u������em� € � c ea� . �E a .I � �u,,���.�c�3 $ k��€![��t��f..
r 'a�� � �a� F�`1fs � f��� � � t4 ��.�� � �C3� -
� . ` �
9a_ _. � � �� ' � �3� f-"t� ' �TE � , ��s;�e�. ; .'1� ; ` s,.E�° FTE � _ �c99aC�'
� :P�>��af���F��a,ti.�� �i 3��.? � ��9.�� � � 7�fi 3�1.4 2�,343,6�SC� � 3�3..8 � 2�,&1�,Z57 3�5�i3 � "'�,�C�7.7�a -
�..
���,"a��r�t�r�t Pr��t��*��E E ,�� + � 4.3 '�4.3 ; 449,27$� 4S � 433,882 4.5 � 442�,413�
��._
� �k r��.`,t r� � �,�h�r � ; 2�17.1��� ��2C�7:f� 3t�7;1 : =105,6 7,67�,78? 1C}3.�' '`7,4��..372 201.6 �7,7�1,�3?��.-
� ��4��`;:a,.�,�rrn lA 1.5 2.5 2.5 179,918 2.5 179.918 2.5 18�,2�5
� ���r��r� �a�a€;t �.�x a�e} _ 5.�7�: 5.�� � 5.�����= ' �.6��; � = 3�9;735 5f2��-� �372,35'�s �.=�� . .>. '� .��i;�7��:�
�� �s���;`�,F�.�'s�a:�st 3.8 3.8 � � 3.8 � � � 3.4� �� 328,090 ��3.3 ` 321,814 � 3.3 ��� 339,2a1
' C���r ° � ��
�,���a�cf,ncsi�"����1°�r _ 79:5" . ��7$:4 7,�,9 '.75.4 :'.. ''g,723;2;4 r?�#.'7 �5�7�1,5&S ~709 ';'S,558;�52 ':
� t:=�ar���-i���a��f���.��S� . _�.._.. 2,t�� ���2�0 159,��?t� { ?� 161,675 � 1.0 �� �7,fs$9
L��°r-�€�,''�.��..,�___ . '"`"`7.�7 �7.C�� �� �0�539 � � �;�.5 ��57QF191'�, 3.9 594,3Sa '�
_.. �
��_��.�c�,��,�� � „ ��� �:� � ��__._.� .._ �
__ . � _ _. _ �� _� __ �_ �'�_�T�.�
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 55
172
�:
66.4 659 65.7 65.7 4,777,8Q9 65.7 4,675,719 65.7 4,883,686
22.$ 34�� �>�3€8�'�: 20.8 :475sQ����p,22.0 `_ .. 507,294 ���ZZ�O���,�.527,371;:�:
8.0 8.0 8.0 8A 967,707 8.0 934,238 � 8A ,4 954,969
•7.Q': `a�.. .���1f,5 � ��,2 7 Q,�a�t r'��`57'fi.A9$� ��l 3 �. �";;:596,977 "���`7 3„��' 6�2,335 �"
1.0 IA 1.Q ' � 1A 57,679 1.0 57,679 lA ' 61,405
op `14.5 1Q:5 � ..``9.S �: 9,5 :, : #:675,625, �9;6 . 673,163 .1�J 6 ...:: �783,759 .'
` S�cre,t�►'Y :,�,� �', iS.� 11.0 . 11;0 � 11.0 �45Q,751� ��11.0 � 449,192 � 17.0 � � 466,448 _
� SGpe;��ast�r�f, �� 3_.�� 1_� I.0 v�' �{� s��. ,1.0 33,CtC�Q 2:{� � 3�1,g£�C} -
���'Stude�ts ��, �
��,� 4$Y',� � � 2.0 2A 2.0 2.D 169,415 3.6 297,171 3.6 y307,469 ��'
10.7 10:3 ` 9.7 ' 9.7 ___�31;549 8.9 213,275 '8.9 222,D01`-�-
Figure 39: Building Budgets
�M>r- �.„ .�..., .._
�:`.��� Fise�.9 ZQ17 P�z Pt�pr[�€�na��sis ��' �Fis�a€���B�Pex�upi�Ana�ys��
� . � � ., a � , :
� � � �FY'17; FY°'!7 _� FY`18 �j� FY'i8 �
10f1I2015 � PerPupii 7ota! i�I1(20i6�__ FerPupi( .�`��'��a6
��nrollment�,� �� ���Vatue. ���� Per Pupil� � Er�ro(1�n�nt,. ' � Value , f?�r Pupit :
385 �952 $58,524 385 $161 �61,965
��...'�; 387 : ,���",' �°�152 $5$r824 : .�:�.� '=.353 " '�N`� .��' $161 ; �6'��663
452 ��52� $7D z24 �28 �i�1 � 568,908
h �;x 460 ��; �1�2 :$69 920,R ; ��` �27 �i61 ���.747
3i6 $152 $48,032 31�J �161 551,359
. . r
`� � _, 47'4`� � �.�.���:�-�;°$d52 ,,,:$71 592=�:�� �����,��:.-d66 .� �:� .�:.$157. �73;"662
� 5+9 $152 $83,�48 572 $157 �89,3E14
�:�7.2�� ` �� � . :.�i��� ��222�0 � �. �.1�27t} :: ,4. �163 ` 2���28 �
����... :. �� ,a , o-----.....-...�-.-.... .
��.��
� 4,300 �682,810� , 4 y4 25,0 �682,556,
AS part of the regular day cost center budget,each school is allocated an amount of funds to operate
the day to day activities of the school. As show in figure 39,this funding is based on the October ist
student enrollment multiplied by a per pupil amount. In FY18,the totaf school based funding was level
funded from FY17, but the per pupil values were redistributed by school level to reflect the change in
costs in our school district. The High School per pupil was decreased and the middle school and
elementary per pupil values were increased to reflect an increase in expenses at the elementary and
middle schools, especially in the transition to a new science program.
The building budget spending line items for all eight schools are distributed throughout Figure 40 below.
The expenses are totaled together for all eight schools and are primarily located the in the Supplies and
Materials section and in the Other Expenses section. The total amount spent by a school is located
above in their allocated Toto!Per Pupil. Per pupil spending at each building is used for the following
expenses:
• Building supplies for office and classrooms
• Text and materials and consumables
� Classroom furniture
• Classroom equipment/technology
• Art and physical education materials and supplies
Instilling a joy of(earning and inspiring the innovative leaders of tomorrow Page 56
173
• Paper
• Copier leases
• Memberships/dues
• Instructional software and ongoing software license and maintenance fees
• Testing supplies
• Conferences/workshops/professional development
• Graduation expenses (High School)
Figure 40 below shows the FY'18 School Committee Budget for regular day by detailed expenditure
category. This information is intended to provide more specific information on regular day
expenditures.
Figure 40: Regular Day Budget by Detail
_� � __. _ _.�� _ . __;�--�,��_�� �� � ._�� _____ �--�-� ____
� � �°b_.t�ma€ i ���a��� �;r.� �_,�.�,.c�•ti � ���������� �
� Cn�„�r,��a� �, Emp���c��� i �.a��� �� � .,f.; ; Bag��;�� ' , � '� �
? ��"`�� � �4`°�5 E �"�1_>. : e"�'17 Q ��"2� ', P �$���;�,c'
E
'�� -_
�� _�-_ ____ ��'� . � ���1 �����.�' �� f ��.
�� �t�,f���i� �,i �.a,��t�3, I�,939;b2� � �20,58$,255 � �2;268,556 22,t755,1�3 � i7 A3���5 � 1.�%�;
___.. .
_e.W__ � .� ___�. � ��W.� -- __.�._�_
���s§���s:�a rir.�s�ai { �13�,1IIQ 437,2.80 A67,963 4��,27� ' �t42,413 -1.5g�
_�fi _
a��gt��cTt�t���f„��5�ir;5�t'a� � �3�,Sj05`� "��� . '3�{�F'�63 '31�,79� � � � 314,2�1 _' %�333,�l0�.'� �t `� 6.�� _
� E�g3 �� ���s��t5 � 136,492 i84.193 $5,$14 15'.,784 I�4,J83 -�1.6°s�
_ _ _._____..R,� � -
��� ��3��.�._ � ��Z�8,�86 = �..,�61;�37, ,:�: ', ��$7,576 � x ,39�,73�� � ��3.,078�'�, .2.2��
�:,p+� � - � _ 159,373 �� 159,9t�� � 87,6�� -.A5.24�
522,�16, r�����.S35r42 ., �'��'-=561,i�53 . . a�...'° 58�,°�67 5��3,3��; ��1.6�da :'
, .,., � , � , �.
876,7$3 ��99,�15 915,4�5 967,70? � � � �9�9,96�3 . � _0.$4`��
_f�s��a�'l�rg's�F' ��,,� ����E.��' 734,5�2 733;28t3 . �7�,9�2 � ���3,3{��.`', � e.g..�.-F3�5,16�'�� '�� .1�.�3�'�
�_ �
,
�___ �y� { � 557,14$ 59+t.8A2 6C15,503 5�7,A<38 ���.2,p335 � 6.0�/n
7 ��,��. J"'�._al4'J �-.. �€�....t..� , \;f; .� .� ���1i�tLzbii!$ ��`T�vaiJV6I} " �...... .^... ��U�e,taVLVI' ..; ��{��4+�6bfV� �: <�'���i➢aV+JiFk � :,; ._J.����,t.
�� ,€a�.�� .,�.��t�:.„...:�� �� �__ {12A,2?3} � �9�,49f3) � � {iQ9,332) {1t3{�,(1{)Cl} � � (6�,f�ClCt� � � -A�.Q95 �
�� P �_ _.a___ .... .. . _ �__
��a��r�r�� 16d7,��� '',��_ ,_.��3;4�2...- ' :,- .�4�,�E2 ,;. �188,9�13 ; �t}-3,675 ; � �,$°�'�
___ �m�.. .�v a �d ._,u_�_
�aii�st�����w>�': �� ; � 323 �� ��1�f} ����174,458 � 3Q2,36f1 �� 1G�2,4ClCi � t}.�gQ
�_.r ee�.Pn ._e-_ �_ ��;__ w
�a���,ta�r � � ; 1£,�3�;i��3 � ��6,971,91Q����� �?;�C�St74C}��� 1R;�d5,t�3i: �;°,�12,21r � ,. �.&I'��`�.
sech�zs�,��;at�s��r��,e�i,�a7 -��_�� 25R,�16 � �.7�,97$� � 2�8,fi13 � 30Q,�97 �� 2f+�,Cl9�� _1(�.5°0
_m ._ _____�. ._�
� ����Fc�i`az z...., 4C�4,17Q d�9.385 ` � �475,223 _.•,��� � �� 46fl,152 �_ � ��A67�i�9S�'�, 1:5;���
:Er��e���e��`a����., 4,8q& ��1,20{7 �8,318 � �1,20fl 65Q � � ��-45.8��5
��=cr��b�.� _� �. '�3�,��a3. �:�',_ 4���>S$5 �:.4�t2,9tJ5 ' �458,9�1.;=`: 4��,���� � l.F���'����
'��B¢�����,6�=s�;�_� � - 941,341 � I,028,9A7 ` 967,392 473,865 � 1,037,�42 � �6:5/a
�"�s3�1.1y �c,ht.`Ca..¢ _'< .��. _ 1;�C��i �`i;�47 �'� �? ` "��1. �'T5� ' t�`5� C�:O°d'
� � _._ . _ „
� ,t�r��r � �.s�,�E.<<' 6�4,968 ��73�1,9�18 � ��688,t717 " � 7A2,773 �_-751,372� � ��� ���.2�
� � K_.. ., .. �_.., ��_ � �
��°�3t�t�a.�� 21�,873; . � 25�5;653 �. 2�9,Q4� 23�,�4� �� ��?2�Sx����� � ��,�ff`'�
�.' ��ratr�u,,y��r�y�,s_ ��- �_ __ $3,9�C1 78,754 93,312 �� 65,610� �� �<�77,24t} � ��� 15.9,�
(��� �t �t��zctfr�r��?�¢��a���.�� 75�7 �,1�5 �°: �.._�.7,6C�Q � _
(�"""����'<��'�3,�r, b�e��$ �i � 83,�3�3 77,6:9 86,�22 `: 66,610 � 77,2C?d � 1S.93o����
� �.._. _ � �� ._
j -� �e�,�:a€��a�a�.n 4��=r� .�[_t ; � � �50,�62 � - 547,4dJ7 ; . ;574,512 - `"'679,256 :; ;85i,t}72�'��.';� ' '�. 25.3°n �
� � -
�� aii�t � � � � 39,b27 �31,733 26,561 � 36,335 �� 33,Q54 � � �� -9.f�fio
� . �r.:;Ia�t:��__� �_ __ ---;- 7,U17 ��`:... .•,'�;�75 � � ;' � t-`::3,277. '� 4,316 . ��"�) �,Q�C7 ; ..2.8'1���'»
�� �����x�_.�,`�s.�.;aF+.,. „���� 62,036 �� � ���5,981 � � 44,Q7S ��,20t1 � 189,��St� � � ���37i.fi3��
,.� . me , � �
� �;zc� � u�� � 'F� �€ �� � 13,�fl '"�.;', 4,7At}, ` `, °-' ` ;30,Q�7 ��� �d� , ���7,it�� �� � �E�.�.,:��7,2&�� � 37.5�;��
���.____�____,.___
� "�! ��rraeulurti�"��ds�t��L�t� � F 9,522 7,885 � 3,345 � 16,8{7U � 16,�4E3 -1.��'0
� �€��,$€�h E���s s,��+��°t� ��� �7,5'� , 23;�45 `�� ^��`'���,633 ;�34,8�5.'� � :�?�65q t� �.Q9'v F
� ��t;i�aEr,e�t� � �� �2,137 3,466 �695 � 1,5�0 - -i0�i.�1�
� � �"�, e; z La���ia a���'� � 1.5.�39 '� :3.1;743 ._ � '�,$81".-.;_ �.�:�,S�S ' `,'��.�.9,"75�7 �:� �-3�.19'n t
Instiliing a joy of learning and inspiring the innovative leaders of tomorrow Page 57
174
16,708 8,165 ' - 6,191 16,687 7,432 ' -55.5%
.��r,323.�_ :. 2,444 : '.� .��:��� 424. ����:.„'2;975 2,flQ0 � ': -32.81�
1,793 1,937 1,191' 3,700 ,� 1,600 -56.8%
� :'23,'680 ;,. �:. 23,416 � �� ..:S7,7S2,":.., ,..�,��29,638 ,��',:..:17,254 . _12:19{�
_.. . 1,361 672 - 1,915 3,300 72,3I�
�;.48;432 `�-� 45,278 ll, `�:49,��.�.i�m�E ::�:56;390 ' S3,427 6:3k
;
20,027 19,704 14,119 24,587 18,462 -24.9%
.,�.53,615 ; �,��'80,232 52.731 :�.��� �,
��....56.139 .'..53,821 .�. .._ `. -4.it�
41;647 38.015 40,096 ' q7,118 45,Zg0 -4.1°!
_� , > . ,,� �
� �.F � t�a �� ,w ; � ���17,�59 =;� ,..:r0,364 ° a ; � �Z,9fl1 ',, .�._ ; � 22,?31 �-: ,�*13,8ta4 8.43� ������
,. �;�.
,� 1��,�!`. �. � 800 1,U5� 9�Q 1,20f1 1>700 41.7%
R C�!?'�'' =15i811 ' � .:12,1a7 1C3,9�S; `< 27.447 '.:�,5,650
� _; =I0:39�`
21,933 3Q735 23,852 3b,824 18,90fl -45.7°5
�.s, `��Ct�ue prtf n�$'� 5i314.. > ``6,943 7,�}96 1C�,523 4,4Q�i =:4; .58;2� :
' 4 ;, 6�a o : 117 �59 112 899 3S8 -64.2�
e. 1`�.�32 . ..� " '1�7,�q7 1��2�5 ', -�� 13,493; t�. 11,�Q�..::� , -15:1;�0'�-
� * . 41,477 , T 38;153 26,7fl0 46,446 96,Q4� 104.5°r3
_�t° �� 30;5$9 7,632 , '�,66Q ��`.21;96Q 53,4t��3 � '�BJ��"
� +�. �'� �� . 24,4E6 33,80$ 38,973 5�,536 A2,�i35 -15.5%b
` ��'�;c���s��,�c�s���` >� �����s,�.�5 �_ _�. .�2,��s , 2,��� �� A:�# a,�oa���� � ����� � 2���a , ;5z.o�
„,
' ��G�'t ��1�#3e5 � +��+,, 28,�I2 27,4$7 19,27<F 24,980 17,750 -28.9So
''' �"°, v, r,�, �,:m : �0,53� y:. .. °48,32� �7,477 ; 29,46$ `' 46��tJ� ;:.: 58;19�
� � :.` >. �
�°,: � 6,812 � 7,191 _ S,407 5,452 3<6Q0 -34.01
� .�� r� S"`� ��� �„� � � � ��Z1,�7� �.� � � ?1;7�4� � �'2,525 �� ��� ���5 �� ��� 26,248 25Q�2S��
�� ��� ;� � � �
_--___�_ ____� �:. _�� . ,�� _� �,.r�. � :. �
� ".F 529,899 R42.643 4C}8.059 : A57,J8b 475,092 3.9�5
A��,t?43 �as�; ��;���?���t3 = �� . �.::' ��5,090;,.?�,.. : 18,564�� ,_.�,1��;6�5 -1t},4%���
� _ -::
67,527 - 75,498 7#,£�28 ' 72,632 66,669 8.23a
��::��5 � _ �; � �"&20 � �'9p��'����..r~ ._ �`� '6Q0� , °"..:=1,��Z�F� �� 9�.7i`�r�
, . . . �
7,276 7,772 , 7,391 7,481 5�000 -33.2°!av
, �,. �
;' '",9{!�,�,.'�:_�.. �. .�'142
_�-- � `., �,...�� . ��°"`� '�� � 1,035 �� ;: ��•8C7U`�� ����-25;5 a<
; .. , 2,645 _ . : ,
��i5t} �a=� '' ��,�570 �. .:�523�.;���� r� 2,8�£3 `��� 1a500`�� -1i_�i9'o� ��
' 37A _
2�iQ;f37t����.�>� �=�24,�20 ,���,�4,1�5�..;� ��. r.163,940� ��7,�5Q � ��2.4���-'
. ._� . � �� - .
93.42$ 77,1fs4 105,412 85,8ff0 �3,�75 -3.2�'a _
�9Q,Z16 ...���:. �`� 40,671 �..�.'A9,?D�.'.�'�.,�� ��;3{�5;2f35 . �� 133,�C��J ��� �26.3�� ��
22,509,776 Z3,185,387 23,7$4,253 . 24,�g2,271 25,�96,�78 2.8°a
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 goa!of the Student Services
department is to provide high quality programs and services within the district and to identify and place
children in out-of-district programs only when the programs or services that are offered within the
district are not adequate or appropriate to address a child's particular needs. As mandated by the
Individuals with Disabilities Education Act(IDEA)and Section 504 of the Americans with Disabilities Act,
we strive to provide programs and services to allow our students with disabilities to be educated in the
least restrictive environment that enables them to make effective progress. In-district expenditures
make up 68%of the special educatidn budget while out-of-district expenditures comprise the other 32%
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 58
175
of the budget. This is a shift of 8%from FY17 where indistrict expenditures was 60%and out of district
was 40%.
The major changes in the cost center are as follows:
• Cost of living adjustments and step and column increases for special education teachers,
therapists, and special education paraeducators as per collective bargaining agreements.
• Cost of living adjustments for non-represented personnel.
• A reduction of.5 FTE for a Special Education Administrator
• Reduction of.6 FTE for RISE Music Teacher
• An increase of$50,000 in the RISE offset from the RISE Tuition Revolving Account due to a
requested tuition increase of 5%.
• An increase of 2.0 FTE Elementary Special Education Teachers for increased special education
enrollments at Wood End and Joshua Eaton. These positions were added during the current
school year.
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 six 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 42 below.
• Crossroads:Students within the Crossroads program have significant cognitive and learning
challenges, as compared to students within Learning Center.The Crossroads classrooms provide
identified students with specialized and skills based instruction through a modified curriculum
primarily in English Language Arts and math,as identified by individual student IEPs. Students
are included within the general education classroom for social studies,science and
electives/specials.Students also have academic support blocks built in to their schedule.
Program specific paraprofessionals may also provide academic,social and behavioral support
and accommodations in both the Crossroads and general education classrooms. Located at
Wood End,Coolidge, and RMHS.
• Compass:Students within the Compass program have significant cognitive and learning
challenges, as compared to students within Learning Center or Connections.The Compass
classroom provides access to the curriculum through specific entry points,through the use of
highly modified curriculum and intensive accommodations.Students receive instruction in the
areas of functional daily living skills,communication, academic readiness, and academics.
Students may require the use of AAC and other non-verbal modes of communication.Students
may attend specials(art, music, PE, library)with their class or an adaptive class. Located at Birch
Meadow,Wood End, and Coolidge. This program also provides opportunities for community
trips. In FY18,there will be students in this program who will be continuing on to the High
School.
• Connections:The Connections program is designed for student who have a diagnosis of Autism
Spectrum Disorder or suggestion of tendencies that align with a spectrum diagnosis that makes
it difficult for the student to make effective progress socially,organizationally and/or
academically.The students may social deficits and/or verbal and non-verbal communication
deficits that interfere with their ability to make effective progress across settings without
support. At the elementary level the program is co-taught classroom. At middle and high
school supports are provided both in and out of the general education setting. Located at Birch
Meadow,Coolidge, and RMHS.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 59
176
• Therapeutic Support Program (TSP): TSP was developed to be a support program that provides
a flexible inclusion model where students can receive full support in the TSP classroom with the
goal of moving toward full inclusion. Designed to meet the individual needs of students as they
progress and manage emotionai regulation so that they may become successful members of the
General Education Classroom. TSP is a safe therapeutic environment that provides academic,
behavioral, social and emotional supports in orderto improve functioning in these areas.
Students can access support staff and program when experiencing difficulty as a result of
frustration with academic, emotional and social challenges. The program utilizes the IEP process
to provide students with appropriate supports and determine measurable goals to help achieve
student successes. The student's primary disability must be Emotional, Health,or Neurological.
The student's IEP Team must determine that the student requires a comprehensive program to
meet the needs of his or her disability. Located at Killam, Coolidge, and RMHS.
• Bridge:Specific Learning Disability with difficulty in expressive or receptive language when their
profile is consistent with a Language Based Learning Disability. A Language Based Learning
Disability should be denoted as the primary disability.The student has a language based learning
disability that impedes decoding and encoding skills,such that structured, multi-sensory
instruction is required. Current evaluations reveal that the student demonstrates average to
superior cognitive abilities. Students' profiles typically depict well-developed reasoning and
comprehension skills with relative weaknesses in processing speed and working memory.
However students may also have a documented expressive/receptive language disability.The
students are struggling in the general education classroom Recent evaluations should include
cognitive, educational (reading,written language and math), and speech and language
evaluations. Prior to the referral,students should be receiving maximum targeted pull-out
services to address their areas of their deficit. The team has determined that the severe
discrepancy between academic achievement and their ability are not primarily a resu{t of
behavior issues,excessive school absences,or severe attentional issues. Located at Joshua
Eaton, Parker, and RMHS.
• POST:A collaborative post secondary program that provides experiential and educational
opportunities in the areas of daily living,employment, community inclusion, recreation, leisure
and real-world academic skills in order to promote successful transition to adulthood. The main
goal for the program is for young adults to gain the skills to become integrated members in our
community. A collaboration between the Wakefield Public Schools and the Reading Fublic
Schools. This program services students who are ages 18-22 and is located in Wakefield.
• Learning Centers—Students identified with any of the ten disability eligibility
categories. Located at each of our schools.
As you can see from Figure 41 below,we have seen a decrease in students both on IEPs and in out of
district placements.
Figure 41: Special Education Enrollment
s� s� � a� �,w.� �.-�� � ; � , ��: d� �_ rt �
��� Ye�x'�; n��llrr►eri� Sfudent�; ��u�#ertts � � Siurc��n#� at�sat+�f p�str�ci��'
=`ot�lEP.' ° `� <Statewitle` �`-;'
e, �-. _ �,...�_ . _ _ ��,.
��°�2�3t�S=�� .., '�� 42�3� � � , 694 � 1�r.2°� ZG.�I 73�
,.=. - - � _ ,
=Q��"" 4332 707 16.3% 16.7 , 67
��.;�4�16 ''; 7S3 �����: 17.3�'a ;::��_. 1'�9 a=�� �. �7 �
..
4428 771 17.4% 17.1 63
����4392.._, . ' ','75$ °"' �,�17 3% ,�:+ � ;
17 4..... < 59. ;,�.h
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 60
177
___ _____ .__.
2�3�-;1. '< 4459 734 16.590 17A 51
�Q?��d�� ° 4447 ' `768 S7 3% :-"; r•�.7:fl. `�,�:, �a �.m;�,.
� ����2-�.-+��, 4483 737 � 16�.495� � � � 17.0 64
�_ �e_ _—
����� ����-i4 � 4432��� �7G7 5��1?3`�£i� � r __;17'.0.: . � SO
� . _. _
�� �#��� �� 4407 809 18 4% 17.1 61
���� � u ��`.���� � �`` � tvl
��a�� � n. �s��� - v 7��. � t�� ,.,:�� ��,� �a :
� . ....
���t�1�-�� 4377 727 � 16.6%� A � 53
Special education expenses present a unique challenge to school districts due to their variability and lack
of predictability. Our goal is always to provide the highest quality services to students and to provide
those within the district. Over the last ten years, our district has increased its in-district special
education programs from one program to nine different programs across the district.
Figure 42 below shows the enrollment for our students who receive services via an Individualized
Education Plan (IEP}through our learning centers, services, and programs and the number of students
who attend out of district placements to receive theirservices. Descriptions of each program can be
found above. The total number of children in our indistrict special education programs is 180 with the
greatest number of students currently in the Connections program.
Figure a2: SY'2016-17 Special Education Program and Learning Center Enrotlment
=� y 'K .,G�. T�,'�� ����C� �C,� ��!� ;` P, m�"aif"� G ,.1'Ca %�.�fi" #�5�;° C3
3`."y r` P��e £` � � G. �. 3:' '�e°A � : � i.:. ,�, d ���. 53 "w7 14l ��� . ��lxfw�:� LJ�6,�U�',
.Yk,;c�` �. �,�
Z
����t{!�� � � .`'a °� � �-f a. ��# $ � 3����
4 3 1 Z 1 S 4 20 .
,..
5 -� r.�.� � 4' � :5 'S :r � °`' �� �'� � � 7 3 <2� �.�, � . 53�-°
„ 3...�, � � ,
�. _ . �.� � a .�
. � _.. �.� ,. „ .
3 3 3 3 2 _ 3 1 Z 2t� ;
�>10 19 31 4� 3� 4i1� �1�, �� � %60 � 4�.i �49� 43 ���� 4�6_�
��:� � � ���,' �� � ����. ��E ���F��� fi � ���
����. � �
;
������� ° �
�� , .m_ __ �.__ __m._
__ _
._ _
E _ _ ��� � 3 1 � � � 5 4�
.��.����t?r�� e � ,. �; �� � + �E .� .. ��.
� �,t�`�c�t� � € � E E
�'r��,t�s��t i � ' '
'��
�s
� , �'`: ���` 1�26 43 52 � 48 56 60 ��w 76 �_64 � 66 �50 �49 � 3 � 6T6 I
The special education budget comprises 30.1%of the total FY'17 School Committee Budget, consistent
with last year's 30.0%. The Special Education Cost Center budget is projected to increase 3.0%over
FY'17 budgeted levels or$372,279 which represents 66.0%of the total increase for FY'18.
Instilling a Joy of learning and inspiring the innovative leaders of tomorrow Page 61
178
figure 43: Speciai Education Budget by Object
r�� „� �� ��
s�a�� ,� � �.ra. c,�� �i I
��.�:�a'., .:�, �< �.
� 4,569,777 A,484,815 A,733,Q26 5,4�1,1��9 ' S,779,3�0 � 6.8%
�—_____����a_�..�e_�
7�,729� � ;72,391 9t},2�5� .; ;: 77,19� � �1,�2`? � 18.3;��
. . .
���.�
1,699,604 1,838,792 1,901,588 2,064,919 2,126,630 3.0% �
C�snt �ct��rv�ces "�� 1,A59,7Q8 � 1;554,759 _� '148fi,324�,: ��.1,,,.43?,247 1442 1�4 {�.3% -
� - � _ � �_: ��__� x. , ,
_ �w _� � ti x. � ,_ .
' �����1�e���7�t�r���s -;' SS,776. 77,401 62,157 62,675 48,995 -21.8%
_ �<�
,�£�the�x�e�s���, ; .,._�,` ..� 1;6�2`,663. �,22G,423 �.<2,f72�296', �x3,�1?�,2,84 3,107j230 '` 2,Q%�<`
y s ��
�ra "ta�; � .� � - .
� � ��,� `. 9,547,257 10,254,181 10,945,627 12,223,473 12,595,752 3.0°!0
�.
Special Education by Object
As described in Figure 43 above,salaries make up the largest share of the special education budget at
63.0%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 speciafized 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 6.8% increase in professional salaries is driven by several factors, including,step, column change
and cost of living increases,an additional 2.0 FTE Special Education teachers at Joshua Eaton and Wood
End during the 2016-17 school year, and the addition of a .5 Board Certified Behavior Analyst(BCBA)
which is being restructured from funds in contracted services. By restructuring this position from
existing contracted services funds,we will be able to provide more effective services for our students.
Contract services are projected to decrease by.3% in the FY'18 budget. This decrease is due to a shift in
funds from contracted services to professional salaries to fund the.5 BCBA. In addition,we are not
anticipating an increase in special education transportation this year and we are anticipating a nominal
increase in legal services.
Supplies and materials,while not a large dollar amount, is projected to decrease 21.8%. The decrease is
a result in an overall reduction in testing materials and supplies.
Other expenses are projected to decrease 2% in the FY'18 budget. This is due to a net overall decrease
in special education private day, residential,and collaborative out-of-district tuitions. The State Circuit
breaker for next year is also slightly lower than FY17.
During the 2014-2015 school year,Walker Associates conducted a comprehensive program review of
the special education programs and supports for the Reading Public Schools. This report outlines some
of the changes that need to be made for speciaf education.
The following changes with fiscal implications were implemented for the 2016-2017 school year:
Instilling a joy of(earning and inspiring the innovative leaders of tomorrow Page 62
179
• To start this schooi year we added a Socia)Worker at Killam. Her role is to support the
Therapeutic Support Program at Killam,which allows the school psychologist in that building to
focus on evaluations and supporting the needs of the other students in the building. The
program social worker is able to conduct individual and group therapy,she provides family
outreach and case management for the students in the program.
• During the 2015-2016 and 2016-2017 school year we have utilized grant funds and some funds
from the operating budget to provide on-going clinical consultation for school-based teams that
serve students with social/emotional/behavioral needs. We provided monthly group clinical
supervision for school psychologists and school counselors. Additionally,Sara Burd coordinates
provides clinical supervision for the TSP teachers and counselors more frequent�y.
There are many other changes that were made during the 15-16 school year that were
recommendations of the Walker Report that have had little or no fiscal impact. The following items
were addressed last year and this year:
• The District Curriculum Accommodation Plan (DCAP)was made available to all staff and the
community at large during the 2015-2016 school year. This document continues to be a
resource for teachers,staff and parents during the 2016-2017 school year.
• Both Parker and Coolidge have been working on the small groups that are developed for
students to receive special education or counseling services. These groups are driven more by
student need than the schedule. The High School has started this work, but continues to
evaluate the grouping of students with special education needs.
• The vertical program PLC's have developed program descriptions,entrance and exit criteria and
continue to work on vertical alignment of all in-district programs. This information will be
posted on the new website this school year.
• A process has been developed to determine when there is a need for additional
paraprofessional time. This is implemented through the IEP team process at all levels.
• The High School guidance department has begun to shift away from a 1:1 model to a
developmental guidance model; providing instruction to students in a group setting.
Some areas that continue to need work and wi11 have a fiscal impact are the following:
• Appropriate space for all special education in-district programs. Some spaces are shared or
smaller than is necessary to meet the needs of the students. In order to ensure that we have
high quality programs we need to have appropriate spaces.
• Once there is more stability in the team chair role an evaluation of that role and the
administrative structure of the student services office needs to be conducted to determine the
most appropriate structure to support the needs of all constituents.
• The administrative team is continuing to work on defining the co-teaching model and how to
utilize this appropriately to meet the needs of students identified with disabilities.
In the FY 18 budget what we are proposing includes an additional special education teacher at Joshua
Eaton and Wood End, along with the addition of a .5 BCBA. The additional teacher at Joshua Eaton is a
result of the needs of the students in the learning center and the Bridge program. After a review of
student IEPs,special education teacher and classroom schedules and student data it is clear that there
needs to be more inclusion opportunities for students with disabilities at Joshua Eaton. With only 2
learning center special education teacher and 2 Bridge special education teachers there are limited
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 63
180
opportunities for these teachers to be in the general education setting. With the addition of 1.0 FTE of a
special education teacher it is hoped that there will be more inclusion opportunities. At Wood End the
additional 1.0 special education teacher is for the Crossroads program. This is a partial inclusion
program for grades K to 5. This program provides specialized instruction outside of the general
education setting and supported inclusion'opportunities. The program started the school year with 8
students in grades K-S. Thus far this school year.there have been 5 referrals, with 2 students from other
school transitioning to Wood End so far this school year. Having strong in-district programs that are well
supported cesult in less students going out of district.The Crossroads program is projecting that they
will have 14 students next year ranging from Kindergarten to Grade 5. Given the number of students
and the variety of grades there is a need this school year and next for an additional special education
teacher. It should be noted that there is 1 student tuitioned into this program from another district.
Having strong in-district programs does allow us to receive tuition funds to offset the operating budget.
In this cost center we are also proposing an additional.5 BCBA. We currently have a 1.0 BCBA which
was added during the 2015-2016 school year. Our current 1.0 BCBA is used to support the Compass,
Crossroads, Connections and POST program at all levels. This is over 92 students that she may work as a
member of their team. The BCBA provides consultation to teams on behavior intervention plans,she
completes functional behavioral assessments and provides staff and parent consultation. With this in-
district support we continue to have limitations and need to contract out to support other programs and
additional students. During the 2015-2016 school year we utilized grant funding to provide monthly
BCBA consultation to the TSP program. In addition we spent roughly$20,000 dollars on contracted
services for BCBA support. The addition of the.S BCBA will be used to support only special education
students at this time and will continue to focus on our in-district programs. Having BCBA consultation
alfows us to be responsive to challenging student betiaviors and to utilize data to show when students
are progressing and when they are not. This budget includes a reduction of$35,000 in the consultation
line in order to support the salary of a .5 FTE BCBA.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 64
181
Fi�;ure 44: Special Education Staffing
� � � � � �- � y I �ct� ,E ��'� .�..a; �a����,�t<:;
�_._._
� � �� � �i°�5 FY1�.�.£u�,�L�s� ?�€��r� �,a�.�i ��.;� F{1� E�at',:a� .� ' ����s��
�_��
� ° fi� � �� � �� i ��37 ; , 's"� �M's`� �;ua,�,, ,a`li? ��€1��a;
e
� � � �� �7� �'�i�r�;� �t�
. . .� � .�� r ', ; : i , " '���.
� .�.f m mr� �a�.� ��m � �' � i
������t��ds�c���Fan _ _�� ° ���G� �i l�b.� 35�.7 �1�€�.3 ?,tE�1,737 � 163.b � 7;�5'.�_�'s�. :6�.� ! �?3��c��3?
(� i�
_ _ __ __ _
, �� j , ,
� €�c�;�*�icse k,ra�l��t������� � ���� 1.0 1.0 70,000 lA � :0<G�;f � 1.5 � 109,750
�� C?a�t��C����+��r��������t�s ; €..� � ?.,t� � �,f3 1.(3 I2�,1{lts 1;0 �: 12�,5C1t} ; 1,0' 5��,6�3 ��,
� Css�trica�d�ta,r��������ra�f� - '� 1.0 lA�� 0.5 0.5 43,489 0.5 43,489 � 0.5� 43,601 �
S�an�sc��t��a r��� �
�w __.. __��_ �
� �?��t�i�<£�mrE�z��c�r � �1 Q� ��S p �1'.17� ,: ;10 ���`�88,1fl8 �2':0 ��88,108 �� ' 1.Q' � ��CJ�11r����
. Pt��ssent�ry ae.a�3��.g ; �� 20 7 22J 23.2 23.2 1,607,437 23.8 1,537,490 25.8 1,777,590���
� � ���r ,, , ,.,,w,,, � � �
_ _. ___w
., �, ; x ..k
8.2 �-�2 '. ;9;6', �3.6 635,9�Q ?t}.0 ; �75,5¢� � �1:c� 76:�,�?��
�� - , � ����.
` P�">,�v�f=Y�cB.�;��#'�� ,_..�. ` 14.5 14.5 15.5 15.5 1,010,702. 15.5 1,�25,75� 14.5 1,024,189
� . �c��s����t��t�� a��� �,�a �� �.� ���� 2.9 2.9 225,608 _�:1� _ ��32,138�� �.1 25t�,{�76 >
� ��,��gi.a�`s�r€�4�T�,,�;�y� ����, 0.5 �0.6 0.6 �0.6� � �28,768 0.6 �29,486�-� 0.6 � 30,223
����s.���<�;i� �
�����.�>�����st�r�:�<.' � � 714 77 8� 76 2 ���76 Z`_�_:.�1,962,29� ���C.$'� ' 1,�20,'36#i�� 7G.$ 1,�91,568 �
� � •� �.. � � �
�� ,�,a��i��! �i�<=r,��=a.i�t ��_ _� ' 1S � 1S �� �1:5� 1S 124,823 1.5 12�,��2 � Z.S € 1?�,�13�
� agt�. ��";s>r,b �,�a,l�,�� �2 �'.9.� k�6 �.6 � �'2,42% 5.9 ( �03,�1t�`S.7 �';•t?.c;�5�-j
j ` ��„���1 ��;��,>Sr�t�. ,� ` �1.0 ' 1.C9 � 1.0 � ��1:0� 69,712 1.Q I u�?„'12 i.� �1�,�15
�
, i3tY���Q; .,. �• .�,�.�m� `'` �-
� 2Q ;2t} 2Q Z�d'��. ` 77,199 � ��G�� � ;$65"�9``�; � �.fl ....91,32Z= ';
����: �F_.
� _ . .- , ;. u.. .. . . �. .. _ �... �
���5c��at�Wc�rker � ������ 2.E3 3A 2.5 3.6 26E},041 4A 260,5tt3 3.Q 198,247
�����-, � u � ,
__..
''` ������,���8�. � .:a`s�s.� 10 7.. �1t3� � �1fl�I�. ��1D,Q � E24;855 ��9:6 ��755,��4 ��� �.6� � �.?��,s��>
, �
� ...�; .,., ,
< �; . �� �.. � � : .
�
,
. .. ,
� o = , .>,..� _ '- �.. o�;,_ �.
3.4'� '4.(3 6.t1 ' S.Q �95,247 6.2 S(71,408 5.7 473,9�C1
Figure 45 below shows the FY'18 School Committee Budget by detailed expenditure category. This
information is intended to provide more specific information on special education expenditures.
figure 45: Special Education Budget by Detailed Expense Category
. :.• � �. � � , x,x<,� _,� 5� 7.�""�.. ; �.v,.-� ,. �"�1"�,"��s e* � .�s.--;�'� .��.�, '
s`E�g���d�d ����p�€�de�3 ° Exp�nc�e�-�..� , .�ud��t =�`�3ud��t'� ��`Ch��� ���
� �$� FY������ ����;�:, . �Y`�� . �. �.� FY'i7 �'��, FY'1� ;_-1- _ ��..,-�
� �.� a �
�����fl�t�Ei�ua�iz�r��� � 9,5�7,�57 �Ii7,2��,181� 1C#,945,6�7� � ��:�2,223,473 �2,�°�Sp7�'� } �-3.�}°�
_ � _._ _ ���., _-_ _
;> r r�f��s+ora����3 ra�s " � 4,569,777 4,QSA,815 4,7�3,026 5,411,249 5,779,3�t� f &.8°fn
� �ar:�ctar '; 2�,9�4�� 2C�4,97� ;: ';236.852 . � ;�ZC,3'Oo � ���231,638'� ` 5,�°� '
�_� _ �- __..: �.._._:
t�
j � ��t �ta{€e€�E�c�;� � 11,5$9 26,372 3.#54 3,500 4,250 21.456
�� __ ��t��,cJ�����r5�r�ac�;s� -._� ___73,E9� >5t�,5�8 � ,, 79;45�1 ;8_7,�14 � �2,f7C�'l �'�� �*,t�� �.
�� �C�:x3a�,. �r __.. e w�FIZU � � �1,4Q� � ��23,069 23,7C12 24,97�E�� �5.4�6�.
_ _
j ' � -g^y (yy �j.[tC ry
�� �� � q �vi d �" �� ✓'J '��JIU'4JU .
���as at..
, 8 , _ , y � ,...:T
S._,....�............. _.,_:. .... ..,,...._... �.�. _.._....,..__.. . ,.. .
i�;� ����.�,�;t„=n<is 9k,�,r���si.xt l.°�5,713�� ���?9(?,413 . �� 2�6,3D2 �'�� 231,174 ��55,32�i 1fl.49{s �
��. _��_ _ ��_m� � _.__�._ � �_e_ -.---
{___ _F#a4��r ��� �x t��i�.�.._.._..___. ��.�_..._ . ....:.._ "_t�`.�,��� � '3.13�1�2 ; �33,��7 � �:. �-:124;823 % � 5�2,?44�� -1,�9'A" :
?�: ����Sg�C .��;�.�� �tl�,9Cd3 � � � 3�7,401 � � 3A5,739 ����Q61,345 ��0.37� � -21:99'a�
�� ,�'°d@�'ti{>.1i i3�'�;i {p:'e.� . ^ .���5�� , V�LttL. � 1.NY..�Fik ...
� �f£9„@r�£_ _ .. �� _� __ _ : _ ` �� �,753� � - -
� ��;�catti�?���tt�tt��t�3a��ur� �._... _.__._' 's2$2,19C4j �636,�70� : . (913,A85}-;�; (578,Ob0} ��E28,QOCl� 8.7�b;-_
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 65
182
�.n
: .: 2,842,377 3,142,Z78_ 3,367,847 ` : 3,576,539 3,991,563 - 11'.6%
748,883,': 72Q747 :�m.: 7AD,�?8 ,,����785,098 ; �7�1.1$�. y �'U S��F'
75,664 51,901 320 - _
- - ' �:.'26,229 � : �
�;��
2p3,481 223,289 494,076 475,047 � 491,275 3.4%
79.729. 7i,991"'. "; 9tl,235 77,i99 '92,32.2 1$396;�
4.108 2,827 15,400 _ _
� .,.� ��,75,621� _�69,165 ��� - ._ 74,8�5 � ��77,199 : = 91,�22 �:3'�$.39b `
� . 1,699,6d4 1,838,792 1,901,588 2,�64,919 2,126.63Q 3.0%
�Itt1 �� ._ 1�5,x> ,,r,,. � t,,
„ � f,7�2 �1�1�.4 ; 1;3��. � 7SQ � 75C� � ��Q::09b ,;
�� Eac��nd���Y�arS�rvi��� � y 3�,t�34 37,077 35,859 B�,DQO 42,09i? 2t}Al
� �ar��rr�fessicarai � i �,�67,4�3. .,1;798;912;"��:3.,860,575 : '"2,029,159 2;b83,88C7 ,;= 2.79a,�;
�� ___m__� . __ �����.__:��_ .
1 �r�af����anaf£���el�?p�es�rst � ��� 355 225 Q87 _
S�a€�ststtat�s . ___ _, . 1�464.-.�� 3;327 �. . � ���
' Gc7t�tCdCC��tvtit3Ce . � . s�� 1,4S3,7t�8 1,554,759 1,486,324 1,437,247 1,A42,194 0.3`Yu N
F =: �S�,6p5 = 75,893 91,217 SS,9t39 75,GClt� . .., �x2:756;!
� .. . . ° sas i,7so 2,sso �,a25 1,nzs o.a�o
..4��Jr.�7fi���.�.Y` -,:��f51�{J �.: �ck .�Jt�`t� .n� �l:�VVo . .. �la��V. Y..��U �.
: .. 55(1 " 924 '5,979 5,50t3 5,50fl Q.4°fa
`2,43� �� �2r9tk0� 31;2f>7 `�.;650
��` _
�y� � „�
�n° � �" �'. �� 10C).�°f��-
.. , �� . " - . : ��_�
18,G0� 31,5Q4 7,Q76 &,200 8,500 3.7%
, ��:�9�4 � � �,117 ���. ;"��:GQO �
._�.. _:,
. 64,473 45,773 _ _
� ��`-'2,62�;� �;5,��$ ,m�� � � 1.;2C�C1 � 5,40Q 5,�i0t?`��
�t '� � o�� �
�_ ,. _ - . � _ � � . � � . �Q:O.o
.
� � `� w„�� ���365,450 416,335� � 313,114 , 254,�50 268,3fi�J 5.3a6
. , �� � �� �;562;1�0 `:895,tt9x �� �
w;��„ �93�.,�7� �'� .���96,913 99?,���1 :� Q�Or`� �
� ... S5.776' 77,401 62,157 ` 62,675 48,995 21.8%
�� � +� � �g
. �,� ....� �� , ..,��\.,s, e' . . ..x,- " »5�r•.;�iZ.�� y� .,€_, $ r�'�";�b`si .��3v Id�.
_.... -... ..�m"�- ., ... ..
38 923 611 364 `
fOC?.0°6
;574R� a�.3(},742�. ���C:44?, ��_`. "'',2,�50��� :_'..:2;35C�,''. „' =.0.0%""
., 177 475 - :
. soa.a�a
�� ���.�;�z� .: � � ���.�as� � � �;p7�. ,.����; ��z;��o r. :=�� x.aa�. � o:o��
�,
:,..„��. , - ' �,3s5 z.s�s soo ; 1,s�a za�.o°o
;���,a�'o5ta� . .��. ,,a�� ����,��:,�� ° i,s3o- z,sll 3,25�a .2,2s3 ' 2,Q5C1 -1t�:2°a
�" ��G�GIK��'� 767 - - 4,900 0.
3,OCs0 -25.Oro
`,�� t5.��.:. �.,,.. 2,'i�S� '.233 6�9 5<n,�a`,1�Q 2Qt}`:z- y 33:��0' ;
�;�'�.?�'�rG��!`��+�i��"t .���,. ". ,�? 18,676 v 18,3Q'7 1$,944 � 35,875 15,1GQ -57.7%
.. . ,�� ,
;� �£ _� �1i7�!';� � „: ��;� `�,3.9� ,��� 7,1b'�. ; z�3 ��� �a
�"
_ ,.
_ � �. .-. _._ ,t�.�_
.�Ce _ s. t�=<,. . ....� .��;..� � 24,822 , 34,04$ 32,AQ1 15.683 Z3,735 5Y.3%
��"��t)th2;, �ns+� ' ��'; �.1r68�;663:. 2,226,423 :'; :'':2,fiT2,x9� ` ,��3,3.7Q,284 3.107,23fl. `."-2;04u '
M 4� , ;
� . .��+�t£��an � �,����,� ���173 � �� _� 240 � �1£P � � _ S.t7ao
� � . ,td�w. � ,.." `� - � _ ; �` „ .:�AI2 .a `. 2;1��Y ,� �_. �.,543Q =28.��.
D.:, �, e�"'b��S�t g.: 275 755 1,586 1,090 2,�84 1(}9.5�0
�`�`���q��P. �nt `�.,���� , .���.y k� ,.;,,;�,9A8: : 6,$7� 5���7 .:. :�,19t� 3,54�? 's" 13':Q°fa
w��, ..� � �� �� ,� � ..
� � .;
��+��I�s�k'��t"irCfitr+l��:Eq�tiptrien�„ �. .��� � ���� �6,fl28 ' � 2,349 � ��;� 2,�63 � � � �_ � - �
�s��fn��t'�ctt�t+�a1;7e�E�nology����,~'�.�,��;�; , �.t�,677 ,.12,598 ��: .,:=°. 7�3�2 ' `10;OG0 �fl;t�tlC� sQ.i�9''o
�.. ,, „
� �;� t ii�r����l���t�e���" �'°��"�� � � 18,478�� � � 22,9i6��� ���21,t?S3 39,5Q0 ��� 21,G�� � 7.7%Q�
µt���$ '���1,24$: :�: 3,7C�4 1z97� 2,EIC7Q 2,EC3C� 30:t�i6
, �t 23,476 26,249 ' 16,351' 20,4t�0 �� - �
{ ,
�.-�;, ,,.:: 10C?.t}°'o i
`�->,��i+4�pi�Tt`�ii�pC9t�f�ost..°���„ .�� . ���;_�, 14,2t}3 : ,'�22,�67 ._-12��508.�:-� � � 19,637. '� 20,�Qt}�'�: .� •°1:8`�0 ''
� ?,� ;5pfti�rare;E�c3s�rstii�&`SupPorf�� , ..::: 18,088 � 17,799 � ��2$,126 � 18,000 � 18,000� 0.0`Yo
Instilling a joy of learning and lnspiring the innovative leaders of tomorrow Page 66
183 �
Ae� __�W__ _. �___�_ �
�i��r;�s��w�=��a��-E��t°s��_�t����s���n, :� 9,385' . .,..21,145•' ` ��7;027 20,OUR ' ��� ;i0.0�0���_ �3fl.t��:a;_
;�,d _.�m __ d._�. __ __v���.
;, �°ra�°�E ; 3,065 2,060 � 1,685 1,425 1,425 � OA%
� '�ta€q;€��a-t}�t�af gs�trsx� � ��� ��1 56?.J�7 2;090,602��� ° 2,556,680������� 3,063,142 � 3,O�E,671' =�..�� =
�_ _�_ .____._ ._._., ._.� e�,_�;: � �
��������+T;;�.I �� i 9,547,257 1Q254,181 10,945,627 12,223,473 12,595,752 3.0%
Districtwide Programs
This cost center includes the budgets for Health Services, Athletic Programs, Extracurricular Programs,
and Districtwide Networking and Technology Maintenance. These programs are grouped into the
Districtwide Programs cost center since none of the expenses can be allocated to either regular day or
special education. In other words,these expenses are forthe benefit of both general education and
special education students. A summary by object of the FY'18 School Committee 6udget by Object is
shown in Figure 46 below.
Figure 46: Districtwide Programs by Object
� ' �_,..�_� ���cr�l i �ct�a�aE �cct������ci�p�c�� ; Pr�s����ck ;�' �,��
,� ���_
� ����ra�f�d j E��S��d�d � Ex�����f�� ' ��>�,�� e ��� ���e,E����� ������ ���
` � �t ��'� � ��f�S � � �"���� � 3�° � y, p�4 �
� � .. � �; � g . . {� > �'1�3,Lf:# :. .q
� Y,»`@�aT�l4.a.�"k`t,zk:; ,�t�+g`.,}xi"-��i19 �..;'•v; ; .,,: '. ,.,q ........�.: � :,:.: . .'.��...: : :�-�«.r."�... �a�.;ne....�..
� ��'r;�f������a�=s����r�e�� ��682,630 725,793. 742,601 739,829 � 790,830 6.9% �����
i-.� 4�.E@.1 d4R�1 ,.*4i��:32b:i ,� ..� ti'.7J+?�� ��iL,..7J^4:.�:'� �JJY�#.7 �..::� a�',�Ctt7J� � U.JaVY'� �` �� 7� r
i �;:
�`�� � __-. ..:..,,.
s..,. _..,m�._e e.. , . .._:. . :__
�: ���� �.,��,�i�� 25�,364 29C},480�. .-267,621 �322,015� � 323,5C?�1 �,-0.4E}°6 ��,
� ' �c������act�������� ��� fi��287.,19:7,�; �2��,861;� �33��7�2 �`,�343r�C7 �337;�48 �27�l �;�,
� , , � �<
� _
, .,
e `�Sttp�€��s�,���i�r��is ' 29,371 41,CD(38 36,736 43,033 52,725 22S°o
�_ � _� _
°�i7tF���r��p�nses �.��,�m,, 75,795 2�3,51$';; � �12;021 118,J18- .� 77,7?5 `=��.6�a".=;:
; � d��'c�t�l��������r�����",�`�s�, 1,374,192 1,614,893 1,554,2Q0 1,626,718 1,745,774 T.3°r6
The major changes to this cost center are as follows:
• A proposed increase in athletic user fee ($75,000)to offset the increased expenses in pool
rental, ice rink time, athletic transportation,and cost of living adjustments for coaches.
• A proposed increase in extra-curricular user fee to offset the increased expenses in extra-
curricular transportation and advisor stipends.
• The reduction of 1.0 FTE Technician ($50,000).
• A decrease of$35,000 for technclogy hardware and computer services.
• A net decrease of$29,100 in the athletic revolving account offset to the budget from$396,000
to a$366,900 to provide a more sustainable revolving account and avoid s negative balance at
the end of FY17.
Overall,this cost center budget is projected to increase by 7.3%. This cost center accounts forjust 4.2%
of the total budget and has remained between 3.9%and 4.4%for the last several years. While the
proportion overall has not changed significantly,there have been shifts between various programs
within this cost center. The Districtwide budget by individual program is shown below in Figure 99. The
largest program budget is for health services(37.7%),followed by athletics(32.2%},district technology
(26.9%); extracurricular is the smallest program budget at 3.2%of the total district-wide programs
budget. In total,the increase of$119,056 comprises 21.1%of the total increase for FY'18.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 67
184
Figure 47: District-wide Budget by Program
�'�� � xpen e E �en �d� � pen e �a u g��� , 8ucige� �- �� ,
'� 3
1�' � s ����v � � `iE�Y �� �tr� �7�.5:7 � ..��i���$���� � '�t��� ('�r�0 � �61c����2i
a ;` �' .= 4k ' a�, >,. �. .,, . �,%i. .
`.. ..ry2.`", e�
����t�t�ttc����� � � ����� a��,��� � ��s,7�� ���s;��a. . ��,��a,�o����;.. �s��z,��� � a�.�� �
�,�,
� �„d ' �' `N: 52,944 55,335 49,854 35,�33 55,035 ' S5.$%
�°543,697 � �`666,$�� ; 595,766 :-6�31,SS9 658,484 �.�% =
360,824 523,933 � 502,808 511,917 469,565 ^ -8.3%
`1,374,192 ;�.,�I4;893 1;55�4,20Q 1;�62�,71$��;ij?45,774 7.3��
Figure 48: District-wide Program Staffing
a.
$ � .
�= {�� � �'a�� s � ��` �� ; �, �� ����. ; �7�� .tS3��dt`�� ��5 ���,.,^, �c���6'}f�.'';
��tli�@31C'��fi � -:���6�.,k��'".x��''��4� �..� ;, ��..�J . ,,�..'J� �`.������� ;���,�7��' �..�J ���.,��� � �a..'� . .�.��,���1
x �A351si3C►t P��k�G paI ��"���6�,�'; O.S 0.5 OS � t1.5 55,097 �� C}.5 56,367 (?.5 57,757 i
��SeCr�tary ;��� �� � �� 1.Ct . 1.t� '���� 1:(i �: ;�- 1:{S �46,680 I 1.t1 , ��45,452 1.� � ���47,1�8 ' �
� Exta`acurr�cu�ar �; � C}.3 0.3 � 0.3 t7,3 , 27,3�34 1.� � 28,183 ( 1.0 �� 28,$79
�`����`r'�ssl5t�ntFrirfGip�31 �� ,e:�� i1.3 � t�.3.> �.3 � ��� ��?.�� 27,374.;. �:Q:3 � 2�,X�3 �� Q.3 .� 2�,879� ��
iiea�th�ea'v�ees:� � _'+ � . 9.3 9,3 9.3 9.3 5�6,2�9 9.3 � 592,36� � 9.3 623,134
��.���^£{J&•'.. j iAP.?'�.�#+B,�tY�Q� '�e�n"a V.G -��. tla�. ��: 4J.� :: �..VrG. ,.:.1.[Jg.e7�l.x� . t7.G>�..:.. �6JaJ6EiY . ,,; V L:.....:�:, .�...i7FK043 �:..
6. �
: .SC �t�1 € $.$ 8.$ $.8 $.$ 567,556 8.8 562,9�1 $8 593,{1�0
`�� 5�cre�ar°� ���� ���� _ ��������i L�.3 �� Q,3 � 5��3 ���' {3=� ���7� �
, � p �� Q.3� �32,5�3 � Cl 3::, <�.I2,89� ;
�astrs�t 7`�eht��l�;y � '`•'' S.4 S.4 6.1 6.4 387,856 5,4 3&5,673 ! 5.4 345,315
�-�:
.� �����..:� ��;;x q 5.�'; �<5.,,:; ,a::5.3 . 5�5 2�i�,�9Q 5.5 �96;1�0 : �,S 25�,513
t . �� y 0.7 0.7 0.7 0.7 72,386 0.7 73,�82 q.7 75,319
�`�,�ctfci�j+��f�tsSpe�c�t�lis3� ��"�;. �,2 �i.2 (}.Z ... ____-C�.2 . ��,t}81 0.2 . 16,081 0.2 26,4$�
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,with the High
School/RISE having 1.8 FTE. The Director of Nursing is housed at the high school and provides additional
support to its larger student population,as well as,the RISE Preschool at RMHS. The Director receives
clerical support from one of the central office Administrative Assistants who spends 25%of her time
supporting Health Services. Ninety-five percent of the health services budget funds salaries.
The Health Services expense budget is effectively level funded in the FY'18 School Committee Budget.
The increase is driven primarily by the step and COLA increases for nurses as well as additional
competency stipends they have earned.
Instilling a joy of learning and inspiring the innovative(eaders of tomorrow Page 68
185
Figure 48: Neaith Services Program Budget by Detaii
� � � � i������ � ,�c���i�' � ��� ���u�( �<'�:� ���.� � � �������,��# ;� �` � ��1
� E E�g���ad�c� � ���S�r�ti��� � ����r����ci ��d�e.� � ���m�`�t ``��;.a������ �
�°�'�� 'F�°�S ���fi���, i='°t' �,` =''Y`��?`' � �
(..:. �� �_���_._i �_ ��_�__._ _em_.._� __�� _ _ ._,._ i
� �r�f���,��sr��s���,����m� ; 500,�3� 54�,857��� � 5s{�,207 -_ a83,933 � �1C3,���i 4.��'�
;��� _.�__._� ___�__�_____ ._ _. ..�__
� ���-u�.��� = 72,110 79,877 82,661 81,885 �6,C}�{� 5.1°�
�� ���r��' �� , �29,12$ ���i67,9$1� ;4�7,5�l6 5C12,048, . �24,206 ,.... ���,, 4,�d���
��� C��:rs��� �ti�`s�::t��,�_._._ � _ �,1;673 ��11,955� � 12,3T3 �� 12,276 � 12,858 � 5.�.°.��
� _... „_C ._ _ _.� . __�. .....r_ �.,.. ry g �S (�,('p- -7 C [� �y �1�p
aa�$.I4.as�$i�'�a� ...._ l�1��,3� . ;L�f.7VJ � ���f�l.�. ���Z�U .� ��10�U �j �`. �..klLi.
� �3���r�����.��� ��_ ���� _� 15,75� � 2��7{71 3.4,�40 15,6�5 15,�25 Q.0%
���� �������i���t���_ ��'15,754 .��7,7t}2 ��� �� 1�r94t1 - 1516���� �.5,6�a ti t3.0°��
, ��� � �- �
..,.�. ........ . .
��_�.�n���_��d�e� �_.����._,� � ��
E" ��r������S��rv�i��-�s 8,180 8,935 ` 8,838 9,137 9,t}C}(7 -1.5%
�� __w_�_ _ � _. ,_
,
r�� ���e�b.� f:f�� �.��������,��,�a.��� � �:$G.: � �� 935 �-,� � �38 �� ��.t1�T ; `"'1,�OCt__ �: =1�.t�°�:
.____�„_ �� �. �._
e�.. _,. , .. _ _ �.M ... ., , _ _
i.� �������,.s �-���,�_.,�„���� 8,t��}0 8,000 � 8,000 8,000 8,Q0�? �� Q.Q°.�,
�, __.�._ �� ____ _.___�____ �__
����i,���������a���i��s � �� 6j072<. " $,589�,'��� _ 7,454 r�`: ��8,763 � � `;'-8,�At7 ; - ����� 1,�°� j
�_ �"�d���fi � 5,834 � 8,285 � 7,116 8,253 8,400 1.7f�
d�.� a�g'�; _� e� �jp ft �3 p (��y /yt� r5ry
G{ � 'a°EIl��.' � '. ' � �JO��'�� ' '. �i+� - = ';J�Q �: .�� �VV ' . �� �4V . � _.,_�' 41.vJ.+lQ��
„. . _ ...._^�_ :>
k�e.....e.e. __:.:. _. . ,�.., .....:_,.,_. ..V,.,....n,p._. � =-,
� ����tF��� ��;��_����: I,78Q � � 1,T80 � 1,954 � � 1,825 1,825 � � U,U��
���c�c���i���� _. �_ .� � �4Q`;: �N; 548 ' ���; .: �� � �5� �<��� _ �.� C��:Q��
_ _ _ �� _ �� -
fv1���c�( � 2,292 57s� � �,1�3 ` 1,525 1,525 ` C1.+�°0
°P�7���g� µ E- �1 __ � ��� �2�7 3�(� ___� __ �t� 'mm_��"'.4;;:,
�.,
�� � � �.�_�� _ ��.r___
Pres�'s�s��s��E�a�v�t�s�srrs���t� � �! 27� i {��� �� ' _ �.�.�.__.._�.�''����
�� � � �� � � � ���� ;
'����°���'���1 '��� � ���3�,�97 � ���t�� ��? � ���_.�9�,76�i ����559_ _ �58���48� � �.3�,����
� e.�..�:u _�
- __...,_.�..�... . _.�.,_� .�.e......._.. .__...e._�_�,.�.�e.._$..:_:�___.e___...... � � d� �..m. °
The district contracts with a physician as required under MGL,c. 71, §53-55 who provides medical
examinations to students as needed. We do notanticipate an increase to this contracted amount in
FY'18. The funds allocated for medical supplies will be used to support the safety-centered activities
such as replacing expired items in each emergency medicaF bags and adding equipment, most notably
audiology testing equipment, as needed.
Athletics
The Athletics program budget funds the salaries and expenses necessary to operate the High School
athletics program. The largest single line of the budget is for the salaries of the athletic coaches that
comprise 44.3%of the athletics budget. The next largest expense is transportation,followed by athletic
officials,and facility rental. The athletics budget is offset by user fee and gate receipt revenue that is
used as a direct offset to coaches'salaries. Because of the increase in pool and ice rental expenses,
transportation,and cost of living adjustments for coaches and other staff,we are recommending an
increase in athletic user fees for the 2017-18 school year. The recommendation will be a$75 increase
with a proposed increase in the individual cap(the family cap will remain unchanged). The
recommended increases are as follows:
Individual Student Fee: $325 per sport (an increase of$75)
Individual Cap Fee: $750(an increase of$150)
Family Cap Fee: $950(No increase)
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 69
186
�
In addition,the FY'18 Budget proposes decreasing the revenue offset by$29,100 to$366,900. The
revenue offset decrease,combined with the user fee increase will cover the additional athletic expenses
mentioned above and create a more sustainable revolving account in future years.
As Figure 49 below shows,the Athletics Program budget is projected to increase by 25.6% in the FY'18
School Committee Budget. This is a function of the decreased offset mentioned above and increases in
transportation, pool rentals, ice time, and contractual/non-represented salary increases.
Figure 49: Athletics Program Budget by Detail
�a I�S
� K"r �� � , � ' '��w. �- . p ,.�.;
r � �a
� u; n, �
� ;a�p�ni��d ;.� �e» ��d�`' �"fxpen��d" �� ���t��t B�a�t����� �,a. ..
.�;. ' � •. - �743.iP.. . ' C>18J.� ' P61�%2.� � i � T�;LI � ���i dGl � 44f6���� �.
����.����.�,
- � ,..-.._<.
T:�,����SSf�rna[Sat�rtes', � 5�;��� _53,645 5�,��� ,- 5fi,��7 57 7�7 G 3,{}°I
-___�_____ �m� e_�._`__-
: �s�t�r ,�a��� � ,�u: ._:: � ,� 52 35C� ` 53,�45 55,167 � �6,��� +' S7,�57-�`� �
,� ' �� � � � 3.Qlo
, 38,163 . - 41,26? 43,t}?6 46,b80 50,f�4$ 7:4%�
F...,..,, . - - $E2 - -
�, �..., 38.1�3: �1,267 . 42,194 46,£8Cl 50,�48 '< 7.�1"f
�� : 45,235 38,295 (12,413} _T 7,(IOQ 54,363 _ � 676.6°l0
�Y....[1'.. .x' �..J`'3[JF��;J � ;JVG��.LU �:' .2U�f�.3N ..:��VIVU� . �.�. :.�.1�����.�. ���'i.f�14 ���
�,n„ :.�,E,I �s���J 3a�J75 �r�cJ� � 7a��.}� � 6r�Q�� . �.�s�.�.9°/a
_.. .
�... {��s��a�� {���,00�� {�s�����} �s�s,s�s} `�s�s,�o�� _�;�°r�
' � ,. ,_ . 231,82$ 236,66� " 251,526 272,720 327,99$ 56:6`Y
� ,�� �.. �� � � � � �; �,�235,��5��.236,667 `: :�251,526 272,72CJ ; .. ��317,�98 E�.. 16:f�'�
��. .. ; ' 22,599 31,476 27,f323 29,870 35,925 2�,3%
'�;3;�16�; ��;7;529 ;�7�1�9'` !�-�$,dCkt}�; :-��11.,OO�D� ; _ 37:S1 ��
2,477 1,416 2,185 1,500 1,500 0.0%
`=-��;7;&$5 ���: �. °9,5�15 '�. � $,�94 =:�;����520+� '_ � �10,OOt}����, 3�4%-���:: �
It�,228 12,985 9,074 12,SS0 l 13,4ZS _ 4.530
�:.;26.563.�
, -'7,44$ - �di,39�:°; 35,542 46,50C3 ` ` 3Q.8°fo
4,434 4,46{3 5,305 5,425 7,Of7t} ¢ 29.4`f
�,8�$::; ` .n 2,608 2,19�7 ' 3,OC}t}: ° , 3,OQQ t�:U1 '
»,_�t
trS..: .,.. 8,$15 IQ,665' 1t7,96S _ - Z0,882 11,5Qt? 5,7°0
�.�.���Y��,��� .,n��.�,�e,g, .� , �c�rvi� :��. ��i1fS�J� .����,.3i��� �:, :��p 1�� ���.���{}� �.: �.{�}�il{�°%0�.�..
� ��V �. .,.� .�+,'� ,�,•�f.�,��w�,^�XC:i���',-, �� .1�04'4! .. ;�1�C?�� � � . �1��3� ����5.�. . 'U�QViJ _ . �J.�t���
��.���l� ,,.:p_.� " � ���56,733'� . ^_ 4�C�8,798" "� �4t75,�71 °.44Z,909 , ` 5G2,631�: � 2S:fi% �'
The coach salary line does include an assumed step and cost of living adjustment for staff. Contract
senrices is increasing by 16.6%due to increased costs in bus transportation,field maintenance services
and pool rental.
Event de�ail 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.
Equipment repair funding is used for refurbishment of equipment, most notably footbatl jerseys,
helmets,and pads. Field maintenance funds the laborto 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. Finally,software expense includes the cost of the Family ID system being used to manage
all of the forms and miscellaneous paperwork required for athletics and extracurricular participation as
well as concussion impact testing and the Huddle software license fee.
Instilling a joy of leaming and inspiring the innovative leaders of tomorrow Page 70
187
Figure 50 shows the participation level in High School Athletics since 2013. Spring 2017 participation
levels are not included because the season does not begin until the third week in March.
Figure 50: Participation in High School Athletic Programs(2013-2017)
_ __ �_.._.
; �;�`���L�z�f� �� �� ��� �;; � �t:���3-14. '�� 2{31�=1� ( �p�.�-1�. _ 2��.6-27�
'.W���S�.€���t� � d � } -��a 5� �� �..*�
� .. _��._ .._
����K�`�E�r��L(�3} �h7 44 35 38
( �t����:�'��s�L{C��tl � 42 ... 3$�.:' �>,.�.37. _�; 3�
�'�t�E�r�LC,����C;._._, .�,a � �„� 26 � 21 22� � 22�
��LtlV�f�F�"a«\..tbli'A4��5 �...U7 . �.\i .s�13,..:: .��Jt} � � ✓G �
j��f����r��5����'� � 49 �� 31 41 �� 55 �
;����t���;�,Li � �.�C9 ��9� : ��:103 �� '1Q3 ..
-���� _ �_ � _ ___� _ _ �19 � , �. 14� � �15 ���� � 13 �
` t�����4�'}�� �29 � '= �` 17 17 20 �
i��`t��3���t'��� ��; 51 54 49 53
4
I�� �3C�C`h�4���� � � ° 23 . = �.� � ;� �7 22
�_� _ � Ne;
E�£�L�i3���r?,'��i���� 74 7Z 71 79
,_ ,,m�: � �. _..__�, a._�, �
�������� �������� ���� � �..�s � �..��� ��. .s�_�._,�
, > „
��h��C3��� {�� � d� 66 . 71 66 *
�r��It��S��.���.e� .� �� a ��.,,6t}�.����;.��2�`„�;..� „''�`
�t�t�fiL�€�C3�"��t��K��� �� �� 2Ci8 ` 101 92 * �
�,_ _
��,at$�S t'���a� 7$�,�4�[�� ' , `:��..,������'� � ���� �._�w;�� ' * �. -e`
_ _.._�. �... ... .... _e_._, '
f��t��������s �� � �69 �64 � �;67 70��._�.�.:
.��3��'�€�;��� �.� �5 ,�66 62��,�.���9��
;�a
� .�0;, ����.�e� a.� 41 42 � �39 � � �
; ����1Cv��`��s,�= ��:,� � 27 34:�� 24 ��: � 14:.:,..�
���t�`��as�fi����� ,�_�' 30 2$`.� 2? �29�.
�.�. __ _.�. . ..�n: ,.._.._� �.
�`��E����;�� � �2f� �.', �� 18 °���� �15 .�: � _���_
�m��� _ __ ...
e� �; ... - _
`.?�C���iS(t�} � �x � 16��� � � 14 � �� * �
�'�'C7!LLEYBAl.L`������.�a :��� �-�. �3 . 42 '- � .�.94 44 !
�1N�41E�`�ClNC,,�,��+�p�����.�.� , ����, 3�a 3G 37 ' 31
a �.s•' .�.5�s��!/K4.���i����.�°�.�.,�t,���� � �.,�i�� �.1����, .��'.�$2 � �-.$�7.. t���
,�,' � s4
* Participation figures not yet available for spring season sports
Extracurricular Activities
The extracurricular activities program budget funds the salaries,stipends,and a small portion of the
expenses necessary to offer extracurricular activities at the high school and the two middle schools.
These activities include the high school drama, band,and choral program;the middle school drama,
band, and choral program;and the operations of the high school after school fitness center program. As
with athletics,these programs are critical to the education of the whole child and provide opportunities
for students to grow,learn,and excel in activities that generate enthusiasm and passion outside of the
classroom. They also offer students the chance to develop confidence,character, relationships, and
leadership abilities.
Instilling a joy of learning and inspiring the Innovative leaders of tomorrow Page 71
188
�`
Figure 51: Extracurricular Activities Program Budget by Detail
� �l� �L 3
� �.
i`� ��',� 'x _ � �� �g�a'�''�� �« �� w��,�� �3� ,
� x,����� � � �� �,; ���t�?ertCl��3 +`�}Lp�rid�[l� �l rt �d Btlttg@t.:''� BuCt �.'� ,.�
✓ ��' {"��` � �� ��� � : �.��FY`.24 '" .F't'°3:5 � ;: �Y"15�� `'�Y'17 .:} �� `FY I8 _,._a3 �h��ig� `
r. YTCOi�SS�Cs�i��.'S��'�i�I�.� F��S��a,: ...7��°t��. � �P�A�S . ZIlG3�,F.� ..�.L.LF��� � J��t1.3S f. �19�.�¢l6 �
���.��;o���'�f�latq�� ���" �g�����£ 26,175 26,822 27,693 27,374 28,879 5.5/0
�c^ . „ ri _.._ „ ,t��.,�Jl��}� �; ���Q-�r��i ' :�.A�J�rO��� it�J1�a�Q0� s �.�.t�J�,���� ,°• . `.��.�J°o {
��e i
48,76I 53,333 52,238 4�,954 52,156 27.3!
1Q,249 10 2�5 `12 546 11 ' �
.:, � � • , �540:.�:�: �12,100 �-� _ 5.�o �
°;. 10,249 10,235 11,546 11,500 12,100 5.2%
��. 3�? . ��923 ��;-�1,177 > 2,t10t} � �1,�t10 � ���5.0°0 ��.
- 277 40Q 1t�0.0%
�� ;,38? ���'. 9z3 ,;: 90C1 :a '°2,{?00 �.'1,5Q0 �r25.0�`�e
$a873 6r022 9'300 : 10,500 10�O�Q -4.8°l0 '
R�€5 ' b�S �75 '.� � .;�.�4C10 ,:�,QQD `;;fl:�°r`� �
3,943 3,492 6,864 ` 4,250 4;250 0.0%
1,335 ��,..<1;9$5 . ' "1;55(} '.,� ��1.750 `��.:.1;750 t7.C}%
z,750 - - ` 3,500 3,0�0 -14.3%
52,944 ��, .>:;55,335..� .�..4�,854°� ��5,3�3 .�:°�`��55;U35 ' <° :.=55,8°/4 -
Seventy-one percent of the extracurritular 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 year,we have decreased the revenue offset by$7,000 and proposing a $25 increase in
the extra-curricular individual user fee to make the revolving account more sustainable long term. The
proposed increase is as follows:
Figure 52-Proposed Extra-curricular User Fees for FY18
; ..A ; �t^c� ����r��e�, t'a ; , t�����j� � F�s�i3y��p�
e�...,.o�_�___.e. - ,:,: �,,,. '� ���-
�� �xtract��ra�t���r��si� ��`. $2t�� � � ���5 _� .�� ���-�ZSt? ��..�
i � � {��������n� �. � � � ;
;,�:��; � - - � _W.
,. �,q �n..�:. �� - �
$2C�0 $475.. $750
^ � 3�, �15C� � �� ���� $375 ������ �� �55t} ; � ���
, � ` � .; .° a° , �� � �.,
� �...a_��-��.�a�..'" ...:.'��,a.��. __ ._.-4 . • _._ ,. ...��� . ...��m.�.�sz"x,�,.w _�. _;C � <..
$75 $375 $55f1
*Family cap is unchanged.
This revolving fund revenue offsets 47.6%ofthe program expenses,similarto the percentage of
program expense offset by athletics revenue offsets.
The Extracurricular Activities Program budget is projected to increase 55.8% in the FY'18 School
Committee Budget. This increase is due primarily to a decrease in revolving fund support($7,000)and
an increase in High School Drama Stipends which increased by$11,197 in the FY'18 budget.
All other increases/decreases,which may be large in percentage terms, are less than$700 and are used
to support the goals and initiatives of the extracurricular programs.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 72
189
Distt-ictwide lVetworking and Technolagy Maintenancc
The districtwide networking and technology maintenance budget funds the salaries and expenses
required to operate and maintain our technology infrastructure including our wide area network,
wireless networks, servers, computer hardware and peripheral devices,and telecommunications
equipment. The majority of this budget funds the salaries of the network administrator(34%of this
salary is charged to district administration},4.5 FTE computer technicians, and 0.2 FTE information
systems specialist.
The Districtwide Networking and Technology Maintenance Budget for FY18 is decreasing by 8.3%. The
major changes in this budget are as follows:
• The reduction of a lA FTE Technician ($50,000)
• A decrease of$35,000 in network equipment and computer services.
• Cost of living adjustments for technicians and network manager.
• An increase of software licensing and support ($56,200)to make technology services in the
district more effective and efficient.
Figure 53: Districtwide Networking and 7echnology Maintenance Budget by Detail
�� ` ry���c����_����ct��l ����is�al� �1������ ; ��qis����� � �����
�.�.� �� q_� _�__.
° , � � c���esc�e� � ��€�ersi��� �������� �c�����t ��s���� �
E � s ��'7� �'�� � ��Y �.$z � : �-��.� � ��'�� ��S"�1SF C� �.�
.�_ � ' � �. _� �._�� ��_ ..j___._ . �__ _ ___ �
�'� �CC3�E�5Ptoi1r3����r�SE�S- `�yr �i����� � �'�,��.35 ( �1��,��6 ���6�� ��.,�t)2�� �,$��
;. ._ _____ �
� .mA _ �
�� � �tainag����� , , ���.� �:";:� ��.e�� ��,��� �a:,��Q 72,3�� � _ �`_�,319 � 4,199 �� �
� .����#�3crgij�rit�g`t'ai�[tk�z.. '�� 2ti,�}3�J ....; • 21,231: , ,,41,C15b ..._. 16,081 � 1�a,�€�3 2.5��' ;
;����
�' "���ti��S�4�r��°s�� . ', � 19�#,375 � � 2�4,485� �� 265,095 299,39U 2§3,513 -15.3�
; ,. -
�t�t���s�y�.���.���.<.� r;> '3;1Q1' S,447
������r�i�€�� � �� ��4,375 ��� ,�221,385� 259,64$ � 299,39Q 253,S13 �' ��� -15.3% �
��� k..�'i4°d��t�e.�L�3�$au'P&��� � �_�' ._ �4Sp�^F.4 �L�p�G� :.".�F�P�1. ����ll�V�6J �� � �CtJO�V '.. . :1�a��F� �.:
�����;_�i=�;x S�r��e�s __ ._w.� ��,��� 11,400 � 15,198 � �13,20t� � S,tJOC? -6?.i���
_������t�i€���� Tc���c�ar€�r���� ; . .2;�61. _� .��::�1,Q36, _, .. .5,646-� �.5,7��}��_ 6,(�Q(3 ���.��� ��
_ .�___�__ __ _ __._�___ ��, �
,��
�€��rr��<=s; �mi�e�.i��;�� E 12,08t� 12,�89:' 47,Q27 31,65Q $7,�5t7 177.�°.✓
���Se€������ �� � �
��z5 �if 5�t��3��t4�#�S� I ���, . '';'� : :"��.} . , P:.;�.����`' .`� ���4Q4 � �,��{�} '�i �.��.�� ;i
� m_a r � ---�
__ e_.. __W_� ePd,
������ �ii€r��r�i����.����st���r�a�s�t��.s���� � - � �� ��- � -� � 1,241� 6,OOQ ' 4Q�1.(}`:� �
�'� ..���_� e.,. __�_. � �
�;�tA��r�Ce����e T����-�tz4s:; �: � :3�� � � 1;Zi�i?� -�{7{�.�ro �
� ����� ���-��� � �� fs� � Y � .a �p _ � . 1,082 � - � �- � �
� n e�� �_�___ . ____m
�'- �'v��6�C�,���e�"£'§ai�� � .. . . i i+��a�J��. �.g�j�L�iB ��� ��r��J . .. ��.,Q��. �.�a*��{} ��. ���.1�'0 �,
__ ����r� �, ._. �. _ � ���� g,411 139,472 � 25,799 43,b76 - -�C�O,Q°�'�
'� Ir��� ���� tt� �����a��ca� a�t� 5,faf�1_� � - ��; ����� - �- � � -
�-: �._�; .
� `�t���� �.;�a� �. �� �a���� r . � 2$,768, � 22,426 �26,022 22,875 11,700 -48.9%
__ _. ._..._ �wm,_e, e,_
�f, �� # ��� �
�L+3�t ... \ �.
.. . .f. . , .>��� , . a;.. ..
`� �ea��.��.��_ _ _ �� ,� 96 �145 � 56 5�4 � �2QC3 � � -&0.4% �
� ���caf�tt��r��� � �,�l57 �`17,�29,..'.. ,; 6,3b2 ' -S;t104 �� 1�t3.(7°l•� ;
�� .� _���______���
.. .
; � ��f��a�r�E��c�ns����, ` � 4,249 � 795 �� 1,196 4,000 _ �1,5t10 ��-625°r`�
��p�+�t� ��.., � �
�� ,,,-��..�3�. .-; s �: . ,,.,..,,; ' �.. ri . � �
36Q78�.4...a �,,'Si23f533 :',�,g5�37r$0$�� ���•g�t`�17 ' 11�9r5Ct5. , ' '���.$�."91���
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 73
190
�`
Figure 54 below shows the inventory of technology devices deployed throughout the district during the
2016-17 school year.
Figure 54: SY'2016-17 Technology Inventory
tM�n � �-F.:�_'��� � ,��y�ser Grrs€��a; , ���'_ ~. '�_�8y i�evic�7y�� _ . �1
' � � Tchrs(Adrr�in Stud�nts _ Tcatal _ �aptc�ps , t3�sktops m ! Tablets Total �
, _e e. _ __ — —�;__n
Ba r a�t�w's ` 3 8 1 6 4 2 0 2 � 9 9 S �8 202 (
�;�trc���` 52 ���.�E � � �9�� Q� 1:�4 � � �� 5�� �� ��8 [
� Nl��d��v �_� ; j i
�____ � _ .�__e� �__.a____�_ ___ -- _ �_�. �
; �at�ra ' : 45 167 212 118 4 90 ,212
�iii��. �� 5Q .� ��145����_•; 195 � F ^'144 ���"��.,��� �,�x ,�.,
�,. � ta ��` F4.7.....� . �.�5��:�
�tNcic�cl�rtti ,� 43 156 199 146 ,6 :� u 47 199
,� .. ..:� 79 _ ��� � � � �47 ��25� _�� �� �..�s'� � 2d_� �6 .� "'.447���:
� �
�.81 371 452 326 6i 65 452
������,:�,�7 ,�..�;�02 ..���� `699 ��' 31� �����5������� 13t��,>' 6�9
_ 34 , 34 : Z1 z..,.;;�p. 11 34
� � ���u,�.::��.2,{�1� ��. 2y6�8��� �1;458` �� � ..����+�71;, ��� � ' 6'10 Z,ti38 '
School Building Facilities
The School Building Facilities budget funds the salaries and expenses necessary to clean our eight school
buildings. In November,2015,Town Meeting voted to approve a new structure for School and Town
Facilities where the CORE facilities budget was moved to the Town budget. The School Building Facilities
budget is projected to decrease.S% in the FY'18 School Committee Budget.
The major changes in the FY18 School Building Facifities Budget is as follows:
• A decrease of$80,000 in the Contract Services line item which reflects a decrease in the Nigh
School Cleaning Contract. The impact of this reduction will mean a shifting of more of the High
School cleaning to the 3.0 FTE custodians at the High School.
• A decrease of$60,000 in the offset from the Use of School Properties Revolving Account. This is
to make the Use of School Properties revolving account more sustainable in future years.
� Cost of Living Adjustments for collective bargaining employees (custodians)and non-
represented employees in this cost center.
The School Building Facilities department includes the salaries of the custodial manager,custodial staff
and a .4 facilities rental coordinator. Salaries account for the largest share of the School Building
Facilities budget at 58.7%of the total(net of offsets). Revenue from fees collected by organizations
renting our school buildings is used to support the School Building Facilities budget and the Town CORE
budget. This year,there is a decrease of$60,000 in the school portion of the offset for Use of School
Properties for a total offset of$180,000.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 74
191
Figure 55: Sthool Building Facilities Budget by Object
� ... . �- F$k-i�..��� �. &ai���.a�l 3. F'��4�R'�� . �3'De��y�d��� Lb.��a£Z'S-4'0.A$J _,�.. .,.,...,.�
�� �A��r�s��f�i� � ����€ad�� � ������e�� ° ���d��r �a�ci��� � ���
�
f'� � ' ���'°�� ��� � ��>°�� �� �"f`1�� �.,��,�;" t��`�� � � �� Ch����;a� �
�__ .._�_ e.__ _ ___�_.. .,_ i .��.__� � ��_. ___' ��___�_� .�__� ___ � ����� � �
`�` �'r�#�ssrc��a����,�i���,�� �� � ; i.13,£�4f ':., 113,267 ���103,273.__ 75,QG� �7b,875..� �.5�'� ��
� ,.. _ w,._ �n__ � �
� ����r�c�i°����r�r>s i 19,543�' �30,163 � 16,727 12,571 �13,120' 4.4%
�. �3���r���4�r��� ��1�1.2�i ;� . 7t31,5�E� �.�� 77�,767�, �� 737,5�6 $C19,"�03 �.7� ���
_.� � ��
���y���� ,§ ��r� �, ?�1,222 231,134 226,531 294,813 214,252 -27.3%
C�� __. ._. �.�� . _�
��t�;�;;1;���. ��4s�f�<��,B� 73,6�7, ; � :,;�0,245 � . 1�7:171. �: 97,;9a 97,59� :;�. :°CD.CI°6.��
��a3fi�a�s�����:b.r�s��, �17,802����� ���6,425 �6,086 13,960 13,960 � 0.0°l0� ��
����,����������_ - __�� �_��,i��,2�a�� s,��z,s�s ;. �,��s,�s���, s.,zs�,s�a l,��s,oa�� -a.�°.�n
Figure 56: School Building Facilities Staffing
�,, � �'� LI � AtC U �� ;�
�. �,�, b � , . � , , �
��Y1�' FY1� E F`a��� � '�, �Vla , �: ...�4'�i � i�� ��I��- �`�27- � �Y�,� .� �=4'��� .
�'��� FTE �� FTE €�`� a �"�� S<���rY � FTE�"�� �5�(�ry � �T� � ��1�ry
�; , �'. � e �_ v.�� _e_ _
�� C it��� � 29 t� ; `f'�.�" '�J.�: � 2�f.;�� ��2�,�u:# 1�,3 �� 917,7�19 � ����.� � r ���,�4� �
�,����
��' �€��to�i�r� ' 18.6 I 18.6 � 18.& 18.6 837,963 18.5 829,919 1�.5 � �53,947
{ � Li eLa`�i�t ': �,u ���. .. I�:' ..�.v� � '� .&<�...»«..- """f�fl14+V� 1� S 1✓tfl�Q�^ � �.41 � J�i4J7�
� �
�`e�#���ab��Ja3�t3a$.C.i. . . Z.� .. . 4 j mm .
t
��'� ��������� ` 0.4 � 0.4 � 0.4 12,246 0.4 12,800 0.4 13,120 ���'.
Pigure 57: School euitding Facilities Budget by Detail
_._ _._.._ _w� __.
� ___
_��_.�a,e_. �,-.- a� �
-.-.-_ . �_-..._. .:�-4�ca�i->z ��:ezms,A.�Y as�,ata�� .a,.a ,_t' "'a�.��..�t�sf�3� � �.
i �:����at€���s f�g��€��?�.ci �>;�....��A,;:.; ���� „ _ i�t�€3�,c�t r,
� � � ����,.� � I ��"�� � � ����'°��,s `� � rY'�� �� �X 37 � � ��"1� � ;�$��;�;�� ,
�.: � � � �.__mm__._�_ � � �_ � � � � � � 1
Pt�af���€�€t�����1�r�es� E � 113,�45 i 3�,��� 1�3,��3 7�t�v 7E��7� 1 �� �
�� ,,. ��� _ _, . d �_._ ___� � _ _._. _ �.__._ _ __.__.�
,__ � __
����rec�s�� �' � 49,L�3 � t7 �,�3 - - � - ; �� �
�[oyee B�nef4ts, � �,1�t� � �Q��I ��+,��2��_��' - � ��t9>�_.._.
�,
��r���r��� � �3,6�4 ��59,4�J3 99,031�- 75,000 �� 7�,�75 �.S�.Q
��� ���r����,?�<aE�€�a�s � � , ��' 19,543 ��30,5.63 " ���26,727 ��. �._ 1�,571 � �� .13,12t� '� 4.�% �����
� ��G���������r;€��it� � 325 ��� � � 3?5 � - � 3�5 � � -20�3.(}'��
� �._ ���r�t�r�,� - �� 19,21� .�� " -���29,538 �i : ���3a,?27 � ,... �1�,?�� �� �1�,�2t� "' ��i 7=1��,::;
� m r � �� __.._m em�_._
�7 ;ta;��=�,�r.e� � 731,124 - � 7p1,�8Q � 776,767 � 737,576 � 809,203 � � �,7go
��������� __em __ _�_ -74Q,134�-, . 755,�64�? '�8fl1,.262 � f337,963������ 85��(?�i � �,�3�'�-
�sa��ai��a�����.�s.f�i�s� ' 1Q,376 4,305� � 7,90�° �4,6�3 �,17� -�1�1°a�
_' _ .� . _ ... __.��...�_ � _ , � �,._��.}.�y ,gp �ryryc „/'�{}c [- (� [^� cC p�g�/� y}py
� � �`�E31�}'� �� :. + �.� �y.3.�� y�. .:'#t�pVLV ��: , •.• !�i1103� '�� 'J��1J�V JJpL,EtJ4t ;` tl.Ultl <..
� ���a �-��, �a���za���c�rt ' �{2�5,0�}Q) ��C��,0�4} (S50,OQ0) (24Q,04Uj � {1&€7,v:��p -�5.0�
���abst�ta���� �� = 5�,��Z� .� �;93,2���e ,..76,7�� � 8Q,GJ0 SC������ t�.�3���<��
uc�r�b<� �b �.�r�.s���, �_ � � 23�,222 � � 231,134 226,531 294,813 � 214,252 � �-27.3°a�
_. _ _ ___ _;_ ^g ^} ryry r�^� ^}C�Y {y �y �q�pq C q [y
e„;$�.E#>f�.t-.�Ot:n'�i��e+ � S-��p4.f»� ; �. ,GJ�a��4 .�'LL�f�31 i G_5^tat?�;3 ; L.iY.�2.F� :"`.b�..:71�i#:..
.� Jd,,:_�,."46t.� � . � --' �...�m �, . _ �. .. VViUVV _ .. ..AtFiB.�iG
' .R7��.,*�A�. i�a` §':��saeC.���e�F�., . PJgL3idJ ��dPiF�4'4V �: �SIJ,Ll�3. ~ �1t.�F.3V .��:tJg��V ���� .��.ZJt"ff .
_.. . ,a .,_.,.e e -e�.�...�........,,..> :-- -p �q pp�^g�qc 4 -p+` /� -g p� p+,(.�.,
. '*aa.a�b�t�'�Ej �'�. B���Cd� ..�CJV�G'tV . �17��71�... � �I���1J �1Q��4E vr..V fl./4A�•
° .^ _ _ ..� ..�...„._...._, .-,._.._ , .� _.......__.__
--. py'} p q+� y�(�[��+ yy{��+p� gry /
�_ S.��s£°k."5 s.�e`.f.�.�.`�`�L�2 { ����V¢. _� .�VpYG� �� r'�.. �:'V14QV :� haJ�3UiJ ._ �;���x��� .. . Ana��l0�.
�� �rac.r<}r�5���g�s���r�� ���� �t �,1C79 . 3,315 � - - d_�_d �.Q�/p
_ � _�� _�_ e�
�___m ����pra�s�ttt � �� 3,2�C�': '� �C97 ��� ` ��,166 � �. �#,C�QO Q,d�t�fl, C�.C�����;�
tnstilling a joy of learni�g and inspiring the innovative leaders of tomorcow Page 75
192
� _ —.
955 955 955 460 960- ` 0.0%
r� �.�„�?�,� � .n. �����8� ,��� � ' �66••`� �' '�zt7QC� '�, � ��9�07 � � Q.O� �
� 1,187,224 ; 1,162,815 1,246,555 1,231,510 1,225,000 -0S%
Special Revenue Funds
Federat,State,and Private Grants
In the current fiscal year,our district is supported by$3.198 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 Reinyestment and Recovery Act, Education Jobs Act(Ed Jobs) and Race to the Top Funding,
these funds are no longer available to us as of FY'15 and beyond. .
Figure 58: Summary of Federal,State,and Private Grants
� e � ,�fl 4 � x,, ������IS ��.,� ;' �� �2i] � � . , �241?�'�: ' ��20}� .
:
„��.. �--.. � � N ,,,;� �'�� ° � �_v�'�:.
'�ec�eTai G��n�s : �
.v.,, ...=.,,,�x.. �.. 9,:
1t�2,e5; � 11�,26s ����13?:�?9 � 32?,1���_ � �C19,�14 �
��� �- � �� �� ��` ��;f�C� ',��� �'-�OU(}'`� � ` �� `".
`�x' � �� � : �, .,' x,� ... a��� , � �� ,�,�;
t �� �t �4 ��:���� �
._
_._ � a .�U_s_ r< ,.; .� : - ti<. -� . �A*�- �
- y ,4
�_. _ __�. ; _,� .
3s�s�o ` �,s7� as,��� " <sa�,4ao s�,��a
� w �.�s,��� ��,��c� �
� � �. , '
� .,,..>; � � ��� � . ; ���. � .._�_
� 957,T93 971,34Q 578,744 1,022,222 1,f73Z,444 ,�
3 ^ �"2.f 803 s� : ���,��"17,91��t�� �� �37,919� � i8 439, � 18,439 ��;
[.. " "� ;� �����:�: a .z,. � �,xr '� � ? � �� :�
4.000 " 2,669 1;Q02� > 2,650`0 2,65Q
���a���3.S,T�� °�� � � � �.�2,9���`z, � Z,75 �.��:� 4,$00���. ,.. �����lt�$OQ'�
- 39,258 35,95? , -{�.24,790� .
�sr�.. � � :
` cr� t� �� �.,�����'�� �1�1„64�!�'�"�.�, , � '� �� 0�8+11'�� �� 25C�ad� �
��� ��, ��� 239 596�� � � , ��
� � � �� ���
A §�
t s. � �
y;*�� .: , t ,. X � a.� l � ,: � ��r�^` ���T � 'Z Y @. � . �A�e �_�-�g `�"��.'�.
�(�v�� � =`.��..�_, i�., �. . '>��� .� e <�„o.a��: � W ;t�a_a.. �,.ea�� * ��
�b`�"; �z � � I,144,&7S �� i,298,523 � � 1,499,756 � � �1,739,351 �� 1,501,84i
�
.
� � � -,
��r�'���r � �
/y ,��^' ry,, _ ?�p � � �
".�7S�LL�� {� �C1 . ,_�2'D, . ���:,�. � �..�..r `� ' ,... �3 .\ , \ Y . �
. � �'«> ���`� ,� � t ��$ `� � ',�,��' �, @��
R� � '� rr �.�.c� ����. t��.. �" � � �
.. � �-��n .r�.. ��',��a:�"'<k
�..:.:. . ��I. . � � '
� StIf7tG� f� � 28x580 '�'��� '� ���� "° � ���� `�� -
�etlertil"G'r�tr s�„�. ��, , _ �g � �� `��� ����� ��
� � ,, r��� ; .�; �
_ .�
� ° . �� ��� � �, = s -.
_ .� �. _ � A. _. � e = . ..«._ ,���., , ,. �.
_ �:._..
`;, " `' " m �: 1,173,455 1,298.523 1,4J9,7S& 2.739,351 1,501,$41 ,
Y ,
e.
�
� � - ,. � ��
� „ r ;,
�„�� . ,,� �� = �< � _, a��_.. � �. �,
�
�Sta�c°�.� �.� ��.
�;,�,, �� ^�`'a
'�� Racta��.�itsb�l�nc��� 362.a37 � 35$,165 �� �38Z,34�� ��:10,4�t� �413;2�2 � �
��,{M�TCC3 J a � � � �_ �
- i � J
.�..�...��.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 76
193 �
���ra e�nt 6,205 _ 4,039 2,62a - _
�> �
SUpps7tt�'��u ,,�� ,�;� --�
'':Cyr�uiE��r�ak��i„� � �,275,210 � 1,1�86,2�7 ���� 957.�,837 1,�w3,5�7� �� � 1,t�18,5�5 ,
� �i����;�1� - � - - 5,OD0 -
' [�,sc,��i�E� I
� ir��sc�v�i�sasa r uttt$ : ' �
�
Tr�fat �.taY�:� �1,643,552 ��5�&�,a�� � � �1,342,8�17 ��� 1,�58,653 � � �� �1,437,iS7
� , ;;..
�.,. ..�.� � � � �`� � � __._ �. . _.���_.��_:.._____�.___ ..
�� � ��.��� ��� � � ? '���� , A�:
. .
,.,
� ;<
�: > � �•..,.. . �
�,,s � _� xa�.a-x ��.-, ��, �. ��:,
�t� e� "'#Ph 17,780 ~
_
�r r ���� ,'�:
��Y� �`" � _._._ ----- _
�� Totai �,�',��t�� _ _ - �
��rav�t�������s fi�� � � � � e _���_� � �����s.,
� e__w _�__�� � ��
� : '
_ ., _�.��_ _ ...�.__ _ .. _ �___��___W_W__ __ _m _ ________________ _ �
�� �'�C�-� � . 2�27,t��7 '�,w �,S�fie3aQ�_ � �,�42,�iCt3 3,i4�3,Ofl3 2,9��,��f� �
��i�1€� � , � :
f�..__ _ ____e_. .— ___ �_ __.._�.__.�_.___-- a� _
Overall,grant support for the budget in FY'15 increased due in large part to the School Transformation
Grant award. There is a timing difference in spending for our School Transformation,Title I and Title IIA
grants. Under current regulations we are allowed to carryover some funds into the next fiscal year. We
carried forward a significant portion of our FY16 Title IIA grant into FY'17. We have also carried forward
a significant portion of our FY'16 School Transformation Grant into FY'17.
As shown in Figure 59 below,grant funded positions is projected to decrease in FY18 by.4 FTE due the
transfer of a 1.0 FTE out of the IDEA grant and replacing with a.6 FTE due to changes in the anticipated
funding structure of the IDEA grant.
Figure 59: Change in Grant Funded Positions
'�' � at�rry ,` �`F'C�- � Saaxy F"t"�° aia�r'�
��� ���,�, � � ��W �� ��� �' ����
� , ,,,k„ � .,, „ F , 4 .. �
_ _..._.�_ �._..., „A ,..,_
�,s�rat F�r�z�t�� 24.1'�� 14;�, �. 16.6 �4.8 .' �� 1;121;�t?4� IF.8' 3,19�,t}�5 26:4 ��"�p2{�Z�a�S���
���� L��t;��A��4�=�� � :i.3 1�A�� ��71�,U0C�; � 1.t3 � 6�,05t� � �.Q � � 66;�s3�
,,. a���kr��t��€t���tsfs�tcar ` '���� � ��� �� * ' �t��' : '� 4�a,f7f3�, � t2.5�' �7,625 t�.�a � 4�§,77� ��
E r � ,.��,:�..`r
.-4fr."�tt�3�PdYf"�.ie?i"?.°4€,r:::4 �� :.;'.4a� �'.; ,�n
.a . . ._. . . . „ . _ .
�� ��6���������;��.�_, � ��� � z.o �� r:o . -�.a �:.��� 7�,�ss � z.� 7�,��a �.� a.o ���o���
�f ���a�ra ��� �� r 3.8�_ �3'�8 a��.� � ���; � ��2�tr172 �� ��� �,6`� �����4>,997 `: �,6 �°���5�'�� ��
. e8���d�3L��}L/3 ��.�;B E�¢�F 't.0 � `S.6t J.V �V ����Ed�1 i �.� �VZ���V �.`1 G3...3 J�U
p��„p„�{ ''''`j ^}g �ryy'�tm}�'��s��� �} �( � �{/—}q^� �{$_..� ry,ry(',(y
,u�A1'1�lllfl$�.� ��,� �.0� �.� �. { �.L.,.% �.� �.� LUSf�6tU � G.� ! LLf3�iL�E�J € � �.� ��L43V�+J��� �
� f
.,��.a,'����" �+�t 3' ;�'�` 7�„�a�`�� . , �^_ � �y��.+� i.�� �...�"J ��...�.tJ�t G���
�•: Pre�Se�nrolT`e�h�e .:�� i.8 ` 1.6 ' 2.� �.t} 1. �,��4 2,Ct 3, � ,
�`��7+����h�i ��y,,,�x�k� 2.0:., >»l:fi.�,��.�:2{?.._,���h �2�1�..::-..= . 166.7°�9 ; ..,2.C1 161,�82 ; 2,0...,:. � '�.6�,426 i;;
��,Tuttit,���,�� ,���,,�', � � 1.0 . ���"1.6 � � �1.2� 58,065 � 1:2' �����`59,516.
Special Revenue Funds
The district maintains thirty-two 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.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 77
194
�
�
Revoiving funds are established to dedicate a specific sources of revenue from fees or charges to pay
expenses associated with providing the services for which the payment was made. Massachusetts
General Laws govern the fund balances, other accounting procedures, expenditures,and any required
reporting.
Figure 60 shows the revenues and expenses,and change in fund balance between July 1, 2015 and June
30,2016. The source of revenue for the funds vary by the nature of the fund and include;sales of
meals, participation fees, user fees, ticket sales, donations and tuition. The source of expenditures for
the funds vary by the nature of the fund and include; salaries, supplies and materials,technology,
software licenses and all other expenses. The funds are grouped for ease of explanation.
The first group includes the School lunch Program which accounts for 66.8%of the$643,686 June 30`n
ending balance. Sources of revenue for this fund are breakfast and lunch sales, catering receipts and
state and federal reimbursement for qualifying meals. Sources of expenses for this fund include staff
salaries,food purchases, equipment,supplies and materials and other expense needed to operate the
program. The fund balance had a net gain of$39,992 year over year. This program by law can only
carry forward three months of operating expenses or approximately$370,�00,the remaining$60K is
from prepaid balances left on student account�at year end.
The FY16 budget implemented an increase in the transportation fees. A flat fee of$450 with no family
cap was needed in order to fully fund non-mandated transportation. The net decrease of$5,171 in the
fund balance is a timing difference. Prepayment was required by June 30`h so we could determine the
viability of the second bus. Similar to the Transportation fund,the Summer School fund has a net gain
of$23,220 as the result of enrollment and payment prior to the start of the program. There were also
additional offerings that increased participation.
The next group are donation revolving funds. The School Committee accepts all donations. Sources of
donations include; PTO's, Reading Education Foundation, and individuals. Most donations are directed,
for a specific purpose. These funds are not used to offset the operating budget.
The last grouping of revolving funds are the ones that the district utilizes for offset to the operating
budget. Figure 60 provides the summary of FY16 and Figure 61 provides a model forecast for projected
ending balances for this group of seven funds. In FY16 the district took a combined offset of$2,500,485
from these seven revolving funds. Overall the net loss in FY16 for this group of seven was$547,661.
The Special Education Tuition fund has the largest change, a net loss of$397,339. This was due to the
fact that we took a larger offset in FY16 to offset the one year decrease in Circuit Breaker. This was
done as a onetime measure. �
The Athletic fund balance has been slowly er�ding and will result in a negative balance at the end of �
FY17. This is the reason why we are recommending both a user fee increase and an offset decrease to
the FY18 budget. We will need to assess our budget in June to determine if we can take the full offset.
The Drama fund balance had a net gain of$3,281 for tFie year. This revolving fund is heavily dependent
on ticket sales from the four shows and the cost of the royalties for the shows. Participation has
remained steady over the last few years.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 78
195
.
The Extended Day Fund had a net gain in the ending balance of$88,791, however the balance overall
balance decreased by$260,000 from FY16 to FY17. This is due to the increased offset to the
FY17 budget for Extended Day and the hiring of additional staff, a registrar and billing coordinator,to
complement the growing program.
The RISE Preschool program had a net loss of$48,763 for the year. We are proposing a 5% increase in
tuition to offset a$50,000 increase to the revolving account.
The Use of School Property had a $55,271 net loss in fund.balance for FY16. Custodial compensation
associated with rentals is expended directly to this fund. This is the reason why we are recommending a
decrease in this offset from$200,000 to$140,000. We do not propose a rental fee increase at this time
as our fees are comparable to other districts and towns. We will need to assess our budget in June to
determine if we can take the full offset.
Full Day Kindergarten had a decrease of$73,142 from last year. This is partly due to the lower number
of full day kindergarten students enrolled in the 2016-17 school year, although the percentage of full
day students is still very high. We are proposing a$250 increase in the tuition for full day kindergarten
in FY'18 which will be utilized to keep the offset at its current level.
Figure 60: Revolving fund Activity and Status as of June 30,2016
.. ., <..� � ..�c� � �a .�_ � xi„ .�r, e �',�,:
.,� � , „�„s „�",., z -
_ ., .. �,. t ....�ti �.�>
. , ���5 `'-E
.' ,. .�.,.-.._ . ._ m.._,� _.:._ . .__- �� ,� �� � .
;
� � c=3€�,.e�' i. ��':�c , c��1� . �'. . .. .. .,i�Ss� ��f ... �
^ �'�t3., � '. ; �'�ja� '� '.�. z�J� .� . _ ., . . .. , . ..f ���� 3 '���E.zS'�'�I
��q^ �, __.. _�. _ _ .,..
,3�+d�SE b 1 2 a��. 3 �. �. �t 4 (� '. . .. �^ -
� ���<s�F�¥ �c��urt����t 1^; 77{s �2�1� ' '<<,� � 1�i � . ��liip
� _� � � ��:
��� C'st�iC3�s��� i���r�i�s�f� r�c� 7�,�57 56z525 �; .? � 57,4�5 $37-: �142Ci} _
�����s�algds���� ��Qa� ���i � ; 4,h�3 25C} - 4,738 2S{�
��� ��.. _
� : ������ie��,��t,�;����,r��;�� _ �� t"a,34�6 �S>�aSS �_. >Z77a 9x�55 �. ..!,�,fill �
��sr�,�r��t� ���� �� 3p�i�C� - - � 3,��(� .
_e� �m �� ��. � _ __ � �.�._
,_ -
°,'� P„c�����1�ts. �.�`�.f a9_��ti=a�t�, 22,����_" �;:_ �4,2��i ����z6,t�3"a �J��:��i,��1 �3,��J7 '
� -,� ____ . .�... � � ` ' '• __ ��� � �-
-
€'� �a��r~�`� �� _ ;f , € 3fl,Q83 �35,725 � 38,?�G � 2i�,8�& (�,�f��)
� _ ��� � �.r --r--�,
` ���€#��� art��rr�c�1� ��€a ���� i 1H,�73 � �25,��,$"� �3A,6� �;�+�1. '��3,2?�} �;�
� �_W� ' �'� `: _'�.
i� �c��a�t�c�c€c �trn�r��r�a�a ��� 1I,2Z4 58,518 59,�62 �t3,Q�0 {�,14�)
�w S�arrsr��r Sc�c��l F�r��r�°� _�_ ._��e�a.._.3 ��,5G2' 93,?92 `f �.��a��;: �...... 7t?,432 �53��� �3,?�C� ;:
'� i.ast�t�saks�-... � ;�...�,. ,��� .�_._._::�:-� �'��2;b18 � q.306 �� 4;23�; 22.��� �� 72 �
, .y v� 1 ttt-p �y�}p±{yef,_� p .y�„��_.w
��g^�.., ' ��•r., .�6Q6.��4��: >. .R.;F�`E.-�i.��.s,.,.� 3'J'tfePl�. ''�P��J_{`FL� .�:" �.id5l��ttJ�? .�W3,q4]4&tJ . "@���1V ;�
� �
x.� .,..a,w»...a �
Rm W^�ZF t���'$S4k.�§�PL��I�� ��`'t0 S°3 . .. ` ; ��. � �.: :. ,..n•A � . ,.x�..���_ *�,>--A��- � .:. ,; � .
�
...: . �;. � .
5,�,,.,, w. W� e
; Es��re��:�4��������ac�#°�;gi�ra�al�T� 1,640 . �,�i4Q
�„��x, �
�t�r�7�;�*�t�ri�,*�t�"�t €z �� 2;314 �: .� -�.,''� r��?. �; ..,� �: = ��.��� . �i,�l�
s � �rst>�a-�a�c,��t��,�g x��s,.� �� 9�49$ 40.675 37,715 12,957 ?,�60
�� ��rr��s��e����t=:�..=i`��d� 1;602 � 19;213 � 18,�60 �°. 1,755 � 153
� _�.,. �__. _.,..�_._�.��� __. ____ � ` -� �
:,` L��e��i�$���«�ri��;��,a,�,F����at`�cs�se�� � s,5�8 �4,527 � � � 3,204 � �4.921 ��,�23
�� ___��_____�_
,. lo�hatx����a�ca€�L��a€t�ra����a���,i�� ._�.._,__ ��,�35�.. . ' 6,?7�7 ��, �`� 3 Q,576 ; � 5�13F� ���,i��} ',
.� ��_� ��me _ ..._._�_, ....__ .__ �___.__ F_ .� . ._ �,
14k�ii€I!�;��n�;�at�c�.x :a•,� 9 32,326 - , 2$,§14 3,�11 3,€�Q2
�
��� '��sr€���r;.�i��aa;:a,,nn°�,:n�i � �_�,57� ���� 1�,�SA,� t ���1e;2u1 �3;1�1�� � G3� ��������;
�� ��c��t��a^�3t�es t,�a��ura�' ��� � f3.162 i8,366 1fli,S36 7,991 {�7�� i
' ���r4<xir C�c�teai+c,ra�„ars�'�� _ 14,E9� . 10,905 � 1$;�19 �7,2$� (7�t�Q�} ;
. .
_�, _ � d�_..____.; _�.�_ � �,
�� }€,,€�s�v-hc�,���:z�:�s�t���,�s�����i � 9���70 �� 37,758 12,5&S 45,�63 �����24�,89� 9,
� �����~€���°�ur�aEi�;ga b..e.�sti�or��,�;�.� ;�,712�•. < ,:����S�CI ��_ 3,339 �..7,573 �', {63��-;�
_ _.. ..� .._....__ _�.._ _..e., _. ..�� __ �
..�,a;� �:�.�#15 � I$5,291 - � 164�264 1fl9,�d2 � ��1,027
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 79
196
.
,
;. � ���� � �;,� ��� �M�
__� .�.'�`.tta" : .:.� ��-=:-"""-^-� 3 '� ���i .�' 'E�� r '-:,t� „ �` .z�� x
�- ..., . . �., . . .,, � _....
�,.�-�S. � d� ...�:t. ,�
�Revatv�n�un�,.t at3?ff��,�ihe,�i dg+�t��,,"
��tt�l�,�:; �C�� . .. �' � �, "� 112.133�'" 370.92Q �`.�80,OQ0"> 56;138 '°"��,'46,915 H�:�65,21$} a:,
.. . ��, :
��'1.. .:.,���� �. ..� „
. r , t :�: �. - - - _ _
. D���..:'. �u� . . ,, 15,582 � ' . 14Q;849zE 52,Gf3{7:'• ° "`':85>568 . i8,$63 , "�"�' 3,281.�;
�. , $66,451 1,291,220 85,000 1,117,429 955,242 88.791
�. � `433,953 �29�1,596 33CI,OQCI 13;359 3�5;190 " {48,763}
.
�..., • . > 83,179 270,781 200,000 126,052 27,908' {55,271)
,�� ,. .. ��:� � E�g�,�08 �, �_ 195,639 5��<48�: ,.a �9,493 ���.284,969 � :{397;�39��
692,127 806,511 870,QOp 9,653 618,985 (73,142)
2.885,733 3,374,518 '2;500,4$5>' �..��;A17,fi92 ;2.338,Q72 ;(547,661} ;
3;5+6$;4G4 5,121;235 2,SOt�,485 3,098,014 , 3Ag1,200.v, ,:{477,264)
Figure 61: Revenue Offset Summary for FY'18 '
�;,���.:�� � �; ' �e �nr�e s F� �� ��2penses ::`�01u�=18��';
���� , .:�,. - .A � T:-: .
,���;sa� _ � ��,��" '���s�ss�°'� �a,QQo� ���,7sa.} � ���,�o� .������ ��� ��,�a� ��3ez��� -�.:
� . ���� � � ;,�,�. x��.�*�..�_�a�, . ... �
,,=;, rtt�-, vrtte „, 18,862 110,Q00 57,000 52,500 19,362 110,000 50,000 52,500 26,862
o Rfv1HS -:' �
��xt�nd�d i�ay � , �955,2#2 � 1,1iS,QQ� 175,L�fl0 � � 20D,OL10 635,24�� �. 15 000 1�,OUE� ''�� 3.2fl0 p0A 430 242 �
�
e _ r r ,
�'°PCY?gl`0tt'�,i��eay.� ' T .� � ��. '. � ; �t � ��� � �„F ��n�:, .:
�� , ,.��-: . .. �;� � ,.,� � ,��; �.�_ ��� �..;.: �,,,.
�� RYSE X+�Cf� � 3$�,19� ?v�,p�� 330,�t3C1 �10,fltlD � ��325,130��� 33Q,OOC� �384,0�� iQ,OflQ 265,14f! "
°' �»����
���qg�am_ �
a.��;3�� ���e���s��� : � '7��v�� ' 2��,��7t� 2{�G G=�� � ��2Gfl,���� �iz,�3��� � ?6�,�°^n� � 14b�u��t � �3�7i�,�fC��} j 7,�ff� �
j F'tts�eTty°�, ��s � - �_______-
��________�____.
� ��t� ` � c�$ftr��� 284,969 �� 200.4t30 2�8A�a `���,fi0� 216,969 2G:,��rQ � 248,UUt� 10,040 � 14�,969
�
����t€r� � �� �
�1 ��t8;9$� �°�&�O,t}fl0 ���30,{1flC1 � �, a��`;� ��� 558,385 ; $�QR{�{IO x��Q4 Q4Q� � �� �� �48;985��
��Ctl1 '�e o�' a� � r�" s� � . r. � �� ��� ��� ��z
��. �wa.: - �- '�: ai'�� .a �r h� a �}"t i� �: � ;
�'#`i�l�I��I]� ,x � A � �
�� _� . ��Y�� _ ' '� ' .-..•r �, �_�w.i ._ ��'I_ , �.��.�.��„�..,: .. ' �z, �
����� -, ;�� �,338,071 � �3,375,t704. 2,34b,666 � 1,416,500 1,7�9,905 � � 3,35,OQ0 2,164,940� 1,416;500 �3;480,007��
��
Figure b1 above is a model projection based on trends and assumptions. '
The Athletic Activities revenue forecast for FY17 and FY18 is based on early data from fall and winter
sports participation. It is assumes similar participation from FY15 for the FY16 spring s,ports and an
assumption for discounts as individual and family caps may be reached with spring registrations.
Drama'includes a revenue forecast of both user fees and tickets sales. Depending on the popularity of
the fall show determines the amount of revenue forecasted for ticket sales.
The Extended Day Program is currently forecasted to have a decreased balance for FY18. This is due to
the additional staffing, updating enrichment offerings and an increase in the offset.
The RISE Pceschool program offset was increased by$30,000 in the FY16 budget cycle,and it is
recommended that we increase the offset by an additional$50,000 in FY18. The revolving fund support
for FY18 will increase to$380,000 each year.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 80
197
,
�
The Use of School Property will need to be continuously monitored. In FY18,we are decreasing the
offset by$60,000.
The Special Education Tuition fund offset remains at$248,000 for FY18. This revolving fund much like
out-of-district tuition is difficult to project as students withdraw or change placements mid-year. The
$248,000 offset for FY18 is reasonable given the difficult nature of projecting this balance.
Full Day Kindergarten projected balance is expected to decrease by$60,000. Assuming enrollment stays
steady,the balance will slowly erode, but is sustainable for the near future assuming there is no
significant decline in the level of paid full day kindergarten enrollment
Town Building Maintenance
Previously there was an agreement instituted in 1993,the maintenance functions of the town and
school buildings were consolidated under the school facilities department. Per this agreement,the
budget for municipal building operations and maintenance was developed by the Superintendent and
approved by the School Committee. However, in November, 2015,Town Meeting voted to approve the
creation of a new department to oversee CORE facility functions for both School and Town. The budget
will be developed by the Director of Facilities with input and direction from the Superintendent and
Town Manager. The Director of Facilities oversees the operations of the consolidated Facilities
Department under the supervision of the Superintendent and Town Manager.
The School Committee will approve the budgeted revolving fund offsets that will be applied to the CORE
department expenses.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 81
198
Enterprise Funds
FY18 Budgets
Enterprise Funds Overview
In case of infrastructure emergencies, a certain amount of Target financial reserves must
be held aside. Current reserves are well in excess of these levels.
Reserves (OOOs) Feb. `17 Target Surplus
Water $3,539 $1,750 $1,789
Sewer* $3,936 $1,750 $2,186
St. Water $914 $350 $564
*includes$200k proposed to be used at April 2017 Town Meeting
Water & Sewer
MWRA assessments represent a significant portion of the Water (34%) and Sewer (74%)
budgets. Early FY18 estimates from the MWRA are for +8.9% (Water) and +1.4%
(Sewer) or 5.2% combined increase and then +5% to +6% for the next three years. Note
that budgets alone do not determine rates, as will be explained further. Given what we
know or project about the fufure, here is the current plan of use of Reserves:
--------
�_.___._�__�,________. ,_._,___ __.. . ._ _ _. _ . _____._.
: W Res W net ; S Res ! S net ; Combo :
; used ' budget __ used budget :netbudg;:
�_.�__ _�.____._-.- ,--.___ _ ..__._� _.._...
FY17 ; $800k 8.9%.' none 1.1°/a 4.9%
____�_ �___ ___._. _.---- - ___ __.__ .__..
FYlt3 $600k' 2.8% $450k 1.7%` 2.2%
--._ ___ ,___.�__.__.___. . _.__.... , _ _ .__--__ _.. __..__ _
FY19 ' $475k' 6.1%i $325k; 4.1% 5.1%o V'
_ . ___..._ _ ._v_.__ __ . ._--- ___ .__.____ .---�--- . . _ _ __ ._.___ .,
FI'20 i $325k 5.3%= $400k 5.0%; 5.2%
_ ,_ _ ___ _ __._ _ _ _
FY21 $200k 5.5% $450k 4.8%` 5.2%
Water/sewer rates are set by a combination of underlying budgets, use of reserves and the
volume of water the community uses. Because about half of the total budget costs are
fixed, water conservation efforts cause the town to `sell less water' which places upward
pressure on rates. The chart below shows the water usage forecasts we have used to set
rates—the sharp rate increase in FY13 was almost entirely driven by usage.
;
soo,000 -r:-. .. , � � > :�. ,.. i
780.000 � �, s a .,_ � �� � ..s : �3�� ...-r� � i
760,d00 �-�^�� �` �.<,. _
74D.000 - �v„—=-�.��� __ _ ...�a ��
�720,000 -- ���—�---
� 700.000 � ---__� __ e _. �__ �._ �___ .__
� 680,000 -- -- m ------ . _ ____ _ _
660.000 m � �� �
640,000 -�._�. ..��.�e m� �_. .��_____�_�___,._ _ _`"4 __ s,_^-� �
_— ______ �;e.,��-d s_e- -7 '
62Q.000 � � � � _ _._��. � � ���a.. � ""�
B00,000 � , -. �� - � � '��
� FY06 FY07 FY08 FY08 FY10 FY11 FY�2 FY13 �Y1c FY15 FY16 FY17 FY18
i
199
.
For FY18 we have again dropped projected water use by a slight ainount, which adds •
about 0.8%to combined water/sewer rates.
In March 2017 the Selectmen voted new rates for both water (+3.7%) and sewer (+2.9%)
that are effective with the December 2017 billing. Recall that the rates voted in FY16
eliminated the 10% discount, which explains the apparent drop that year:
Change in Annual Cambined Water 8� Sewer Rates
2a.o°r� - -___ �._..._. __ _. __..__
��.o�io
� �o.o�fa --- .�...� _�___ w_._�__��__.___ _ �___ ���..
5.o�ip - - - ----
a.aaro -T-'-T-1--7-[-T --� :.
2Q03 2004 2005 20Q6 2()07 2008 2009 2010 2011 2012 2013 20'f 4 2015 01 2017 2018 i
-5.0% - — .�.,___..._.____ ..__..�..�
-10.0°!0
Infrastructure Planning
We do a thorough review at least twice each year to make sure our infrastructure repair
and replacement planning is still on the best path forward, which is a balance between the
condition of infrastructure and the estimated costs of repairs/replacements.
The Water fund will repay over $11 million in water main projects through FY27. It is
possible that more repair work will be needed and affordable around FY25 as debt
service declines. The neat two significant projects involve the Auburn Street water tank
in the next two years, and meter replacements after that. Auburn had been planned as a
repair/repaint project but due to escalating costs, a brand new tank may be the best
investment. Telecommunications equipment may be relocated to a nearby stand-alone
tower structure for safety, maintenance and revenue reasons. •
The Sewer fund will seek Town Meeting authorization for $2.4 million in debt to repair
the Charles Street sewer station; then $1.8 million for Sturges in FY21 and $3 million in
FY26 for three additional sewer stations. Meter replacements are also on the horizon. In
FY18 the Sewer and Storm Water funds will split the $400,000 cost of a vacuum truck,
The Storm Water fund was been repairing drainage issues for several years, but recently
five larger projects have appeared and need to be considered. The first two ($150,000 for
Grove Street and $80,000 for Bond Street) were funded in FY17; the other three projects
$1.75 million for Sturges & Main will need to be considered in FY19 and would require
an increase in the household charge from $40 to $60 in order to be funded.
200
Enterprise Fund Budgets Local 3.o�ro s.o�ro s.o�ro
FY18•21 Overview 8.9°� MWRA Water 1.9% -2.3% 13.4%
1.4°/o MWRA Sewer 4.9% 6.1% (7.1%actual) 0.1%
Approved Percent Proposed Percent Projected Percent Projected Percent Projected Percent
No. FY•2017 Chanpe FY•2018 Chan e FY•2019 Chan4e FY•2020 Chanqe FY-2021 Chanqe
water
W1 'Wages 680,425 3.9% 700,175 2.9% 721,180 3.0% 742,816 3.0% 765,100 3.0%
W2 'Expenses 809,420 10.2% 858,435 6.1% 884,188 3.0% 910,714 3.0% 938,035 3.0%
W3 'GF Offsets 551,888 25.7% 560,000 1.5% 576,800 3.0% 594,104 3.0% 611,927 3.0%
W4 Debt�Capitai 2,625,429 45.4% 2,327,150 -11.4% 2,469,850 6.1% 2,655,370 7.5% 2,532,419 -4.6%
WL Local Water Costs 4,667,162 28.4°10 4,445,760 •4.7°/, 4,652,018 4.6% 4,903,003 5.4°/a 4,847,481 -1.1°/a
W5 MWRAAssessment 2,125,000 4.5% 2,314,125 8.9% 2,358,093 1.9% 2,303,857 -2.3% 2,612,574 13.4%
WG Gross Water Fund 6,792,162 19.8% 6,759,885 -0.5% 7,010,112 3.7°/a 7,206,861 2.8% 7,460,055 3.5°/a
W6 Reserves (800,000) (600,000) (475,000) (325,000) (200,000
WN Net Water Fund 5,992,162 8.5% 6,159,885 2.8% 6,535,112 6.1% 6,881,861 5.3% 7,260,055, 5.5%
WV TMVotedWaterFund 6,240,274 19.3% 6,199,885 -0.6% 6,433,312 3.8% 6,612,757 2.8% 6,848,128 3.6%
sewer
S1 'Wages 300,850 3.4% 307,025 2.1% 316,236 3.0% 325,723 3.0% 335,495 3.0%
S2 `Expenses 412,600 5.6% 397,075 -3.8% 408,987 3.0% 421,257 3.0% 433,895 3.0%
S3 "GF Offsets 229,953 -23.6% 232,960 1.3% 239,949 3.0°!0 247,147 3.0% 254,562 3.0%
S4 DebtaCapital 192,940 -86.5% 681,600 253.3% 535,700 -21.4% 586,200 9.4% 917,200 56.5%
SL LocalSewerCosts 1,136,343 -52.9% 1,618,660 42.4% 1,500,872 •7.3% 1,580,327 5.3% 1,941,151 22.8°/a
S5 MWRAAssessment 4,800,000 2.7°/a 4,667,200 1.4% 5,105,693 4.9% 5,417,140 6.1°/a 5,422,557 0.1%
SG Gross Sewer Fund 5,936,343 -16.2% 6,485,860 9.3% 6,606,565 1.9% 6,997,467 5.9% 7,363,708 5.2%
S6 Reserves (450,000 •
) �s2s,000� �aoo,000� (450,000�
SN Net Sewer Fund 5,936,343 1.1% 6,035,860 1.7% 6,281,565 4.1% 6,597,467 5.0% 6,913,708 4.8%
SV TMVotedSewerFund 5,706,390 -15.9% 6,252,900 9.6% 6,366,616 1.8% 6,750,320 6.0°/a 7,109,146 5.3%
,.: _ � �:;,, � .., ._._ �.; . , �. _ ...,
�Ontbineq Wt�S - . �_ _� ,_.� _���
Local Water&Sewer 5,803,505 -4.2% 6,064,420 4.5% 6,152,890 1.5% 6,483,330 5.4% 6,788,632 4.7°/a
MWRAAssessments 6,925,000 3.3% 7,181,325 3.7% 7,463,786 3.9% 7,720,997 3.4% 8,035,131 4.1%
Gross W&S Budgets 12,728,505 -0.3% 13,245,745 4.1% 13,616,676 2.8% 14,204,328 4.3°� 14,823,763 4.4°/a
Reserves (800,000) (1,050,000) (800,000) (725,000) (650,000)
Net W&S Budgets 11 928,505 4.70% 12,195,745 2.24% 12 816 676 5.1°/a 13,479,328 5.2% 14,173,763 5.2%
.;;� ,.x, � , . . ..-� � ��
_ a�a =___ ...... �� ���:w__ .. . . �� ... �_ . _ .. . . , , . .. ... �. _. .�«e��...>
Reserves si3a�s
Water 3,539,129 2,939,129 2,464,129 2,139,129 1,939,129
Sewer 4,136,082 3,686,082 3,361,082 2,961,082 2,511,082
Storm Water 914,435 714,435 514,435 514,435 514,435
a�R,,__���,��� _�_ : .., .,; ,� . � . .��__ - . ,,.__.�� _
.. �tormwater e _ _ ,, , z.� ,__� . . ,:=.�x.
-__s _ -�-,
Yt 'Wages 95,400 -37.4% 97,300 2.0% 100,219 3.0°/a 103,226 3.0°k 106,322 3.0%
Y2 `Expenses 130,030 55.9% 120,500 -7.3% 124,115 3:0% 127,838 3.0% 131,674 3.0%
Y3 'GF Offsets 91,981 100.0% 93,160 1.3% 95,955 3.0% 98,833 3.0% 101,798 3.0%
Y4 Debt+Capital 305,000 103.3% 250,000 -18.0% 461,250 84.5% 449,000 -2.7°,6 436,750 -2.7%
SWG Storm Water Fund 622,411 61.3% 560,960 -9.9% 781,539 39.3% 778,897 -0.3% 776,544 -0.3%
Reserves {250,000) (200,000) (200,000)
SWN Net Storm Water 372,411 6.2% 360,960 •3.1% 581,539 61.1% 778,897 33.9% 776,544 -0.3%
SWV TMVoteo'StWaterFur 530,430 467,800 -11.8% 685,584 680,064 674,746
revs@$40 is$380k($415k w/o disc.) $40 =_> $40 .�60 S80 $80
2�1
Enterprise Funds: Water
FY17 FYI8TOWN
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER PCT
ACTUALS ACTUALS ' ACTUALS ACTUAIS BUDGET YTD BUDGET CHANGE
Salaries $ 689,436 $ 686,455 $ 677,181 $ 404,344 $ 680,425 59% $ 700,175 2.90%
Overhead Expenses $ 315,703 $ 394,607 $ 426,738 $ 353,801 $ 488,920 72% $ 516,935 5.73%
Operatonal Expenses $ 237,919 $ 253,667 $ 289,247 $ 158,343 $ 324,079 49% $ 341,500 5.38%
General Fund Support 5 413,013 $ 427,470 $ 439,225 $ 551,888 $ 551,888 S00% $ 560,000 1.47%
WATER OPERATIONS $ 1,656,072 $ 1,762,198 ' $ 1,832,392 $ 1,468,376 $ 2,045,312 72% $ 2,118,610 3.58%
Capital 5 99o,000 $ 275,000 -72.22%
Debt 5 1,635,429 $ 2,052,150 25.48%
WATER CAPITAL&DEBT $ 2,625,429 $ 2,327,150 -11.36%
WATERLOCALCOSTS $ 4.670,741 $ 4,445,760 -4.82%
MWRA Expenses* $ 1,854,203 $ 1,931,410 $ 2,032,766 $ 1,265,729 $ 2,125,000 60% $ 2,314,125 8.90%
*MWRA forecast
WATER(GRO55} $ 6,795,741 $ 6,759,885 -0.53%'
. __ _ _ _:
Water Reserves as offset I $ (803,579) $ (600,000} -25.33%
WATER(NE17 ' $ 5,992,162 ' $ 6,159,885 ' 2.80'�
Water Supply is responsible for the administrative management, operation, technical ,
support, maintenance and security of the drinking water supply in accordance with all
Federal, State and local regulations. Water Distribution is responsible for maintaining and
operating the municipal water distribution system in accordance with industry standards
and all applicable regulations. In addition, this division oversees water meter installation,
repair and meter reading as well as the maintenance of all fire hydrants.
. .. . .. . . . ... ... ..... . . .. . ... .. . . . . . . FYIBTOWN . '.
FY34 � FYSS fY16 FY17 FYI7REVISED fYl7 MANAGER : PR ��
� � ACTUALS � ACTUAlS '� ACTUAIS ACTUAlS � BUDGEf ': YTD . BUDGEf �CHANGE�.
WTRDISTSUPERVISOR $ 40,001�$ 36,770 i$ 39,532'�$ 24,427 $ 40,350� 61%'$ ,, 42,075�. 4.28%��
.V✓TR DIST FOREMAN. . . . .$ .. . 61,958 $ � 56,697'�.$ 69,985:$ 44,307 $ 71,850 62% $ ... 73,800! 2J1%'.
. WTR DIST WORKING FOREMAN '$.. 99,180 $ �305,869 $ 111,495._$ _70,931_$___ 114 925, _ 62%�$_ 118,300„ 2.76%.
...__.. ..__... .. . �
�WTR DISaT EQU PMENTOPERATORNATOR 5 136,185 $ .127,974:$� 159,463�$ �101,520_ $ 163,950' 6296:$.. 168,SOD�, 2.78%� ,
�1NTR DISTSKILLED IABORER $ 33,383_$ 40,322',$ 62,328 5 52,541 $ 84,900� 62%-.$ 87,650 3.24%�.
� WiRDI5TLA80RER $ 70,281.$ 72.647'$ 52,650.$ 10,526 $ 37,600_ 28%'�$ . 35,000 -6.914���.
�V✓�RSENIORADMINASSISTANT $ - S ., . 10,868.$ 23,565 $ 14,479 S 24,900� 58%� -1C4.00%�.
.__.._._ _.. . .. . _.... .. . . . . . . . . _. . . . . _ .. . _.__. .._. . . ... _.... .... .
�N/TRASSTCOLLECTOR �'$ 27,050 100.00%� � �
.WTRAOMIN ASST '$ 20,28Z.S ' 11,181�,S - S - S .- _ I S . . . ,.. �
WfRSUPPLYPLANTSUPERVISOR �S 86,610 S ......86221.';$__. .'.._ $ . -- .- . ..$......_ ' �!.. �'S__ • .
. _ _ .... ._.. __.._..:
VJTR SUPPLYSNOW REMOVAL �.. , $�� (1,327).$ .. . (1,315�I$ .. .. . -_. $... _. -. . S . . .-_.��_ ��:.$.. .". - . .. . �
WlRSUPPLY-OVERTIME ...... �.�$� 2.821 S .. . . .1,284�$ . .. -.. S . . . '. S . - � , �;$ - - �
VJTRDISTSNOWREMOVAL . . . .!$. (9,822) S ......(7,870) S_.. __'._. S .. $.__ (7.000)�_. 0'/:_$, . (7,000)�. 0.00'�O'�.
WTRDISTWAGESOVERTIME � ;$ 40,160�$ 63,634��.$ � .. 62,599 $ .27.252 $ 55,000� 50%�..$._ 57,500. 4.55%'�
��WTRDISTOUTOFGRADEWORK � $ 6,220��$ 5,627�$ 5,173. $ 3,108 $ 5,0001 62%1$ .5,500- 10.00%��
._._._ . _ ._.. . .._.._ ._ . . . _ .. .. ...... _ . . .... _. . . _ .
V✓iRDISTON-CALLPREM $ 10,813�$ 12,041��$ 11,880 5 �� 7.644 $ 11,000� 69Y $ 12,000 9.Q3%�.
. . . . . . . . . ..__ . .. .._... .. ._ ... ...... .-
. . . . ... .. . . . . . .... . . . . . .
�1NrR DIST WGS LONGEVITV $ 44,083 I S 35,558�:S - S - S � �;S - � �
'WTRDISTWAGESTEMP... .. .�$ 8.662 $._._ _..7,193';$.. . _9,828. $ . ..6,118..$.. _ 9,500� 64% $,_ 10,000- 5.26%j
...__.._ .... ._._... . .
VJTRDISTSICKLEAVEBUYBACK 'S 39,947��S (5,385��:$ 3,821 $ -� $ -- 'S � - � '� .
WATERENTFUNDSAIAR�ES $- 689,436.$ 686,455 I,$ 677,181 $ 461.344 $ 680,425 59%:$ 700,175�. 2.90%�.
There is no change in staffing levels, aside from the previously mentioned change in the
Finance department. Note the Supervisor and Assistant Collector positions are split
evenly with the Sewer Enterprise Fund.
202
FYIBTOWN
FY14 FY15 FY16 fY17 fY17REVI5ED fY17 MANAGER p�7-
.... . . .. .. .
. . ACTUALS ACTUALS ACTUAtS ACTUALS BUDGET � yTD ' BUDGEf CHANGE
�WiRREiIREMENTA55E5SMENT $ 76,417 $ . 113,368 5 118,470 $ 166,923 $ 166,920 100%.5 ll4,435 4.50%
WTR NEALTH INSURANCE PREMIUM S 142,063 $ ll5,517 5 190,283 5 139,374 5 210,000� 6G/ $ 225,ppp� 71qy,
WTROPT-OUTHEALTHINSPMNT S 4,500�S 1,500�S 9,050 $ . -.. 5 . . . 5 . .. .. . . .
WATEROPEBCONTRIBUTIONS S 45,215 $ 50,000 $ Sp,ppp S - S 5p,ppp py, S 50,000 0.00%�
VJiRMEDICAREEMPLBENEFITS $ � 7,130 $ 8,614 $ 10,647 $ - � $ 9,000 Oy $ 12,000 3333%
WTRPROP&CASUALTYINSPREM $ 27,669 $ 31,436 $ 33,813 $ 31,268 $ 37,000 859� 5 38,500� 4.OSY
WiR WORKER COMP INS PREM $ 12,710 5 14,172 $ 14,475 $ 16,236 $ 16,000 101% $ 17,00p 6.25Y
WATERENTFUNDOVERHEADEXPENSES 5 315,703 $ 394,607 $ 426,738 $ 353,801 $ 488,920 72%�$ 516,935 5.73%�
WTR GEN HAZARD WASTE DISPOSAL .$ 7,926 $ S,011 $ 3,255 $ - $ 10,000 09;,$. 10,000. 0.00'�
. _ ..._ . .__ .
VJTRPRINTINGSERVICESFORMSETC �$ - $ - �$ 381 $ � - �S - , �� 5 � � ����� ����
WTR GEN PRIMACEYASSMNT ....$ 5.076,$ 5,036�$ 5.064 5 4,954 $. . 5,500��. 909;: $ 5,000 -9.09%:
V✓iRGEN PURCHSVC WAKEFIELD � $ 7,406 S 7,434 S ' �������� �� ���� '
� - �$ - $ 8,000 OY'�$ 7,500 -6.25%
V✓TRGENPROFDEV/TRAINING ��$ 5,390 $ . . 4,047 $ 3,946 $ 1,309 $ 7,500 17%.$ 7,500 0.00%�
WATERCONSERVATIONPROMOTION �$ 13,631 S Z2,860 S ll,048 5 6,680�$ q0,0pp: 17%�$ 40,00p � 0.00%
. ... ... . . _._._ .. . ... .
VJfR SUP�LV WELLS . .$ 6.246 $ 10,629�$ 7,125 $.. ..1,716 $ 20 000��� 9=/,�..5. 15 ppp. u_pp•��.
V✓TRSUPPLVELECTRICITY $ 15,693 $ 18,656,$ 19,979 $ 12,385�$ 20,000�� 62% $ 21,000 5.00%
WTRSUPPLYPROF/TECHSV $ 1,351 $ 13,210��$._ (2,381) $ 12,023 $ 10,000�, 120%:$ 10,000 0.00%�
. ._ . .__.....
WTRSUPPLYSUPPLIES/EQUIPMEN $ 2,314 $ 4,814 $ 5,641 $ 2,840 $ 6,000� 479; $ 6,000 O.W%�.
VJfRSUPPLYTELEPHONE $ 894�$ 1,109�S 850 $ .. 524.._S._.. 2,500 2196,S Z,500 0.00%�
WTRSUPPLYWATER/SEWER . . . . $ 215 $ 161 $ � 233-$... .. 119�.$ ...500. 24%I$.. ...9pp O.ppy�
WTRDISTELECTRICITY -$ 8,584 $ . 10,700 $ 11,112 $ 6,694��$ 50,000� 67Y�$ 11,000 10.00%�.
N/TRDISTNATURALGAS $ 261 $ 261 $ 262 $ 154��$ 500 31%� $ SOD 0.00%�
V✓TRfUEl01L .. . � �� 5 3,000. OY:$ - -100.00%�.
WTRGASOLINE ,S . - $ - S - S� 7,514 $ - 'S 12,000 100.00%�:
N?RDISTPOLICEDE7AIL5 $ 15,102 $ 14,752 $ 13,025 $ 8,901 S 17,500 51%�$ ll,500 0.00'/��
.. _. . . _._ ..... . .._ ... __.
�VJiRDISTWATERSYSTEM $ 14,170� $ 7,150 $ 8,243 $ 11,190 $ 10,000 112%;$ 15,000 SO.OD'/�
V✓TRDISTMAIN PIPE/HYDRANT $ 12,281 $ 4,307�$ . 9,990 $ 2,800 $ 10,500� 27Y<-�$ 10,000 •4.76%�.
V✓rRDI5T5ERVICEPIPE/METER $ 50,891�$ 52,975..$.. .28,122 S 3,ll4 $ 7,000 45%�$ 10,000 42.86%".
� WTRDISTCROSSCONNINSP $ 5,580 $ 5,420 $ 6,512 $ 2,068 S 8,000� 26Y S 8,000 0.00%�
WiRDISTPROFDEV/TRAINING S - $ 849 S 4,485.$ - S - S - -
_.._._ _ .. . .. _. .. . ._. �.
.. .. ...,_.
�VJTRDISTSFTWRLIC&SUPP ,$ 9.400 $. . .. q.989�$ 20,041 $ ...3,324 $ 7500 ....44%.$ 7.500 0.00%�
1NTR HOTTOP SUPPLIES . S - S - ;S • S 13,009 $ - �$ 10,000�
WiR DISTGEN SUPPLIES/SERVIC �$ _ 25,282 $ ..., 22,339. $ 54,012 $ _ . 8,051 $ 32,500 25%.�$ 30,000 -7.69%.
.... . . ....
WiRDISTMAIN PIPE/HYORANT $ 21,897 S.. .26,317 I 5 33,279 $ 10,944�$. .. 32,500� 34% �$ 30,00p... -7.69%:
4VTR DISTSERVICE MEfERS $ - $ 9,947 $ 37,038 $ 33,819 $ 50,000, 68%�$ 50,000�. 0.00%.
WTRDISTUNIfORMSANDCLOTHING S 4,185 $ �. - �5 .-,_ S � S - ...$ �- ' -
. .,. . - ....
VJTR DIST LICENSES... ... . $ 1.143.$ 690'$ - 1.986 $ . 4.752.$ 5,079-: 82%-;.$ . .5,000� -1.55%�
WA7ERENTfUNDOPSEXPENSES �$_ 237.919 $ 253,667 $ 289,247 S 158,343 $ 324,079�. 49%�.$ 341,500 5.38Y:
. ... . . - '. ... ... .. �
. WAGESUPPORT-ADMSVCS 'S ..30.351 S ....80,588..$_. .. .82,804 S 28,472 S _. 28,472: 100%;S 28,900� 1.50%�.
EXP SUPPORT-AOM SVCS .. .� . ..'.$ .. ' _ $._...._._35 710'$ _. 36,692 $ __18,q80 $......... 18,48p:.... 1pp9G:.�..._ 18.J50:� 146%�.
._ . ...... . �-__.
- -
WAGE SUPPORT-ACCOUNTING . $.. 10,640 $ ... ... $ . .-. $ - .. S - :. ;..5_ '•
EXP SUPPORT-ACGOUNTING $ 190 $ - ;$ - 5 _ $ _ i `5 �� .� j '
�WAGESUPPORT-FINANCE `...._.._ ;$_�_ 33,817..$ ..._....36,913:.$_._ 37,928 $ 24.49Q $ � 24,490� 100%;,$_ z4,850� 1.47%�:
... , . . . .. . __....,
EXD SUPPORT-FINANCE ;$ 22,859 i.S 23,856���$ 24,512 $ �5,025,S 5,025; 100%;$ 5,100�� 1.49%i
�WAGESUPPORT-HUMANRESOURCES $ 5,173 $ . - ;_5__. . _ - S � : j _ '
�_.__._____ _ .... . .. __ _ . .... . ._._...: .. 5... _-_ ... �.5.__ .. .. _ .._.'
.QCP SUPPORT-HUMAN RESOURCE :$ 2,390.S - �•S - -$ - $ - � � ;.5 _
WAGESUPPORT-TEGHNOLOGV $ 33,547.$ - �S - S - S - , ..$ - .
EXPSUPPORT•TECHNOLOGY �$ 32,112�S . - �S . . - $ - .S - �; S - -. �
. . ._.._.. _. ._. .. . :..... .. . .. . .. .__ _ . _;
WAGESUPPORT-DPW . $ 130,521 $ 114,390 $ 1ll,536 $ 364,918 $ 364,918� 100%��$ 370,250 1.46%
�WAGESUPPORT-ENGINEERING S 103,888��$ 107,524 $ 110,481 $ $ - - �5 _ . � � �
WAGESUPPORT-HfGHWAY $ 7,105 S . 7,354 $ 7,556 $ - S - :S - �-
_ . _. .__...__ .. . . . ._ _ . .... . . . . _..._. . ..._ ..... .. _. _... . . . . �
... .. . .-----_._..
EXPSUPPORT•DPW $ 20,420 $ 21,135 $ 21,716 $ 110,503 $ 110,503 100Y'$ 112,150 ����1.49Y
-WATERENTPUNDGEN'LFUNDSUPPORTI$ 4]3,073. S 427,470 S 439,225.S 551,888.$ 551,888. 10056,S 560.000- 1.47%
"V✓TRSUPPLYMWRA :$ 1,854.203�'�.$ 1,931,410:-$ 2,032,766 $ 1,265,729�$ 2,125.000 i� 604;��;$ 2.314,125. . .8.90%- �
WATERENTPUNDMWRA __ ..$ 1,554,203 $...1,931,410�:..$., 2,032,766_$_.1,265,729 .$.__.2,125,000_... 6p36���$ 2,314,125 8.90%�:
Local overhead expenses are higher because of annual pension assessments plus a
slightly higher utilization of health insurance. Local operational expenses are generally
flat except for increases in utility costs. Overhead costs were all increased by about 1.5%
according to a methodology developed by the Town Accountant. The annual MWRA
assessment is based on latest estimates, and the highest projected increase in several
years. Future assessment projections head back to a 5% annual rate.
203
Water Enterprise Fund
Capitai+ Debt ,
� �_ Approved Proposed Projected=Legend:Debt(Issued);debini(not issued);debtna(not yet approved) i FY18-27
Water Ent Fund Capital d De6t I FY- FV-2017 FY•2018 FY-2019 FY-2020 FY-2021 I FY-2022 i fY-2023 FY-2024 i FY-2025 : FY-2026 FY-2027 TOTAL
Total Ca ita16 Debt 2,601,482 2,327,150 2,469,850 2,655,370 2,532,419 2,556,281 2,251,244'; 2,158,327 1,102,690 1,698,253 I 1,529,841 I 21,883,425
I I �
I
I
WaterCAPITAL 990,000 275,000 570,000 305,000 75,000 159,000 I 114,000 75,000 i 75,000: 135,000, 135,000' 1,918,000
MWRA(S3Jemilpartialpin) ' 2 Deb! Debt Debt Debt Oebt Debt Debt Debt i Debt ' Debt Debt
-- __
MWRA($7.Bmiltulljoin) 3 Debt Debt Debt ' Debt Debt Debt Debt Debt Debt ; Debt Debt '�
WTP demo&chlodne($800k) �I 4 DObI D2bl ' _. � �
- - `-- _.__ _ . _ _ .�..�._ - ; ,s,
Well A6andonment ' 225,000 225 000
_..__ _ _- - -
Replace Pickup Truck#3(2003) � � ��� 39,000�, i � 39,000
WM:Haverhi118Howard(52.285m)I Sa Debt Debt Debt Debt Debt � Debt �_ i� �__ � '
- ---....- ....___.. _.__. -
WM:MWRAban to be used 56 Debt Debt Debt ' Debt i Debt Debl _ -
wMahase�Rpf Sa.oi2miY7oyr se Debt Debt �ebt : Debt Debt Debt � Debt Debl
----- --
WM Phase 7 WY2 51.165miU10yr s6 Debt Debt Debt '� Debt Debi Debt Debt Debt i Debt '�, Debt -
- -...__
WM Capital 320,000 _ '
WM Phase t Ra2 43.as miVtoyr sc debtrti debtni : debfni debfni debfni debtni debtni debini debtni debtni -
- - _
WM Reading Phase 2$6.5mi!TBA ' ' '
- � --__...... --� -----� ..� --
WM Reading Phase J S7.SmiVTBA � . . _-__ . '
------ - __._ - � .
WM Reading Phase 4$15mif/(BA i _ '� ' �' '
WM:larch Lane ' � �- - -__-�-
U dGectional Flush ng Pmgram 545 000 30,000 30 000 i�-30,000��, _ I _ _� 35,000 35,Q00 160,000
WM Lming Program 50,000 50,000 50 000' 50,000 50 000 75,000 75,�- 75,000 75,000 100,000 100,000 700,000
---...
Meter Replacemenis$850k!!yr debtna de6tna debMa debtna debtna debtna debtna •
Tank Inspect 8 Design:Aubum ; ' '
NEW Tank:aubum 53.5 mivi0yr� debtna debtna de6tna debtna , debtna debtna debtna ' debfna •
- ---...
Bear Hill Storage Tank($2.0 mil)-remove pendi�g MWRA 4nd connection? ''�, L '� '� � '
Emerald b Lothrop Booster Station S40�k 60,000 340,000 �I � �� �' 400,000
-- ---�-.... _ �__ _ �
@�x�sk�4taAonS6nDA ' � � _ "
- ' --
SCADA Upgrade(every 5 yrs) I 25,000 � �.. 25,000
Replace Pickup Luck k72(1997) �.� - ---�-� 42,000 I '. 42,000
--��-�-- -... ._.__. ..-�--
Replace-EeF-#2 �---- ',, -� '
Replace Tmckik6 15Q,000 ' 150,000
_--.._...__ - ---... _.. - --
ReplaceBackhoe#420E 735,000 I _ _ 135,000
Replace UfiGty Truck#5 _ .. '
Replace Pickup#15
42,000 ' ' 42,000
I I
Water DEBT 1,611,482 2,052,150 1,899,850' 2,350,370 2,457,419' 2,399,287 2,1 7,244 i 2,083,327 1,627,690, 1,563,253 ,394,B41 21,576,907
Joln NW aWa153.18m 2 22,71 21A,30 204,9 D 0 ,180 95,380 0,580��___ 8,7 17 ,1 0' 9, 0', 53,700 14 , 5 1,836,660
Join MWRA{fu(�dm j 3 535 491 540,600 494 650 480,050 465,450�-445,950 I 431 55 417, 50 I 402,750 88,350 -- 370�,'f5' 4,431,325
�P ?g
1
DemoVYTPfchlodnrt SO.em)i 4 83660 81,220 T 81,220
WM:Haverhi113Hwrd f2.285m Sa 185,000 185,000 185,000 185,000 1&5,000 185,0001 -+ 925,000
WM:IAWRA loan to be uzed Sb 20,000 20,000 2D,000', 20,000 20,00� ; 10Q000
WM Phase t RN154.012miIltOyr 6a 401,200 401,200 401,200',;401,200 401,200, 401 200'', 407,200: 401,200 i 2,808,400
- - , - - - �---- - -
WM Phase 1 Rk2 St.i65miV70yr 6b 156,412 159,400 154,60�144,900 140,300��35 700 1 131,100 I 126,500� 121,900 117.300 1,231,700
WMPhaselRA'253.46miU1oyr 6c - 449,d00 439,420; 429,040 18,660 408,28D 397,900' 387.52- 0�377,140 366,760 356,�80 4,030,900
WM Reading Phase 2$6.Smi1 TBA� _ � _ "
WMReadingPhese3$ZSmil/�8A __ _ _ .___
_ ... --- ' . .
tN1N�Reading Phase 4$15mi1�8A L � '
MeterReplacemantsSe50klTyr �__ 5,42J I 150,571 145,7 4; 1 ,857 i36, 00 13,1 3 126,286 986,000
NEW Tank:Aubum 53.5 mii/t0yr 490,000 476,00 462,000 448,000 434,000 I 2�0 406 000 39P,00 3,528,000
204
� Enterprise Funds: Sewer
FY17 FYIBTOWN
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER PCT
ACTUAIS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE
Salaries $ 292,211 $ 280,277 $ 300,861 S 178,893 $ 300,850 59% $ 307,025 2.05%
Overhead Expenses $ 109,718 $ 118,276 5 126,576 $ 100,088 S 139,600 72% $ 152,075 8.94%
Operatonal Expenses $ 152,060 $ 166,240 $ 122,360 $ 77,849 $ 273,000 29�0 $ 245,000 -10.269�
General Fund Support $ 283,056 $ 292,965 $ 301,022 5 229,953 $ 229,953 100% $ 232,960 1.319'0
SEWEROPERATIONS $ 837,046 $ 857,759 $ 850,819 $ 586,783 $ 943,403 72Y 5 937,060 -0.67%
Capital $ 110,000 __
Debt $ 250,000 127.27%
$ 82,940 $ 431,600 420.38%
3EWER CAPITAL&DEBT $ 192,940 $ 681,600 253Z7'�
SEWERLOCALCO5T5 , $ 1,136,343 $ 1,618,660 42.449'a
MWRA Expenses* $ 4,499,328 S 4,642,124 ' S 4,624,378 $ 2,861,957 $ 4,800,000 60% $ 4,867,200; 1.40%'
_ _ _ __ _ _ _>_ ___
*MWRA forecast
SEWER(GROSS) 5 5,936,343 $ 6,485,860 I 9.26%
Sewer Reserves as offset ' $ - $ (450,000) 100.009'0
SEWER(NET) $ 5,936,343 $ 6,035,860 1.68%
The Sewer Division is responsible for operating the municipal sewer collection systems
in accordance with all applicable state, federal and MV�RA regulations for the collection
and discharge of wastewater. This ranges from maintaining and repairing over 100 miles
of sewer mains and 12 pumping stations to responding to customer service needs for
individual sewer and drainage problems.
� FYIBTOWN .. . .
_ FY14 fY15 FY16 FY17 FY17 REVISED FY17 MANAGER : PCT
. . . . . . ... . . . _..._. : . _... _ ...
ACTUALS ACTUALS ARUALS ACTUALS BUDGEf �. Yfp : BUDGEf � ;CHAN6E-�
SEWERSUPERVISOR � � $ 39,731 $ 36,770 $ 41,275:$ 24,581:.$., 40,350�. 61%��$ 42,075! 4.28%
...._.. --- � ...,.. ......_...
SEVJER WORKING fOREMAN $ 52,407 $ 52,785 $� 56,764 i$ 86,182 $ 58,600. 62%.$ 60,225�: 2.774�'
_.... _ .. ,. _....
SEWER EQUIPMENTOPERATOR $ 55,624 5 49,669 $ 58,688.�$ 36,425 $ 59,050 62% �$_ 60,675 I 2.75%'
_ . _ .._. ___., .... . . ._. _. _ . , _._...__
SEWERSKILLED 1A80RER -.. ... . ...$. $ ... ...- .-_ �-S - $ �1,586 $ � -.._... 5 ...! .
SEWERLABORER $ 64,682 $ 60,340�$ .._ _63,782. .$.. ._37,475 $ 74,500 504;;$ 73,000' 2Ol%�.
. .. . .. ._ .... . . ._ . ..._. . . _.. : .
SWRSENIORADMINASSISTANT $ -� $ 10,790 $ 23,637� $ 14,479 $ 24,900 58% � 1pp,ppy,�
SWRASSTCOLLECTOR � S 27,050' 100.00%-
_._._ .... ... . .. ...__. _.
�SWRADMIN ASST S 20,282 $ 11,181 S - � $ - S - S -�
SEWERSNOWREMOVAL $ (5,365)�$ (1,954) 5 - $ - $ (2,500) 09; $ (2,500)- 0.00%�
SEWEROVERTIME $ 47,992�$ 47,763 $ 47,799�'$ 25,112 $ 39,500 6d% $ 40,000� 1.27%
SEWEROUTOPGRADEWORK $ 4,836 $ 3,138 $ 2,935 $ 1,961 $ 3,500� 56% $ 3,500� 0.00%�
SEWERWGSON-CALLPREMfUM $ 3,020 $ 1,869 $ 2,160 $ 1,092 $ 2,950 37Y $ • 3,000' 1.69%
�SEWER WAGES LONGEVI7Y $ 9,000 $ 7,925 $ • $ . - $ - $ - � .
SEWERSICK LEAVE BUYBACK $ S - S 3,8Z1 $ S - S �
SEWERENTFUNDSALARIES S 292,211 $_. 180,277 $. 300,861:$ 178,893-$ 300,850 59�0-$ 307,025�- 2.05%�
.._ . . . .. .. ... .. . . . .. . _ . .... _..._.� .. . . _.. .-
There is no change in staffing levels, aside from the previously mentioned change in the
Finance department. Note the Supervisor and Assistant Collector positions are split
evenly with the Water Enterprise Fund.
205
. . . . . . . ... . . . . .. . . . . . . . . . . . FYIBTOWN � .
FY14 FY15 FY16 � FY17 FY17 REVISED FY17 MANAGER � PCT
. . . _ . . . . . ..... _ .. .... .. _ .
. . .. . . ..... . � ACTUALS ACTUALS . . . ACTUALS ACTUALS BUDGET VTD BUDGET �CHANGE
SEWER REfIREMENTASSE55MENT $ 28,460,$ 33,800 $ , 35,320'$ 43,612 5 43,600. 100% 5 45,575 4.53%
SEWERHEAI.THINSURANCEPREM $ 56,429� $ 42,116 $ 53,565 5 39,733 $ 56,000 71% $ 65,000�� 16.07%.
SEWEROPEBCONTRIBUTIONS $ 7,901 $ 20,000 S 20.000 5 - S 20,000 0% S 20,000� 0.00%
SEWERMEDICAREEMPLBENEFITS S 1,550 S 2,211 S 2,262 S - S Z,000 0% $ 2,500���. 25.00%��
��SEWER PROP&CASUAL7Y INS PREM $ 878. $ 897 $ 1,966� $ � 1,568 $ 2.OW .78% $ . 2,500, 25.00%
SEWERDEDUCTIBLES/CLAIMS $ 2,500 $ 5,359 $ - $ - $ - $ - � �
SEWER WORKER COMP INS PREM $ 12,000. $ 13,864 $ 13,463 $ 15,176 $ 16,000 95% $ 16,500� 3.13%��
SEWERENTFUNDOVERHEADEXPENSES $ 109,718 $ 118,276 S 126,576-$ 300,088 $_ 139,600 72� $ , 152,075� 8.94%
SWRPRINTINGSERVICBfORMSEfG � S 440 S - S 381�S _ - $ . - . .. S '
SEWERLEGALCOUNSEL .. . . S - �$ - S - �S . - S z,WO 0% S - -100.00%�
�SEWERPURCHASEOSERVICES � $ 20,555 $ 20,449�S 7,216�$ 3,608 $ 21,000 17%�5 20,000 -4.76%�
SEWER ELECTRIQTY $ 26,380 $ 28,393 $ 23,501-.$ 13,454 $ 30,000 45% $ 30,000 �0.00%�
SELVERSTATION REPAIR � � S 14,053 S 11,605�. $ 23,205-S ,. 4.714 $ 25,000 19%�S 22,500� 10.00%�
�MANHOLEMAINTENANCE $ 1,925`S� - �$ - 'S - S 10,000 0% S 7,500��� 45.00%
JNFLOW/INFILTRATION PREVENTION $ 38,099 $ 54,833 $ 2,567 $ 14,906 $ 100,000 15% $ 75,000� -25.00%
SEWER HAZARD WASTE DISPOSAL S 5,975 S 12,000 S 12.000 S 5,231 S 12,000 44% $ .. 1Z,000� 0.00%�
. . ..... . .. . .. . . . _ . ...._. .__.. _ . . _..� ---_ ..
. . . .. .. _.... .... . . . . .
SEWER POLICE DEfAItS � $ 3,071 $ 3,488 $ 1,205.$ 2,797 5 5,000� 56% $ 5,000 . 0.00%�
SEWERCONTSVCPUMPSTATIONS S 10,981 S 10,057 S 11,103.S ... 7,462�S 18,000 41% $ 18,000�� 0.00%�:
_._ . .. _ _ . _ ._ .. . ._ _. . _... _. . _ .
SEWERSYSTEMINSPECTIONS � $ 3,968 $� 2,076 $ 6,030�$ 400 $ 15,OW. 3%�$ 15,000 0.00'/'
SEWERPROF DEV/TRAINING S 1,700 $ 1,035 S 7,560��$ 1,004 S 2,000.�., 50% S . _.2.000� 0.00%�
_.. . _ . . . . . ...
SEWERSOFNJARESUPPORT $ 5,063�$ 4,433.$ 12,783 $ - 4,000 $ 7,500 53%�$ . 7,500 0.00%��.
SEWER PUMP STATION SUPPLIES S 2,681 S 6,265 S 5,184;5 ._, 5,984 S 7,000 85% $ 7,000� 000%�
.. .._ . __ _.... .. . _ .__.. . ._.. _-.. ....
_ ........ . .. ...... . . .. ._. . . .
SEWER DISTRIBUTION SYSTEM � � $ 8,790 $ 6,912 S 6,595-$ 8,186.$ 10,000 82% S l0,000 0.00%�
.SEWERCHEMICALS . . . . . .$ 5,782 $_.._..4,560....$ .. 2.694.�$ .__. .2,609.$ .. 7,500� 35%.$ 7,500� 0.00%I
._.__. _... _ . __. ._ . .._ .._.. .. .
SEWERGASOIWE ..�. .. . :S . .- . S � $ - :S 3,145...$.. ..$.... 5.000�� 100.00%��.
_
.SEWERUNIFORMS ,$ 2,344 S_. . . - $ „ -.....�..$ . .. . ' . �.5...... - � ..5.... ' ;
_..__. .__ _,. _..�.
� LICENSES �� � $ 255�.$ 135.$ 337:$ 349 $ 1,D00-� 35%� $ 1,000� 0.00�
'SEWERENTFUNDOPSEXPENSES �$ 152,060. $ 166,240-��$ ]22.360.,$. 77,849 $ 273,000 29%�$ 245,000� -10.26%;
_..__. . _...._ _�... . .. ___. .._.__. ,._. ..._. . .. ._ ---. . . :
WAGESUPPORT-ADMSVCS � � -$ � 24,458 $ 71,688:S 73,660�$ 11,863 $ 11,863� 100%��,$ 12,040� 1.49%��.
EXPENSE SUPPORT-ADM SVCS. _.. .:.$ .-..._.$ ...33,710__$._ 34,637�':$. . ..7,700.$... . 7,700_ 10090�;.$__. 7,825� 1.62%_
.._ _. __. ._.. . _....
.WAGESUPPORT-ACCOUNi7NG $ . 10,050�,S � - S . -� S -� S - � . 5 - . ;
,EXPENSESUPPORT-ACCOUNTING S 181;S . - S - �S .. _..' S - .- S . - �
'WAGESUPPORT-FINANCE $ 31,940' $ 34,920 $ 35,880.$ 30,204 $ 10,204 100% $ 10,350 1.43%
�EXPENSESUPPORT-FINANCE 5 21,581 S 22,524 S 23,143 $ 2,094 S 2,094 100% S 2,125 1.48%
..._. _ . _ . . . ...
WAGESUPPORT-HUMANRESOURCES S .4.886 S � - S -.. S . - S . - . . S . -.. .
EXPENSESUPPORT-HUMANRESOURCE S 2,256 $ . . - ��$ ,- . S. . - S _ - . .. _ ..S __ - �
WAGESUPPORT-TECHNOIOGY $ 31,669 $ . - . -$ , - � $ . - $ . - . $ - � �
,
EXPENSESUPPORT-TECHNQLOGY .S 30.314 $ ......_ " ...S. ._ ' S ...�____ '._....5._ ..__-_..:.. _5.... - :
_. ........... _.... . . . �
WAGESUPPORT-DPW S � 50,120���$ 51,875-�$ 53,302� $ 152,050-.$ 152,050; 100%�$. 154,000 i 1.28%�.
�WAGE SUPPORT-ENGINEERING _ ;$ 63,410 $.___ 65,630 $__. 67,435;$ _ __�._ - '$,___ - __. $_,., . - �- '
_.. .
,WAGESUPPORT-HIGHWAY...... .S 2,553 $ 2,643�$ 2,716�$ - $ - :$ . - : .
EXPENSE SUPPORT-DPW $ 9.638�.,$ 9,975�$ 10,249�':$ 46,042'.$ 46,042�-. S00%-$ 46.620 i 1.26%' .
�SEWEREN7FUNDGEN'LFUNOSUPPORT.. $ 283,056'$ Z92,965'$ 301,022 $ __.229,953���$. . 229,953 100%�,$_. 232,960�i 131%'�
..... .. . ._ . . .._ . . . _ ..., ._..
....... .. ._.____ .. ... ..._.. ... ... . ... . . . . , .
SEWER MWRA..�.._._. ..�....._.. ...�..��..$� 4.499,328 $. ..4,642,124�$ ... 4,624,378�$ 2,861,957' $ 4,800,000�. 60Y..$�.. 4,867,200.�• ....._...
1.40%
SEWERENTFUNDMWRA � $ 4,499;328�$ 4,642,124�� $ 4.624,378 $ 2,861,957�.$ 4,SW,000� GO%�$ 4,867,200� 1.40Y�� �
Local overhead expenses are higher because of annual pension assessments plus a higher
utilization of health insurance. Local operational expenses are generally flat except for
decreases in some maintenance costs. Overhead costs were all increased by about 1.5%
according to a methodology developed by the Town Accountant. The annual MWRA
assessment is based on latest estimates, and the lowest projected increase in several years.
Future assessment projections head back to a 6% annual rate.Note in the Sewer Fund that
the assessment is 74% of total costs, and the"refore a driver of budgets.
206
. Sewer Enterprise Fund
Capital+ Debt
82940I proved Proposed Pro ected=_> L end:Debt Issued and debtna not et a roved FY17-27
_ _ _
SewerEnt Fund Ca ital8 Debt FY•2017 FY•2018 FY-2019 FY-2020 FY•2021 FY-2022 FY•2023 FY-2024 ; FY-2025 ', FY•2026 FY•2027 ' TOTAL
Sewer Capital 110,000 250,000 92,000' 190,000 50,000 i 50,000; 117,000 105,000! 75,000 75,000 75,000' 1,189,000
__-
SewerDebt � 82,940 431,600 443,700 396,200' 867,200 843,200 798,700 774,100.�1,390,767', 1,041,967 1,002,167 8,071,940
Total Ca ital 8 Debt 192,940 681,600 535,700 586,200 977,200 893,200 915,100 879,tOD''; 1,465,767' 1,116,967 1,077,167 9,260,940
, �
' i , I
SewerCAPITAL � 110,000 250,000 92,000 190,000 I 50,000' 50,000 1t7,000 105,000 '; 75,000 i 15,000 75,000 1,189,000
Main:PceCs Comer($350k) '
Sewer Main Lewis;Charles;Howard -"�- T --- ' - �
Station•Chas St1$2t4mi1 debt'- 2 - 50,OD0 d b0 aoo debOnaoo' debfiaoo I debt aoo debt a O'i d bfnaoo, de7btn�ao! debtn�0 _ 75,�00
75,000 675,000
Station:Sturges$1.775 mil deb' 3 debtna debtna debtna debtna debtna debtna debtna -
Stauon:Joseph's Way$850k _4 � debma ; debfia de6tna ' •
Sta6on:Brewer Lane$850k 4 debtna ' debtna debtna •
- - -..._
Statmn:Collins Ave.$1.4m _4 _ debtna , de6fna de6tna
Portable Generator-Collins 30,000
I ' 30,000
Station:SmaU Lane S400k 5 �T- - -
Station:Grove St 8900k 5 -
Portabte Generator-Grove 25,000 '�25,000
SWtion:SUout Ave.�t.Omii 5 j - � -�-
Slation:Longwood Rd.$2.Omil 6 ---- ,
Station:PiUnan Drive$1.5mi1 6 � - - -- .
Meter Re lacements S850k 3 debtna debtna , debtna I debtna ' debtna debfna debtna -
Backhoe 430D � 140,000 ' 140,000
Vaaum Truck(split with StWU) 200,000 I �-- , -
---.-----..._ 200,000
Pickup#8 2004 ' , � _
Pickup#1 2006 35,000 � �-' 35,000
Pickup#6 20�� 42,000 i 42,000
Pickup#11 2011 I ! 42,000 42,000
I II
Sewer DEBT 82,940 431,600 443,T00 396,200; 867,200 I 843,200' 798,100' 774,100, 1,390,767 I 7,041,967 1,002,167 8,071,940
MWRA Inflow 8�Infiltration 1 82,940 59,600 59,600 21,100 21,100 21,100'' i 265,440
SewerStations$2.4miV8 s 2 372,000 363,D00 354,000 345,000 336,000 327,000' 318,000 309,0� 2,724,000
SwrStaiMeter82.625mi1!! s 3 480,000 465,000'' 450,000 435,000 420,000 405,000 390,OOOi 3,045,000
SewerStations$3.imiV6yrs 4 640,667 615,861 59f,067 1,847,600
Sewer Sta6'ons S2.3mi1 TBA 5 - .
Sewer Stations$3.5mi1 TBA 6 i - � --
2��
Enterprise Funds: Storm Water
FY17 FYI8TOWN
FY14 FY15 FY16 FY17 REVISED FY17 MANAGER PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET YTD BUDGET CHANGE
Salaries $ 135,245 5 143,923 $ 128,760 $ 55,405 $ 95,400 58% $ 97,300 1.99%
Overhead Expenses $ 20,ll5 $ 36,091 $ 38,444 $ 19,138 $ 43,030 44% 5 33,500 -22.15%'
Operatonai Expenses $ 9,388 $ 9,672 $ 6,801 $ 18,111 $ 87,000 21% $ 87,000 0.00%
General Fund Support $ - $ - $ - $ 91,981 $ 91,981 100% $ 93,160 1.28%
ST WTR OPERATIONS $ 164,808 $ 189,686 $ 174,006 $ 184,635 $ 317,411 58% $ 310,960 -2.03%
Capital 5 305,000 $ 250,000 -18.03%
_ _ _.
De bt 0.00%
SEWER CAPITAL&DEBT $ 305,000 $ 250,000 -18.03%
_
STORM WATER LOCAL COSTS $ 622,411 $ 560,960 -9.87%
Storm Water Reserves as offset $ (250,000) $ (200,000) -20.00'/
STORM WATER{NET) $ 372,411 $ 360,960 -3.07%>
The Storm Water Division consists of some activities conducted under the general fund
budget, and some in the enterprise fund budget. As a whole, the Division is resporisible
for the construction, maintenance and repair of all catch basins and storm drainage
systems.
. . . . . . . . PYIBTOWN ��.
� fY14 � FY15 FY16 FV17 FYll REVISED FY17 MANAGER PCT -
�; .... . . ... . . : ACfUALS � ACTUAlS ... .ARUALS ACTUALS BUDGET . �. YTD ' ..BUDGET CHAN6E-�
� _ ..__ -�--- -
:STMVJTRSKILLEDIABORER ��$ 39,797 $ 81,834:_$ 85,664�-5 _ 53,992 5 . „ 87,900, 61% $ .__ 90,300; 2J3%'
. .--' .__.._. .._._. _ ._ __ . ._.. ... __. . ... ._ _.. ._ .... _. ..;
STM WiR LABORER $ 36,463�$ 564�$ . ,-__�_$ _.•_ .$ , - _ _ $ - � _
.__.___. _.. ...._.. ... . . . .. . ._. .._. . .. . _. . . _ . . .. . �. ._ .. .._._ _.... �
STMWfRASSTqVILENGINEER �S 54.667�$ 56,482 S 40,414 $ - S - S - � �
STMVJ�R-OVERTIME $ 2,794 $ 4,043�$ 2,384 $ 969 $ 4,000 24% $ 4,000 0.00%
OUTOFGRADEWORK $ � 1,524 $ 1,000 $ 299 $ 444 $ 3,500 13% $ 3,000� -14.29%
STWiRSAIARIES $ 135,245 $ 143,923 $ 128,760 5 55,405 S 95,400 5896 ,S ,97.300 _., 1.99%
Thexe is no change in staffing levels. Note that in FY17 an engineering position was
removed from this fund and placed in the General Fund. On the following pages,
offsetting support payments were instituted by the Town Accountant in line with
practices followed by the other Enterprise Funds.
_ __ _ _ _ __ _ __ _
_ _ .____ _ _ _ _
� . . . FYI8TOWN �� ���
FV14 FY15 FY16 FY37 � FVI7REVISED •�� FY37�. MANAGER PCT
._.. . _ _ .... .._... ._ _ _ . ..... ._.__... . . _.... _ .:_. . .._...__ .... _.... . ..._. __._._. ..__.__. .._.__. ..---_.:
__...----.._ _ . .___.....
� ACTUALS ACTUALS � ACTUAlS ACTUAL$ � BUDGEi � YTD BUDGEf ��.CHANGE�:
STMWTR PENSION ASSESSMENT ;$ 2,309��$ 13,060��$ 13,648�$ 10,030��$ 10,030 100%-$ 10,500�. 4.69%-.
.. _ . . . . . . . . _. . . .. . .. .. . . . . . _. . .
STMWTR HEALTH INS PREMIUMS -$ 10,841��$ 15,617'$ 16,917:$ 9,108'.$ 25,000- 36% $ 15,000� -40.00°�-.
�. . . . .. . . . . .. . _ . : ... .�
� STMWTROPEBCONTRIBUTIONS .$ . 5,783-$ 6,000-$ . 6.000�.$ - �.$ . 6,000:. 0%-$ . 6,000.., 0.00'/"
STMWTR MEDICI+RE BENEFITS �.$ 1,242'S 1 414�S 1,880-��..S �'S Z.000' 0%-.S 2,000 I 0.00%'
3T WTR ENT FUND OVERHEAO EXPENSES'S 20,175�$ 36,091 j S 38,444''�.S 19.138'S 43,030� 44%�-S 33,500-� -22.15%�
.. ._.. .._ .. .. __..---.. �.. . .._.__ . _._ .._. _. _ _.._..
DRAINAGE MAINTENANCE $ 6,522 $ � 7,555,$� 6,501'$ 13,950;$ 25,000: 56% $ .... 20,000�� -20.00%-':
. .._.._.-- .._. ...._ ..., . . . ., ___- . _____ . . �.... . . _:
STMWTREQUIPMENTRENTAI �S._ . . S _ ._..• S_....._ .-...�_S. _ ..' $..._.. 5.000__. 0°h.5..._.. __..5,000_ 0.00%_
STMWTRPROF/TECH.SSERVICES . �$ .. .791 S__..___1�517:$. -_._:$_........... ..$_. _ . S,ODO� 0% 5......... .5,000.:... 0.00°k�
--._. . . .. . .- • �-
M54PERMITTING . . .. ;S ' _ S ._.._._- ;5._.... - J...S . ._.' ;5..... 50,000... 0°h� S . SQ,WQ O.Q?'!,
_......... ...... . . ...... . ... _ ... _ . .._ ._. .. ._...
��PROFESSIONALDEV/TRAINING ��S 1,375�S � 600�'S - -��S 1,004;S 2,000� 50'��.$ 2,000- 0.00'/:
._ . . .. ...;. . . ..
STM WTR GASOLME ��S - .S ' �`$ - �.$ 3,L57:S . . $ . ..5,000' 100.00°��:
STMWTRCLOTHINGALIOWANCE S 700�:S - �S - S - -S - S - � �
5T WTR ENTFUND OPS EXPENSES $ 9,388�$ 9,672;$ 6,801�.$. 18,111;$ 87.000;.,21% $ ,57,000. 0.00'�'�
�WAGESUPPORT-ADMSVC S - S - $ - S 4,745 $ 4,745 100'��S ' 4,820�. 1.58%��.
EXPENSESUPPORT-ADMINSUPPORT $ - $ - $ - $ 3,080-�$ 3,080 lOQ'/ $ 3,125 1.46%-
WAGESUPPORT-FINANCE S - S - S S 4,082'S 4,082 100% S 4,145 1.54%��
EXPENSESUPPORT-FINANCE S - S - �S - .S 838-S 838 10096 S 850� 1.43%�
WAGESUPPORT-DPW $ - S - �S $ 60,820�S 60,820 100% S 61,580� 1.15%'.
WAGESUPPORT-HIGHWAY .$ - .5 - �.$ - ��$ 18,416 S 18,416 100°k 5 19,640� 1.22%:
STWTRENTfUNDGEN'LFUNDSUPPORT $ - $ - '.$ - $ 91,981 $ 91,981 lOQ% $ 93,160' 1Z8%-
. .. ...... .... . . ._..... . . _... . .. . . .. . . .._ . . ....._. _ . . . . . .. ._. . ... .._.._. __.�.
208
Storm Water Enterprise Fund
` Capital+Debt
j Appraved Proposed Pro'eded=_> ' '�� _ I FY17•27
SlormWaterEntFundCa Ital& FY•2077 FY•2018 FY-2079 FY•2020�FY•2027 '��. FY•2022 I fY•2073 FY•2W4 FY•2025 I FY-1026 FY-2021 TOTAL
Storm Water Capital 305,000 250,000 50,000� 50,000 50,000 50,000 75,000 600,000 75,000'�, 75,000 75,000 1,655,000
Stwm WaterDebt 4/1,250 399,000 386,750� 374.500�I 362,250 - '� 1,195.714�''�.. 1,151,429 1,107,743 5388036
ToWI Ca itai&Debt 305 000 250,000 461,250 d09 000�. 436 750�;' 424 500" d37 250 600,000 7 270 714' 7,226,429�. 1 182,143 7 043 036
I
Storm WaterCAPITAL 305000 250,000 50000� 50,000 50,000 50,000�� 75000 600,000: 75000�' � 75000 75,000 1655000
Drainage Im rovm.proje J� 50,000 50,000 50,000 50,000 50,000 50.000 75,000 75,000 15,000 75,000 75,000 _ 675,000
- �-...
MS4Permit:Consult&Ubteet 25,000 � i ' _ � 25,000 .
---... -- . - ''�,
Bond St ouMall and dralnage 80,000 "' , ' 80,000
GroveStdrainage 150,000 _ t50,000_
SNrgas Pah S250k/5yr 1 debtna tlebbe I debtna de6tna de6lna '�,
MainStDrainrepakSlmiUSyr 7 de6fne de6Ne debfna _ de6tna de6tna ' _
Muwt St(sida streets)SSOOk15Yr 7 de6tne : debfna de6tna debfne de6tne ~
Sa us RiverOea n/Permit ' � � �200,000'�. j � 200,000
Sau us River Improv. S2mil �''�,2 ; � I debtna de6fne : de6Ma '� -
--- -...----� -
Sau us River Imprw.(Ip$2mil''��,3 '� � � �- � de6fna . debtna debtne '' •
'ona River DesgnlPermit� �'� '�. 150,000'�. � 150,000
Aber'ona R'rrer Improv.f22mil ;4 I ! debtna de6fna I debtna
Vacuum Truck(spiit with Sewer 300,000 �L� ________,__ - � ! 200,000
Sweeper:Elgin Pefican ! '�. ' 175,000'' ' 175 000
Storm Water DEBT 411 250� 399 000 I. 386 750 374 500� 362 250 � t 195 714 1 157 429 I 1 107 143� 5 388 0�6
prelnageRvjeckf1.75mii 1 111.250 399,000 386.750 3T�.500 362,250 .. 7,933,750
.__ ..__.._- .
Sau usPo'verlm v(Q 2 I �_ ': 385,714 371,429 357,143 1,714,286
Seugus River Improv.(JI) 3 }
I ---........... 385,714 371,429 357.143 1,114,286
'one River Im ¢ 4 � ' � 424 286 408 571 391851� 1 2T5 714
,:�,qS.'',�`3 _ � '4��i °�'` �, ="8"'� � .,�: �k �".:�,�t *_ °a s�t,.� �?�' a; .Fg r" i'� s �`�-`i�s "` '"� � .� :
�� s„�. � �.'S-� �3 S^ �' <'�����' a d'e"• X'�.,�'����� .. ..a� �
�iY 4h. � ��# � s�3*" ��,�3 y� k�a�aw-� r m��� ��'s,g �Y�t�� �' �,��1 #'�.. . ro.' , -��'�ti
�t ��Ai � '"'��k�+i��"�' �' �frvT�1,,.'�.�` �� � . # 3 c.�'��i ,�*� , � �
�
'�. �,s'��'``' �, rt} ��.s w �
, � 7" L ��� �� � �'4�€ �t s�,�a�g� � �.o .�t �� �.��.7�q��'� P 3�`��'' �a .. � ,�'�� � :
� - s �������5z �>"s �� � f.`�i�'t �-,'�`°�`� r3-,'.��,�s�'�'���- '# �d"�
{F ,� d- + ��§ Y � '� 1` 'r f
�.h. � ..s ����. � � s ��: :st 3 �.� "�'� a ���,r��s$� �� �"'£^'� � ��:& '� a� '�"` 'y^ �z Y'
� Y� �'��' �.r� '� : � '� .d � r�'��"�' ?����'��" �� -��� 't ��" .y.X
� 35€ �n^ i f • �.�` � �. s ' y k . � �`r� 'f _:� ��' L'� �.v�.. .� €,�r'�' ?
Y t'.,� '�, �,'� - (�,�f F- a. , z t�- s a ..Y �' '�S: t �'z� .� r-F +�`�Ps
t ��`„,��t � � �"", � _ � � e�s ��t� � �"� .a'� �,�� =���,�„ �
� ����� �� � �.r�'t fi?��.{ t�� � ar �s s �,3 r 4�a�* ��s#;��Y� � x '£.�`*d. � �. ,�,�'-�{`} ���`` �2 .
�``��v� ,��' 3� tk�`.� °t 7_� � .�i�1'$ � 2 - �,„�.,F�`�"�s���� w,. ��8-��'� -,� �d
f �. ,�t,� n,sa� ¥�T� s . r � €' . �� a xi� ra��� �,� . �#���a �
� ��.�����a� '�,_ ,� �,.� ° � �`} '�. ''��'��- ��.'� ��`'�: �s � �i'� .: `��R.'#�` �r ���._a�a��
� �.�:����',��� ..r, �,, t . � . z -� � � � _- '� �� � � $r�' x������.�-��,y^
�,#� � < +� .� � � ��-Y r � r�`� z 3 � � ��-;'� �t � � .w.� r y� ,,,,�.��F i
-�.i '� �e-�� �n � tt *„ ��, .� t s. ax �.� � j�i
' �� " '� s } "`s'� 4 ,����� ._4 �s r.��.�,�k � �'.� r�r-��� � �4,S' ��,i..� �k�'��� a`��'�,:��.��,� ���� �F
T
s �
�; ..�.. x ��` �'�c .� ,. r�� � r r � � .; 2 � �,.�t �. �.�,4 -M£�''
. � .,K� � '° < '4� � % � � � ,.c��>�.�,� �"� t�a.� �"� "�t �
� �A �����irr u , �e' �; � �,`" '��� 4.� � 'K. �J" T ��"-a�'"��t�'_�`� a��v�� �:.J p � �� ���
� .� � +6, rr^ ��ss�k,�i � � s� � .. � � �..� �" � 3� F .. �k,� TS+y� 5+,.��� �4,fi,y. d �� ��,K. ���Z4.
�` �� �� -+�s
�. z��,, 5.'�: �N�"a�.������r r`��^� r�, �'' a� .:i � �y r ��-*3„�"'�.`£. � -�^s�,��'�. `k°�� � g�P
- '�t �£ � ��� ����� , � � �` •�� �" � p � �t � _+ � f� s ��£ �'� �+ s �� �� ��kt
� * �W��� ���z x � . `'�a� .-� .,` � "x ..�."� r '�s ���,„ '� ��-� ¢� � ���r,
-
. � sx _ �� � �'" ` � < . t� at� ' � �' � �, . � r
. _�� .,�.��! .�. �� �..��"�-'�..s�.��� ��..,�r�.x. �.z....,'�..�.,._�`�:,,,. � �� }��. .-�..�`..,� >'�:`,�� ...3,>.� ��.....� .�. �� ,.�,��.*�.�� _���-'�.a<���e�._ _
; � ,� , _.. a __.
209
. v ��, .
� � ��-- � �xti�-�� :.,; -�� �;�_� ,.,. �, _.� . _ _ _ ��
V! C
. � } �
W � � `� �
H �
�
m .° "_° � _ '�
LL � � o �� � � � m
� � U<� Q � L � �
0 � � � � : �UU� �
N/ � C1 � J�.. . � .
LL. d a
O � v �
m � �, � �,
m � ` �
v� � s � � �
�� � �
J � U . N ,� T�C�U� U L-U � ��0
� � �C N � •f6 �' N m�, � � �i
��a � C L��.N � J �i f6 �
O > N
. J'p Q"�=� � �UI�.N.� > l4 O .
G7 p W � IiQ � �
N � U � a �n3 �
cn a � o '� -� � _
C � �
3 � . W 4' ;
O
U
� �
N �
C C
i� . (�0 �.� p�$ . � � p ��O . �.
� � . �
(n f— ll� v.. w, f6
� Q � L � �C Q R
Q � � �U � � � � ¢ � �
5 � Z � � �' a �° W � � " '�
` � U W � p u- •c � �� y
n ^ O G . � Q�. - . . `Z c`II � � . � �.�.
i .� O �
� C� �-' � ~ t' ' �'
C � � V `' w
•= L .� � A/ W �
LL J � �
� m � � W -� � � m� �
w+ � N � ♦^ ..�'.� � � � ccuc �`
�W/ ; L Q� V+ d � ,� � � � � N
LL :�.+ � � �� LL �,°', C Z Q � c� �' �
� � V— � O Q � : � � Q ¢UF-
0 � � FO � 0 ~ ►�-
_ �j .Q I` OC , �
a o �
� � o o .� � �
� N m � v `� � � � ��
�"' — �. ... rn .c � g •-,`°� �
.Q � �
C u: �"c E °7' �� � y � °' o �
Ut «.� c� vp rn � � Zt/� = ��� c
��~�+..��� � tn .N� Q � •- •� a� o �
,�.��.�'a'`�¢ C C� v� � � ,�v � o �;.�'� � � �
r�'` -a�l���¢�,k.."z� � �.N o � 'o � a� o�
/, � a �`� O � !� � � mn. = U � wa � >
(��� � �d ;,�K o�� U � � i� E E � �
io, :�k1 V a U U
� -rtr�� �, Q
`�x.''o �,r`�`���'�, �
��LEc,�'�
-A.._.�...,�^-'-' �
� w U a`� � `�'
`.�
�' � � �O � �,
�i,E � � `�
� �� .`o . � �N � q�.�.- t�. O�a�o� c
C tA .
W t.� m U m o � 3 � - oc)o
� � �, .>_��y tA.U � ca� � t������ � i.�
zw � o � � � � c Qv °�
� v, a v c � C cap w '�ow
G � � � C ° m �S �,� � ~
C � L � d � mii � �
C
Q .°' �' Q .
U � � °'
d
0
J " N � :
� y � �
W rn � , _ �
O .� •� w 'V '_
2 p � 'J '�j ` LL m
(,) _� a � � �' �
�i � �" U�
� �1 _
O O O O O� O O O � 'c�! OI � "�:>::. . . .
1� o 0 0 0 0 0 o v o �i ' v • • n
N � N O � o p � N N N " �O N iS
m A C�'� N � V � ��tl T � '��.i'�'� O� Of 4
� N �- e- a- N V Cl �D N ':��t! �- N 0'I��I
LL ' �4,�, ,il; .
N o � � o 0 0 • o 0 0 � o �'o o� � � rn �o o �o o - -
� O � � � �- N N N N Y� ":O O. � � � .
N .- n v r � � � e �m
} � � v �vi vi �c
LL
0 0 0 0 0 0 0 0 � ��-� g o c� o$�.
� o � � o 0 0 � o o � o 0 0 �i�� �- opf � � v�'+ v+
� N h N �- M < O tt� O ��' .O CO � - O�C- N 00.
N .- .- .- � n �- �n .r o m in o
� � a �-
LL
� o 0 0 0 00 0 0 00 0 0 .:N �,m' v o0 0 � �
N o � � o 0 0 0 0 0 � o 0 0 �.a �o cv � o o _
� �p'' N - O � O N N N � O • G �i ��.
N '- � � tn iD � N � � � O� M ' O < �
�. h < < N
LL
eF � � g � o � S o o $ o o $ , --o. r�i � o o � g .
N o � o �n o o _ _ . _ _
O O N � '- [�I � � N O N 1� N <O
�+ � .- � � " HS ' m <
} �r h � ' �
LL
M o � o o � o � o 0 0 � ^ p � o 0 0 0
�J o • 0 0 0 ' o 0 0 0 o N �pDf �D o 0 0 0
� O N � � � N Q ��p N N f�:+ � p� � N � � f� "
N .- f0 � M < [O G ;'. ^ `C iD o �V <
� Hf' N
LL
0 0 � o � � o o � g � o �
N o o g o 0 0 � o o • o g o �+ 3 _ _ ? '
O O � N � .- C tti vi � � �
N •-- •-- � � M i0 � � � m M _ .
� � M � ' �
LL
O� o p � o � o � O � � N O o
' O O ' O ' O O O O -I� R� �
N � o o � � � � „' c� m � �w � �i m
o � o 0
� ty ar'� M N N
N o o O S o O ' o ia u�i o O o � e:� V�' o � �
p n O O m OO O � � th e7 � N O .��l�yp. N � �
N f�J �- N aD `W � a0 00
re- N���' O�e� t�i N �`I
LL
0 0 00 00 0 0 00 00 0 0 0 0 " m � o
� o 0 0 0 0 � o 0 0 0 0 0� a; '
� h d � O O N � � � N V> N. h �- a�0 � A
N � r- � <o r . « v� n
�. N 8 � � N N N
�
00 $ o 0 0 0 0 0 0 0 0 �...�.�.� �' � a v ' � . .
00 0 0 0 � • o • � o (�
NH � .�'o o ' .�- � � v' � cY'::� a �l' �3' t1 N
�
O O O O O O N � O O O � ,
~ O O O O O O ' ' O O O O O��� � t�O O O O _ '
O �ri m oo � oo � � � ac vi vi � � � N o �n
N N < � .- � m i0 � b :\v " N a0 N � � 10 ,
�„ V � N � nl
LL
d
� t � y O c o
� C w y � •��.d a j a � N � �
(r C ' � O a' �"' W �
p � v c m � tn o E b w . � ♦ c m. d ? o � p U
� � = c . . w 7^ n � � - r o z � w o'-.
� m' S d Z Y -� � � . d m n > rn ¢ a
" m c7 y . �' o a o Q : e Z U a � � o' J � "
e� o 'o � y tn N 'u. a w a z r � � p � _ 4 �. .
� tn � o ' � m 8` Y Y � '��-' 2' � z � d a � .
�{ V � d Q "�' � O O O U C. F��- ll LL LL a
m tn � v� g u u tn 3 3 3 J � � A � `° t' m 'm
CI Y � � � :e u � ,_ ._ u ._ ,_ ,_ Q �O O c o � .� ¢ _ �
� �q 'u ' v � � ' � � > > ' O \ '�.Z z �' v v � O c � ��.
NI p �i d Q 2 ti C O. a 1 6 �. t- -_ LL. O Q Q Q H Q (.) -.
211
� oo . . . . . . . . � o 0 0 0 0 0 0 0 0 0 0
N � p . . . . O C O . . o o p . .
� N � V < R < V' r'� o N Q < � ' ' ' o
l�l. f � '
t� o �
N o
� o a � _ � . � � , � . �
N � � �
�- �
W
t0 � � o
N � o
O o � � � � � . � . . . �
N .Q
� K � �
LL
� o � o
N � a L`ry `
N � � O � m � '� � � � . � � �
r � o o q
LL
O o
N � a n m .`o a a a ,c g _ � � � � � � �
� � � 0 O O 0 O 0 A
� `
LL
M S o 0
(V o .- O �
N '� O � � O � � O p � � � � � � � �
� �
LL
N o ' 2 0 0 0 0� o 0
N o � "' ^ � . � �
� N W N �Oyi a � i] .p g O _ O O � O o O
N .- O O O O � � � � t� v N v o 0
� x
LL �'
� o o � o 0 0
N o �
O N y � � y ._. � � d .Cy h � O � � � � O
N " � O � O 0 O O � � O r o ry � _
�
LL
O o � o 0
N o � � , o
o ui a a .o a a a a .o �i � � � , o g
N � � � O O � � � � O O c o
r �
�
rn o � o � � o � � � c o
o e y a y a a a a a � � � '
� � o 0 0 0 0 0 0 o p "`3r � �n � .
LL
a�- o $' oo e o o e
0 0 $ a S " � " .a S a o 0 0 • � � . o . o .o �
N m d m y m d N � G o �S vf N
r N O 0 0 O O 0 � � � O �- v v o�i a0 N eV
LL
1� o o � g . o 0 0 0 0 ..
o vi a a a o a � n a a � o � o o g � a �o o � o d o';o:
� H � � � � 0 � � � .� � � e a � � � � � � �.
LL
. N � (n fn <n Cn fn !n �
� � E o '� m R] m � � ' W ' W
n p� o � � O Q Q Q m m
e� a - rn c y
� � E '�E � ? `� E c o = `= = o
n � 'o � 'N ^ o E a� � 'l�' o � i � m o A
v � a � ` � �E W � x ^ N � y E E E
o � '�' m � E _ :n � y � � O� w � 'o y
a~- � � � i � � - N U � E 3 Q Q v W in O ^ N � o o `�' �. w
� ^ a � z � v o � E � o. o o '. m � a -o � i` "' 'S�' � 3 o N � N .
r' O a w n � a m rn o E � rn .o w E rn LL LL ,c'�i � V � N 3 .� E � _ � � �, o o E .�.
_`-o o � tn D n 8 v m m c m a m � � o � j c 'a �`- u -+�� W � y, �' �, m � LL � N o, = y in � c
'_ d = a ` � = d c� � x 2 2 0 �- . � m o` � � `o,
_ cm'n � z- c� m m � m' � _ a c? m � y. i. 3 � " d °: m �- �- �.�, in � � � o € � 3 � � � € o
`� n = �v u.
"u x � �S m � t '�°�' i ' m d = E � � _ 'n � � � u+ � Y c � a 9 u v m � m n � .. F Q Q F �' F Q � ��
� m a a = a � o S_ � � .-> u " <
4T. � m o Y o m a � � w W � a in �n � w W a U LL a a > m m q w 2 � U 'u. U � O � _ � O � p = LL �
212
f� • O o • O O o O p Oy� O O O O O O O O C '
N N N N N nj � p' �D m � N _ _ Ov Of N � O � 1� N � N N O V V O � N N 1n
� �G iD V v � �G < N vf N
}
LL
N � . . �
O
N
LL
N , � . �
0
N
�
LL
N � , � .
0
N
�
� o 0 0
N o 0 0 0
p o 0 0
N h � $
Y
LL
N � � � o 0 25 0 3
N � S e � $
>-
LL
0 0 0 0 $ o
N p o - o o ' o o � O o
� V v t� � '- � o .
N �
r
LL
o g a g � � , ,
O fV �O
N � ip
�"
LL
0 0 0 0 � � � o
N o 0 0 0 0 0
O o � o � o '
N �
�
LL
•� $ o 0 25 0 �p o 0 0 � • � 25 0 �o
� � O � O.� _ O N N
N ^� d '- � � �
�
LL
p� � � O � O O d O � � . � � � o .
O O O O O O O Oy O O O O O .-
N N H � � N � � � l+f . N N �[1 m d O
�
r O O O O O f� O Op O � O O ' O 0 00 0 �
O O O � O O O O O o S S O O _ O
O N - o O��. O� � .�- � N N � O�i O, O�i �
N M
�
�11 �i.l �L _ _ = c c c c C c � � � U � � 3
Y Y Y �i 5 S S � o o A m m � m N � Si � Z = 2 0 0 � N � L � N � P 2 �
U U cJ d a a 4 d S � � C � � � � � � F. 1� f� a a 4 �S � � �l �i �L v! h J 0 O �
M
�
r� E E E E E v v m v � v � v v
o m i w � a y m m d m m ¢7 � m m
N N � N N 'y
� E u u � u '" u u E u n
' o E o � �'.Z. o � L ' Z t E ° � o 'c '_ L 'c � 'c c � "- � o
� L � c fi ... � u �, u E � o �, c .4 0 .. � c� o > > > O
y � .� � T �. y e, fn LL fn �, ro •c � w � d f. � y � � � � rn � � �
� a` o � � m` . � m � E p ,ia p m m p � °1 0 'c � � fO f � ` � � � �
W��� W p� J LL pi E.. J �il S LL C W O �y S � J �1 J = � J p � J � m J W J J p
¢ c�.� d a � U .d ¢ c3 ,s ¢ y �m � �d Q U _, 'L `'-° ' c �
�- a a r- a f- a � a o F- a a •'- a � c = o "' � c �' � m m ra- c � � � a ra- r r
o > o m > � o > o o �° � o > tO = > o � o 0 o m o $ o S o > o 0
r x ci �- w x f- _ � � � ci � r- x 3 ci m x 3 c7 3 � O � c7 � �- 3 S r- 3 � ,- c� � r x r t- 3 S
213
� ��.o � o 0
N H � - � � � �� o 0 0 0 � • • o • o 0 0 0 0 0 o g
� O V t"� N . N N ,'fi�'�.� OI �- h O N y _ _ � N vj ��\�4
� ' _
LL � ���.�� ,�
ii;: ��
� o o � o M�� o o �
N o 0 0 0 0 S �
N N o ���'. o � ���. O C p N .O p O S O� �•�
�.. � .._� . " � . W gi m .�
� � - -
�O o �p �-o o i o 0 o a
N o ' S o p �� � � � �j V
N Ti � ,,, � R o r�, � � ?� �e h �
� "' q m m � c
LL «�a,"§,,.� � ��
N � ��� � � � � o � �S o b g�p a
N N N �. N �IJ 3`-'r:G C pj y Q pO � � i.}
�L
� � Sf`:� �'_-� � C N . w, t
.O �, �}��
� O o0 �.0o O �.� po O O g > Q N To��
N n o 0 0 0 o S o 75 g <tl .� �
o ti - o � ' �n ' .
N � '�' A�` � p�1 � N N '� y � �O � ����
O `u�
LL � ��w�',... '� ���,�
� ��M o @ c.O �.p �
N o o , o o , o ¢ �
O Vi ' ' " z5
(V � N (V � O � �"
M � � \Q'
LL �' �� � �
�. o o � �.,e,
N � o
N o o �o 0 0 '� a`r'�
N N � � � N .`a .
}LL '" „���. O L
� � � �
0 0 0 0
N o 0 0 ��`�o p E � ,� w�
N e o � o o _ '� � �
LL � �.`-�' � Y Q y3 .
��':.$ o � � � � Q ���:
. t�.� o 0 o t o 0 o w � 25 �
0 0 � .: o p u� c
N M o d o O� o � .t N ��:�"'
LL � � � v
�
T o o :, o 0 0 $ � o � v
0 0 �' a� �
N � g �� o o ��� � '
� � �:: � t� 1� '. g � °�
3' � �
LL a
� �
£+
� o g o 0 0 �'�a o 0
N o � . v v $ u v' ' � y;ka�.
LL ' ' �
� � o � � op �o � � ��
N m h. a'S �.: � _ d .`o
�. < C �
LL w = � �.�
� �"
� �-
� y :
^ o �e� �
� i'i . a Y' 3 �.r. ¢ d
� � o - n m � n - o F- � � �o:
0 0 � y y�� '�' c ` � °��' � N � o A �N E . d vi y���
a _ .�r� o N '� � .. '0 � N � a rn 'E ` o � :
� c LL ��'. � � 2 E ; a"i � � � y v � � �- `2� o -a� ���
^ � j _ c' n c `o c' , V �2 � � � � $ � .'o» g' °' 'A Yw �' ���
> - B in � °- � c .,� - o o' V � in '�i a
G " m u � � � v 8 ` � '� c o .0 .� y � ,C q � o, v t c °. '' � "Y' as c o ,c�
_ � � W ii e '�. � ;�.o� o o � � E � ~ = ..�°y � ~ a _ �i 5� a � � 9 -� o- a`' tO e � �.
, c
a � - 'E tb- F- s ��..� a � _ _ = y `o � � LL c' � a w E ? o w
� O c� � � �: Q c� V � � : �'. w x Q Q � Q Q z � "m m m m 3 (n x' in Y m � �
214
t%�� O O O O 00 p O O o O o O O O O O
1� O O O � • O O O • O O �O O � O O O _ C � _ O O O O o O
� � Q �O O • .: �j T a0 N N N < V V a0 1� V a ' M V � 10 O In O I� O V �
iD O
Y < !'
ll-
':':Y+..��
.o �\" O o $2 � g�� $
N p � p $p$ o O o o �
0 � � � N < N � � N
N � ;Q
Y "
ly, '';¢��?�''..'�. � �
0 0 0
N o � � h in
O N O � < Q
N
r
LL
N o S . �.o S � o S
O O oo ` �n �
N �
�
LL
N . $ o �.. ::: o ' o ..�.. $ §2.
S
o •ri:. ,.,, m
N
}
LL
o'' o $� 0 0 0
M o 0 25 0 0 0
N � u�i � � P v
}(V
4- �
0 p 0 0 og
N p p : o O
p O C-: � N <
N ����� e N � �
Y
LL
S � o o � �
N ` � �3 � m m' , .�.
0
�
LL
o � � o ����� �`;�� � �� � � ��. .
N
NQ N, ' iCi cn
�
LL
o .: p � .g � � o .�O
� o o � ., o � - -
p -o o �..' ' � � � . �;in
N
Y
LL
00 �' o o �.o d..�o�o � . .
� . � w v v � v .�- .+�
� oa O
� �a�
ti � � o
O � � N �n M
N i� . p N
�
� '-' � � a�
r �i LL �i LL ,LL `c s d
� c c « c� « �'�'
� � m � �' � �° ¢ � 6 � �
� �, Yoo �, - � soNQT o e � ,
o � � � W � . y d J �p
N _' � � � � d � O T C o p � N � � � O c0` � N a �`1
� �' Q: � � d p � v N t�_p O . � y N O N {Nj 1p`� �
' Is' N N N N 0 O E N v � v � A � � � ' N LL.
v v �- O1 ••
l'�l � ��� �:�. � .... v v v .= q � Y � � N � n m C � N N C C d
f%; . tr Of Of Of OI Sk � m d U U Y N = O Q a � N N ai ' � .
+Le Yi c� � 2 Z a r- E E y U u � a � n��. .
A �, � u w w w` w �. m m` � c � j r- E o � �' - A � ¢ y
� � n S�; '_ n �' � �' m � a � n m E y 0 � « a � � •. � � u o
� � � ". a �� o > > > E v E E E m m � � � �w " d m � _ ` E � � '- � v �
in a-:;..::� w,-: �� c. a a a a' � ¢ a ¢ a a a ¢ w ¢ a � m m` r- � S �-' s� x a > � �
215
0 0 0
N � o • � � � • o • � • p • o � � o � o o . . '
p� .- � .- $ �n �n m v> �n �n v r. " p� ' ' � � � o '
N � m
r '- � � �
LL �
n
N
O •
N
�
LL
� o 0
N o 0 0
0 0 0
N �n v�
r
LL
N � o p o 0
O o ' � - _
N r �
� �
LL
� � o
N o 0 0 0 0
O o o ' -
N a �n �
} "'
LL
M � o � � � Q O
N o 0 0 o ZS
0 o vi � � _ '
N d m Q �
y " •--
LL
N e � � g o
N o O
4 e= w o N G
CV � m � ry
�' �
LL
N d � O
O O O h �
� 1'f .- �-
r �
LL
O � � � � O
N o
N � m �
m
�
LL
T o 52
o v: a
N r � �
�
LL
� v o o. o � � $ � 'a
a 'd' < o 0
N e �� h ' � M m .�m .
�1'
LL
~ o o p o o � o po Q
O O O � �
O � - p ^ _ � �
N ao N � N v H u�i v�i
'- e
LL
� � r, o ` o � � o 0 0 � o ^ � � o �
m
�l
^ E �
M ^ 6
� S O ^ �
l` d ^ p W o � � � � � �
� � v o o ^ g m - 3 � x �n r ^ o c+ .
N o � � � � m rn G N � ti � N N N � .
."- � n' ` � ` '^ m Y ii v v 2 `" > � x E ^o �' c � m � o o c.i �.
a a 2,. at u � Q m N a, % o` o m u
M � d � � j A _ d � O —��j � U j LL C v N �-
. Y c � � m � � .Zn � u � � v o � � } t '� U � n � � y d u c� � c b .
` �' 3' � � = w v � > o � � o ' vw Y � it u x `m
� u � tj a v > > v . rn � ic yj o v' � � � � �
3 � p� c0 O� c Y LL. E _ J � � O �L v y � � p
u f' ii 3t 3i � p. � 2 U LL U 11 � �y v� ¢ � � ` J � � ~' C l6 S S O �,
� � Y � � � c � y x Y Y � s LL � � � :� Yj .� L L � V n � d � o 0 0 o O
G� J V2 H 1�- /�- Q p S d R d a a S = U U � W m �' U
m m tn U m w in in � U� in y
216
v
n $ 0 0 0 0 0 0 0 0
o . . . o o . . o . , o :�
� � V N � m N ' � N N N o y�j Y�i O h �
�. � Y �O � .
LL
ti � o 0 0 � o o`"
N o 0 0 � � o o'
o ' vi o0 0 0
N O N O N "
� �
W
N � S � �o o � o �
N o 0 0 0 �
} ^ �
LL
� o 0 0 0 0 ��'� -
N o o � o o '.
N � ' o � � ' � ��
� � b
� -
LL
o �
N O o 0 0 0 0 o O O
N • o o v�i � S S '�9� v�i �i S �
r � p < �O �D N
LL
N o 0 0 0 o e $ o '
� eV N o g a � v�i o ��.
N p c �c
N
LL
(�J P Op o S Sp O O O O��.
� N N N O O �y � � S N�')
� .-- �] V tG N.
�
LL
N o 0 0 0 o g o 0
O . ry N O � N N O N-
N � [� R t0 N
r
�
0 0 5� • o 0 0 0 0 0 0
tv 2S . o 0 0 0 0 0 0
� ' -� � O O � N O �
� �
LL
� o Q o 0 0 0o g o o .
� N ZN N N O O g a b i0 N �
�
LL
� o � o 0 0 �o g . . g o 0 0 o g $
� ,,i � o 0 0 0 0
N � s N rri N � �.i� �i � o o p� g�i � o � ��
Y
� a � �
LL
�` � o 0 0 0 0 0 0 0 0 � o � � o �o�
g o
N b '- M N � M M N N I� � O � O � O �[�i
O N �O
�
LL
0 0 o v c ao c c
N
� Q
rri �' _ u a O
� O � �-. ^ � � � � K
°i m m
� Oi .... N u � 6 O �-Ej � � J �
no J � p N n rn ,r... o c E " �, yj � N � � ~ � ' .
c, � v `U e ! O
` � y .^. � � �. � Q � K � ,g � n' c V � � m u U m �' 'e z o V.
- � E O1 � rn � _ �[ @ � �
� � � `" u a'i �n ^ � O "' n O w � E � aEi $ � a b a � � LL � Q
v y �o � � � .�c Y �' � rn o 2 m �: m E E a � c E • c � � O
�• U a o � � o �' o V � � V �. � c n. � c P. � E C4 � o o � LL CW4 > �;
3 � � � � = E ` ` ` � " ` � ` � 3 ' � 3 d e `" ti � � � rQ- ';'.
v�i '� n � � � vEi vEi � � � � � � � w` in r�-`- u- A ii o a C in in o 3 c7 � c� � ':'�
217
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
d o 0 0 0 0 0 0 0 � o
V N N O O an � �n � �n �
d O O O O O O p' O ^
��} t0 � �fJ cD �p tD �p
� �y N
� N O O O O O O O O O O p o �� O O O p O
V N ��ff O O � � � � � �
d O O O O O O p' O �
p} �D u'f tI� aD �p <D �p
d ty N
� O 10 OO OO O �O O O �O O OO `p �O �O O O `p O .
f) f7 !) t) �» t)
t„7 N t� O O t� I� 1� O � n- nj
d . V O O V' d' � 'cf � �j V' �p
�p� 1� � lC� N N �� h. O �p 1� �
� V V V � M r. rt N
a
do 0 0 0 � o 0 0 00 0 00 o ao 0 0 0 0 0
V N O O O O O O O p O p
d Ol O O Qf O) O1 a0 T �j
� �' R ct V M � `�7 M ^ V .. �
� �y N
d N c0 O O O c0 e0 O ao CO O p m � O O O p O . .. � .
p C� O O O Q� M cD M W O � M �D cD � �D
(,� N o0 O O O oO (.O N (D M O N [O N N � N
N
p � � � M � c�D V � f�+ f` N � ti ao N pMj o0
� LL N � N � T V M ti m N N N N
d N N
'O N �D O O � �D V' N V O p N N O p N
N � 1� O O O t� � C'7 � � O p � .. M M p M
C� N 1� O N N f� c.0 � �+) 00 O � M st �Y tn �f � .
Gl � O) O N I� T O Q] N V (D ' N 1+ 1� nj i� ��.
'�^� � l0 M N t0 � ln � N M pp �f � 00 � Q 00 ��.
00 M ll� CV � � � (�'J e- � � c0 CO M fD ti �
n. �'�' V' M � N <- � fV N N�°�'��
v e����
� M- ' M O O O M N O p N N O p N�,�'t.
� N at M O O O M O M O Il� O � O e'7 M � M ;
O 1Cf O O O � CO � tD CO O ^ �D T O) N Ql�
G�1 N r�:. M Of lC! V � '�7' 6) - Q1 i� l.[) (p' Q� M M ' M ���y;
'� M � V I� � �fJ . Q� GO V' �p � � M M � M�wir.
fV oo M V 'V .- N �t O) Ch � V' 1� i� M 1��
O. � � M � N N N N�,P�
"a N ��d !O O O O <O V N � V' O p � N N O p N
d N m O O O O� V' � � O p u7 � p �
V O c0 O O O to c0 O cD (D O p 10 O O p O �
G! N : � O u") tf) c+J o0 0o N V- nj o0 M M p M
'�^ �, oo V' M t0 O � � O � p� � C1 � �y T
� 00 V V � N c�7 e0 _M .-- e0 1� 1� � f�
O. � a e{ M� N �- .-- c- N N N
"O e .� 00 O O O oo c0 N c0 c0 O p cD N N O p N � .
N N a� O O O O O N oO N t� O � N CO c0 � 00��`� �
V O �: t0 O O O �O V V_ � O N � ' e- .- f� < "£�
6� N .�,.. N N O tf) 1� V M �!' V' M �st a0 � p0 00 ��
• uY V l!7 6) O �A lfl O V Cfl p� O d' 'cY N V
0 �- �D O1 � M 1�- N � ' W N C'7 00, oo CO �+-j o0 S�� .
- d. V- sF M � N � N N N ,�k�
"a O ` � O O O � N N N N O p N �E- N N O p N��-i �
N N 3, � O O O ('%) a0 M M O Q C"f '�.�,°. �00 c0 p OO'"�"`�
V O � 1� O O O t� N '� N 1� O t[� N ti �'cY V' ln ��'
Q1 N �a`r. . � �Pl O tfJ � i� f� 1� N N N !� 4e, N N ri fV ��
c0 CD tIJ � O V' CO O) i� p �D O O i"� G�P y
•� �- !� O) lA C") CO (`') ln 00 N c'') N 00 T � M �
n. V- � M� N N N N
'C C1 � M O O O t�f N O p N N O p N '
G) � M O O O M �fI aO � � O � CD C+D o0
O `: N O O O CV 6� N � m O � N N CV
CJ N �.� � u'7 O O '�Y O c��"� � C`") c0 r- \;. � V est�
•� �.. t0 i� V' C'� T M c0 1� M ch fr �� O) O� Q) � �
d � !f M e- N s� N (V N'
d OO tn O O O tfJ M N M M O Q M � N N O � N ; '
,� r- o O O c'7 07 M M O M OD c0 00 y$- �
y7 O oo O O O W N u"J N N O N � tf) �
a,.
� N M O lf) lf7 M t!'J N O O O O � M M M ��
Q, � tD O t.C) Co tf� N tO f� (n <D oo N o0
� �- O ol t� N O M t� O c0 M O Ql Q� T .
� LL- �'j ['7 �- N N N N N N�j
'a 1� co O O O �D N C N N O p tV tl' V O p � ��
d O O O O O f� M t� I� 1� M M M m� �
� O c- O O O � 1� c`"T f� I� A M (�") M
O N `�: M O l!7 I.f) M N O 1� f� 1� �f1 117 V'f �.
N tf) M O O O M M M ��
Q.�- � co 1� � N �- c`"J o� 00 � oo O O O �
. Q �3- �� et M� N � � �- r' M M M �
��
� ^� �. � � N � � � � � a ���-- .
� � � � � � � v=i � p 0 r" � c� a L��+,�'�'-
� � � J � J O � c� tn ` a ' -Q N al �O ,0 "�
rn.� ch � �-.� �.-o J o Q d p p �O d��"g
5 " � t� a'� °' ' °' � `° v � o v � "
v � � � � � � �+ -o a� � � � `�
aRi c�i � 16 c � c � y y � c - -p > � x�,��'.'.
� � M d '� W t W J O o � o ;c� W� ��
O d � Q� y � � d� Z U n � ��3�
� � (7� �� � L ¢ C �y a � Z i� �>
F�- O :�, a = �� � m ��- �.,,;
218
�
y o �, o0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 :: o 0 0 0 0 0 0 0 0 0
V N - tP) � �f] � �
d �.�: p p p I� f�
'�� � � �p C0 N N
a LL �
do ioo 000 000000000000000 =$ o 000 00000 0
(� N . �n � h '�l-;` �n u�
ar o 0 0 �- r� r�
� Y' `. � � � N N
d 4. -�"'��.
�; O O O p O O O O O O O O O p O O O O p :a�� O O O p O O O O O p
� � i����.. 1� O � O � 6"�'a` N N
� ?' �,�� � M � � � �� N N
�
LL
p. �,E � �
� � �• O O O p O O O O O O O O O p O O O O p �, O O O p O O O O O p
U � � � Q� O O �'��� O O �
d N �� Oi oD � N � �
•� �' �: R M ^ C") � ,:�= N N
d LL ���
^ ��:
����. oo CO O p a0 O O O O O O O O p O OO O O p s ^ � � O p O O O � O u�i
V � : cMD M O N � p N N ': N N � 1� O � �
� � ; � O) O
p - � f�- N � M N � ^ fik' N N N N O N
LL -: Q> � M r- M M ' a- �--
a
'6 Q �"�� st �t O CD O O N oD CO O O O p O O O p p ' �'� N N O p O O O O N p �
C! Q � V C' O p 6C� � M O O p O p : M C7 p O O O o0 � p
� M oO O tt� M O� O) N O p V' lfj :. .. �t <t t[� O tn oO Q? �
� N ��, � N M � 'cY N M � 117 �+�j � � �g O�O � p �V N N V � O
•� Q� M � ch .- � ti - t0 c0 c.-� N O M c.J
a � � N N
� � �
'CS CO -: � O p C") O O N a0 00 O O O p O O O O p �?��� N N O p O O O O N p
d N O lf) O � L[) N lf� O p O t[� ��� M M tn O O � c`') � �
O t0 a0 O I� � O V Q� O p C"� � ". Q� � cv � O 1`N � N
� N O�i c�0 � � C.�O M � N � � �V � :: M M a0 O cD N O ti
' t M M F tf� .- O � �- r-
�
•O LL i'�j �7 � M � M � � N N "'� N '- � M
a
'O N �� � V O p CD O O N oD aD O O O p O O O O p N N O p O O O O N p
� N V' O p tA �n � � CV O O p O O .: �O O � � O O � 1� �
O �O tfl O p V c'7 CD O� CO V O p N p O O
d � 00 N �t �j O V' N ch C� l(] �y: a0 �j ;�, M c! p f�. O V O O p
•� 'ct O u� p� I� I� M M � N c0 ty-� V p� :�. O� O� N CD V' N � � N
� - tC � M � M �- �`7 �- 1� I� M N r- c'7 c'7
a �y - �.;r�`y>, N N
'O ` e0 CO O p a0 O O N o� c0 O O O p O O O O p � , N N O p O O O O N p
� N N t� O tt� �O O O �A N O O O p O � � x � � � O O � c0 � tr�
O : ct �-- O N M 1� M o0 oO O O O p � N '.���� a- �- � C'J O N U") O 1�
CI N '% �t' C ("') t� N (`') (D ('7 I� lf) N �vj N ^ .���� OO OO qj f� O � O <- dp'
• o � c0 p� 00 f� M c") � � O 1` cp � p) : � � N N r' M tl� `- cN„� .
� y ��. oo N M �-- M � C") M '
a i�.. ` N N
'C O N N O p V' O O N aO o0 O O O p O O O O p �,�I N N O p O O O O N p
d N M M O p Q� tn u') tf� f� O O O p O O �A°;Y ef �t � � O � O) C') �
O . N f� O � �- O � I� � c0 O O p O tC) .,t � �
y N '. 1� N N nj OO (� t� C' i� N CO i� c�j CD ni a N N ^ fD O N (�
• � c0 (3� 1` p Q) t�. M M CD M O � I� � O -�'. Q1 O�i M CV �C'7� � �
� � �.��. 00 N M �y M C'7 N �''� �"� �
a lL °��;. � � N N
"O O� �� � O p M O O N a0 N O O O p O O O O p '- N N O p O O O O N p
W a- . � tl) O c0 O O �"� N O O O p O ; N � � O N N C�O
U
O �� C� Q� O c0 �CP CO t!') N O O p O? �
� N � e�- � c0 O o�0 M C�'7 I� V � � t"' O� . � � � � � � s�-
�
� � 1� M c'7 V' � �.�j ���� Oi � N N c'7
p. LL . � �- ..^�� N N
� 00 ',��. M M O p o0 O O N o0 oJ o0 O O p O O O O � N N O p O O O O N p
r ": M M O o0 � � �fJ 1� O c0 O O p O O N .��. � � O O O M �
0y1 N ` �-- N N O c'7 1� N ln o0 CO N O O p M a0 N y''. Y'i �f'> tC> O tA c0 O�
� � O O O O M CO �A � N V O) p'� � > �"� M � O � �-
� ��: �n 1� O) N o0 `7 M I� �' t!7 a- N p� (.O CO a0 <. T � c�") N c'�7 � c-
� : O c0 M V' � Ch
� LL �'': N M N N
"a 1� N N O � O O N N o0 O N �D � O O � �� "V V' O p N O O O N p
C7 - 1� 1� � h- O O � N O N O� N N O CO N ,�.�= M M � O f�CD N
> O .: 1^ I� N � � � N V' c�') � N N I� cD O
O fV �� t� 1� f� N c0 O � I� V cD O) I� c'%) � � O � �f t�[) N � �
M c'7 M o0 V' c`") N V � �- � � � � O ���. O O M N M
� � �
Q{,rl. - � �- z&f� e�> C7
er � . ,: .-. � � � � •Q�@ � � � Q � � �` o �� o �� o ,: � � � � -� _ � � � � � o
3 ` �e � c� �n u� � �
v � � � n � � a � � ww o � o E = � � � � � � �n � ww � �
�L `;n +'`J o m a�i a�i a�i � o m � � N � — � -x � � � � c o �� � � o .a� � h
� � O O O N
� Nti � o � � N � — i� �' o-cn � tis� "i � � � � c.� 3 �i `aQ`"9
R a� � u J � °�', c� C� o <° � � E in _ � a a> ; � a� a> o aaa
� � cnr�� � Qo E E -3o i`v � � � 3 � � � o�= .' � n.- a`. � m �o -aaq
� in � � ¢� a`� YLm t�i� � 3 J � b ,3n ,' (j a � m ca � =° �'
� � as"".}'���. � C � _ � o � � � .n` a Y
F- Q c, c0 W m � m m �] � J J
219
• �
�
Appendix A: School Finance & Budget Laws, Regulations, and Policies
Massachusetts General Laws(MGL), Code of Massachusetts Regulations (CMRj, and School Committee
policies guide the Reading Public Schools in all aspects of School Finance& Budget. Below is a summary
of the most relevant sections pertaining to school finance and budget.
Massachusetts General Laws (MGL)
GL c.41,§52 Approval of bills
All accounts rendered to or kept in the departments of any city shall be subject to the inspection of the city auditor
or officer having similar duties,and in towns they shall be subject to the inspection of the selectmen.The auditor
or officer having similar duties in cities, and the selectmen in towns,shall approve the payment of all biils or pay
rolls of all departments before they are paid by the treasurer,and may disallow and refuse to approve for
payment,in whole or in part,any claim as fraudulent,unlawful or excessive;and in that case the auditor or officer
having similar duties,or the selectmen,shall file with the city or town treasurer a written statement of the reasons
for the refusal;and the treasurer shall not pay any claim or bili so disallowed:
GL c.41,§56 Warrants for payment of bills
The selectmen and all boards,committees, heads of departments and officers authorized to expend money shall
approve and transmit to the town accountant as often as once each month all bills,drafts,orders and pay rolls
chargeable to the respective appropriations of which they have the expenditure.Such approval shall be given only
after an examination to determine that the charges are correct and that the goods, materials or services charged
for were ordered and that such goods and materials were delivered and that the services were actually rendered
to or for the town as the case may be.The town accountant shall examine all such bills,drafts,orders and pay rolls,
and,if found correct and approved as herein provided,shall draw a warrant upon the treasury for the payment of
the same,and the treasurer shall pay no money from the treasury except upon such warrant approved by the
selectmen.
GL c.41,§57 Books of account and financial records
The town accountant shall keep a complete set of books wherein shall be entered the amount of each specific
appropriation,the amounts and purposes of expenditures made therefrom,the receipts from each source of
income,the amount of each assessment levied,and the abatements made;and he shall keep his accounts,so far
• as practicable,in conformity with the classifications and forms prescribed by the director of accounts in
accordance with section forty-three of chapter forty-four and in conformity with any systems,classifications,forms
and designations prescribed pursuant to regulations of the board of education for use by school committees.
GL c.41,§58 Duties; notice of condition of appropriations;record of appropriations
Whenever any appropriation shall have been expended or whenever,in the judgment of the town accountant,it
appears that the liabilities incurred against any appropriation may be in excess of the unexpended balance thereof,
he shall immediately notify the selectmen and the board,committee,head of department or officer authorized to
meke expenditures the�efrom,and no claim against such appropriation shall be allowed nor any further liability
incurred until the town makes provision for its payment.The town accountant shall,at regular intervals and as
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 83
22�
often at least as once each month,send to the selectmen and to each board,committee, head of department or
officer having the disbursement of an appropriation a statement of the amount of orders approved and warrants
drawn on behalf of said board,department or officer during the preceding month,and a statement of the balance
of such appropriation remaining subject to draft. Each head of a department, board or committee authorized to
expend money shall furnish the town accountant,at the close of the financial year,a list of bills remaining unpaid,
showing to whom and for what due,and their amounts;and the town accountant shall incorporate the same in his
annual report covering the financial transactions of the town,as provided by section sixty-one.
GL c.41,§59 Annual estimates;furnishing to town accountant
The selectmen and all boards,committees,heads of departments,or other officers of a town authorized by law to
expend money shall furnish to the town accountant,or,if there is no town accountant,to the appropriation,
advisory or finance committee,if any,otherwise to the selectmen, not less than ten days before the end af the
calendar year,or not less than ninety days prior to the date of the start of the annual town meeting,whichever is
later,detailed estimates of the amount necessary for the proper maintenance of the departments under their
jurisdiction for the ensuing fiscal year,with explanatory statements as to any changes from the amounts
appropriated for the same purposes in the then current fiscal year,and an estimate of amounts necessary for
outlays or permanent improvements.They shall also prepare estimates of any income likely to be received by the
town during the ensuing fiscal year in connection with the town's business or property entrusted to their care.
GL c.44,§31 Liabilities in excess of appropriations forbidden; exceptions
No department financed by municipal revenue,or in whole or in part by taxation,of any city or town,except
Boston,shall incur a liability in excess of the appropriation made for the use of such department,each item
recommended by the mayor and voted by the council in cities,and each item voted by the town meeting in towns,
being considered as a separate appropriation,except in cases of major disaster,including,but not limited to,flood,
drought,fire,hurricane,earthquake,storm or other catastrophe,whether natural or otherwise,which poses an
immediate threat to the health or safety of persons or property,and then only by a vote in a city of two-thirds of
the members of the city council,and in a town by a majority vute of all the selectmen.
GL c.44,§53 City,town or district funds;use and disposition
All moneys received by any city,town or district officer or department,except as otherwise provided by special
acts and except fees provided for by statute,shall be paid by such officers or department upon their receipt into .
the city,town or district treasury.Any sums so paid into the city,town or district treasury shall not later be used by
such officer or department without specific appropriation thereof; provided,however,that sums recovered from
pupils in the public schools for loss of school books or paid by pupils for materials used in the industrial arts
projects may be used by the school committee for the rep{acement of such books or materials without specific
appropriation. '
GL c.44,§56 Towns;fiscal year
The fiscal year of all towns of the commonwealth shall begin with July first and end with the following June
thi,rtieth,and the returns made to the director under section forty-three shall show the financial condition of the
town at the close of business on June thirtieth; provided,however,that the treasurer shall,until luly fifteenth,
enter in his books all items for the payment of bills incurred and salaries and wages earned during the previous
fiscal year,excepting payment of school teachers'salaries which have been deferred under the provisions of
section forty of chapter seventy-one,and expenditures thereof shall be deemed to be as of lune thirtieth
preceding.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 84
221
, I
� . ,
GL c.71,§26C Contributions and federal funds; use
The commonwealth and the school committee of any town may accept funds from the federal government for the
purposes of sections twenty-six A to twenty-six F,inclusive.The school committee of any town may receive
contributions in the form of money, material, quarters or services for the purposes of said sections from
organizations,employers and other individuals.Such contributions received in the form of money,together with
fees from parents and any allotments received from the federal government for said purposes,shall be deposited
with the treasurer of such town and held as a separate account and expended by said school committee without
appropriation, notwithstanding the provisions of section fifty-three of chapter forty-four.
GL c.71,§34 Support of schools;appropriations; recommendations
Every city and town shall annually provide an amount of money sufficient for the support of the public schools as
required by this chapter, provided however;that no city or town shall be required to provide more money for the
support of the public schools than is appropriated by vote of the legislafive body of the city or town. In acting on
appropriations for educational costs,the city or town appropriating body shall vote on the total amount of the
appropriations requested and shall not allocate appropriations among accounts or place any restriction on such
appropriations.The superintendent of schools in any city or town may address the local appropriating authority
prior to any action on the school budget as recommended by the school committee notwithstanding his place of
residence.The city or town appropriating body may make nonbinding monetary recommendations to increase or
decrease certain items allocating such appropriations.
The vote of the legislative body of a city or town shall establish the total appropriation for the support of the public
schools,but may not limit the authority of the school committee to determine expenditures within the total
appropriation.
GL c.71,§37 Duties of Schoo(Committee
The school committee in each city and town and each regional school district shall have the power to select and to
terminate the superintendent,shall review and approve budgets for public education in the district,and shall
establish educational goals and policies for the schools in the district consistent with the requirements of law and
statewide goals and standards established by the Board of Education.
GL c.71,§38N Proposed Annual Budgets
The school committee of each city,town or regional school district shall hold a public hearing on its proposed
annual budget not less than seven days after publication of a notice thereof in a newspaper having general
circulation in such city,town or district. Prior to such public hearing said committee shall make available to the
public at least one copy of said proposed budget for a time period of not less than forty-eight hours either at the
office of the superintendent of schools or at a place so designated by said committee. At the time and place so
advertised or at any time or place to which such hearing may from time to time be adjourned all interested
persons shall be given an opportunity to be heard for or against the whole or any part of the proposed budget.
Such hearing shall be conducted by a quorum of the school committee. For the purpose of this section a quorum
shall consist of a majority of the members of said school committee.
GL c.71, §49a Orders for materials and equipment;contracts for services
At any time after the annual appropriations for the ensuing fiscal year are made by a city or town or by all the
member cities and towns of a regional school district, a school committee may order materials,supplies and
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 85
222
s
equipment and may contract for services for the public schools which are chargeable against such appropriations,
provided that no payment therefor shall be made prior to the commencement of said ensuing fiscal year.
GL c.71,§71F Nonresident or foster care students;deposit of tuition payments and state
reimbursements;expenditures and appropriations
In any city or town which accepts this section,all monies received by the school committee as tuition payments for
nonresident students and as state reimbursements for students who are foster care children shall be deposited
with the treasurer of the town or city and held as separate accounts.The receipts held in such a separate account
may be expended by said school committee without further appropriation for expenses incurred in providing
education for such nonresident students or for such students who are foster care children,notwithstanding the
provisions of section fifty-three of chapter forty-four.A city or town may appropriate funds for expenses incurred
in providing education for such nonresident students or for such students who are foster care children,which
funds shall be expended by the school committee in addition to funds provided from other sources.
GLc.306 UniformProcurementAct
The Uniform Procurement Act establishes uniform procedures for local governments to procure supplies and
services,dispose of surplus supplies and acquire and dispose of real property. For supplies and services,Chapter
306 requires the use of sound business practices for contracts under$5,000;solicitation of three quotes for
contracts in the amount of$5,000 up to$24,999;and competitive sealed bids or proposals for contracts in the
amount of$25,000 or more.
Code of Massachusetts Regulations (CMR)
603 CMR 7.00 Educator Licensure and Preparation Program
This regulation establishes the professional standards for practice of teachers and administrators and
requirements for licensure as well as induction programs for newly licensed educators. Under these regulations all
candidates for preliminary or initial licensure must pass the Massachusetts Tests for Educator Licensure(MTEL).
Initial or preliminary licensure is issued to individuals who have completed a bachelor's degree,passed the MTEL,
completed an educator preparation program,and met all other Board of Education requirements. This license is
valid for five years. Professional licensure is issued to individuals who have met the requirements of the Initial
License,passed the MTEL and met other Board of Education Requirements,including the possession of a Master
degree. The license is valid for five years and may be renewed for additional five year terms provided the
individual has obtained the necessary professional development during the five year period. Massachusetts
districts are prohibited from hiring non-licensed teachers unless they obtain a valid MA DESE approved waiver.
Waivers are issued on a one-year basis and must be renewed in subsequent years for non-licensed teachers or the
teacher must be replaced with a licensed teacher.
603 CMR 10.00 School Finance and Accountability
This regulation governs school and school district record keeping and reporting of information required to
determine compliance with state and federal education statutes,and regulations;to compute school district
spending requirements and annual state aid allocations;and to evaluate progress toward meeting the objectives of
St. 1993,c.71(the Education Reform Act of 1993). Key provisions include:
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 86
223
• Each school district shall adopt and maintain a reliable data collection and retention system in which the
student data required by 603 CMR 10.00 shall be recorded.This system shall be the basis for the district's
periodic reporting of student data to the Department.
• Districts shall maintain enroliment, membership,and personnel data, in accordance with the program
classification descriptions and reporting criteria set forth in guidelines published by the Department.
• Each school district shall adopt and maintain a financial accounting system, in accordance with generally
accepted accounting principles and requirements prescribed by the Commissioner of Revenue, in which
all revenue and expenditure data shall be recorded.This system shall be the basis for the district's
periodic reporking of financial data to the Department.
• Every school district shall report to the Department,as of October 1,data required to determine the
district's foundation enrollment and other student information.The data required shall be compiled and
reported in accordance with guidelines published by the Department and any supplementary instructions
issued by the Department.
• Each city,town and regional school district shall submit an End-of-Year Financial Report to the
Department on or before September 30 of each year.A district's actual expenditure and revenue data of
the prior fiscal year and estimated expenditures and revenues of the current fiscal year shall be reported
in the form prescribed by the Department, in accordance with the category definitions and reporting
criteria set forth in guidelines published by the Department.
• The Department shall compare each school district's net school spending in the prior fiscal year with the
net school appropriation required by M.G.L.c.70,§6 to determine the district's compliance with M.G.L.
c.70 net school spending requirements.
• Each school district shall pay for the special education and related services specified in the approved
individual education plan for every student in need of special education for whom the district is assigned
financial responsibility under 603 CMR 28.00.
• State payments to school districts under the special education circuit breaker reimbursement program,
so-called(M.G.L. c.716,s.SA, )shall be made in accordance with 603 CMR 10.07(5)through 10.07(11).
Claims for reimbursement under this program shail be submitted by the district that has financial
responsibility under 603 CMR 28A3(4).
• Every school district shall,within nine months of the close of its fiscal year,arrange for and undergo an
independent audit of its financial records and submit the report of this audit to the Department.The audit
will be conducted,at a minimum,in accordance with the compliance supplement for Massachusetts
school districts issued by the Department.The Department may waive the requirement of an annual
compliance supplement audit for an elementary school district that has only one school.
603 CMR 28.00 Special Education
This regulation governs the provision by Massachusetts public schools of special education and related services to
eligible students and the approval of public or private day and residential schools seeking to provide special
education services to pubiicly funded eligible students.The requirements set forth in 603 CMR 28.00 are in
addition to,or in some instances clarify or further elaborate,the special education rights and responsibilities set
forth in state statute(M.G.L.c.716),federal statute(20 U.S.C.§1400 et seq.as amended),and federal regulations
(34 CFR§300 et seq.as amended). The purpose of 603 CMR 28.00 is to ensure that eligible Massachusetts
students receive special education services designed to develop the student's individual educational potential in
the least restrictive environment in accordance with applicable state and federal laws.
603 CMR 30.00 Massachusetts Comprehensive Assessment System(MCAS)
This regulation establishes standards relating to the Competency Determination required by M.G.L.c.69,§iD.
Students starting with the graduating class of 2010 must satisfy one of the following two conditions in both English
language arts and mathematics to earn a competency determination:(a)meet or exceed the Proficient threshold
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 87
224
• I
scaled score of 240 on the English Language Arts and Mathematics grade 10 MCAS tests,or(b)meet or exceed the
Needs Improvement threshold scaled score of 220 on the English Language Arts and Mathematics grade 10 MCAS
tests and fulfill the requirements of an Educational Proficiency Plan.
Students starting with the graduating class of 201Q shall, in addition to meeting the requirements found in 603
CMR 30.03(2),take a discipline specific high school Science and Technology/Engineering MCAS test(Biology,
Chemistry, Introductory Physics or Technology/Engineering)and shall.meet or exceed the Needs Improvement
threshold scaled score of 220 on the test in order to satisfy the requirement of the Competency Determination.
603 CMR 35.00 Evaluation of Teachers and Administrators
The purpose of 603 CMR 35.00 is to ensure that every school committee has a system to enhance the
professionalism and accountability of teachers and administrators that will enable them to assist all students to
perform at high levels. This regulation sets out the principles of evaluation for Massachusetts public schools and
ctistricts and requires that school committees establish a rigorous and comprehensive evaluation process for
teachers and administrators,consistent with these principles,to assure effective teaching and administrative
leadership in the Commonweaith's public schools.The specific purposes of evaluation under 603 CMR 35.00 are:
(a)to promote student learning,growth,and achievement by providing educators with feedback for imp�ovement,
enhanced opportunities for professional growth,and clear structures for accountability,and (b)to provide a record
of facts and assessments for personnel decisions.
School Committee Policies
Policy DA Fiscal Management Goais
The quantityand quality of learning programs are directly dependent on the effective,efficient management of
allocated funds.it follows that achievement of the school system's purposes can best be achieved through
excellent fiscal management.As trustee of local,state,and federal funds allocated for use in public education,the
Committee will fulfill its responsibility to see that these funds are used wisely for achievement of the purposes to
which they are allocated.
Because of resource limitations,there is sometimes a temptation to operate so that fiscal concerns overshadow
the educational program.Recognizing this,it is essential that the school system take specific action to make sure
education remains central and that fiscal matters are ancillary and contribute to the educational program.This
concept will be incorporated into Committee operations and into all aspects of school system management and
operation. In the school system's fiscal management,it is the Committee's intent:
1. To engage in thorough advanee planning,.with staff and community involvement, in order to develop
budgets and to guide expenditures so as to achieve the gre,atest educational returns and the greatest
contributions to the educational program in relation to dollars expended.
2. To establish levels of funding that will provide high quality education for the students.
3. To use the best available techniques and technology for budget development and management as well as
for financial processes,procedures and analysis
4. To provide timely and appropriate information to all staff with fiscal management responsibilities.
5. To establish maximum efficiency procedures for accounting,reporting,business,purchasing and delivery,
payroil,payment of vendors and contractors,and all other areas of fiscal management.
6:
Policy DB Annual Budget
Instilling a joy of leaming and inspiring the innovative leaders of tomorrow Page 88
225
� .
.
The annual budget is the financial expression of the educational mission and program of the school department.
The budget is more than just a financial instrument and requires on the part of the Committee,the staff,and the
community an orderly and cooperative effort to ensure sound fiscal practices for achieving the educational
mission,goals,and objectives of the school system.
Public school budgeting is regulated and controlled by legislation,state regulations,and local School Committee
requirements.The operating budget for the school system will be prepared and presented in line with state policy
and will be developed and refined in accordance with these same requirements.
The Superintendent will serve as budget officer but he/she may delegate portions of this responsibility to
members of his/her staff as he/she deems appropriate.The three general areas of responsibility for the
Superintendent as budget officer will be budget preparation, budget presentation,and budget administration.
Policy DBC Budget Deadlines and Schedules
Preparation of the annual budget will be scheduled in stages throughout the school year with attention to certain
deadlines established by law and charter. In accordance with Massachusetts General Law,the School Committee
will hold a public hearing on a proposed budget before it takes a final vote on a proposed budget.
Policy DBD Budget Planning
The major portion of income for the operation of the public schools is derived from local property taxes, and the
School Committee will attempt to protect the valid interest of the taxpayers. However,the first priority in the
development of an annual budget will be the educational welfare of the children in our schools.
Budget decisions reflect the attitude and philosophy of those charged with the responsibility for educational
decision making.Therefore,a sound budget development process must be established to ensure that the annual
. operating budget accurately reflects this school system's goals and objectives.
In the budget planning process for the schooi system,the School Committee will strive to:
1. Engage in thorough advance planning,with staff and community involvement,in order to develop
budgets and guide expenditures in a manner that will achieve the greatest educational returns and
contributions to the educational program in relation to dollars expended.
2. Establish levels of funding that will provide high quality education for all our students.
3. Use the best available techniques and technology for budget development and management.The
Superintendent will have overall responsibility for budget preparation,including the construction of,and
adherence to,a budget calendar.
Policy DBG Budget Adoption Procedures
Authority for adoption of the final school budget lies with the Town Meeting.The fiscal year shall begin on the first
day ofJuly and shall end on the thirtieth day oflune, unless another provision is made by general law.
The General Laws of the Commonwealth of Massachusetts also establish the following procedures pertaining to
the School Committee budget: Public Hearing by School Committee-As per Chapter 71 Section 38N of the General
Laws."The School Committee of each city,town or regional school district shall hold a public hearing on its
proposed annual budget not less than seven days after publication of a notice thereof in a newspaper having
general circulation in such city,town or district. Prior to such public hearing said Committee shall make available to
the public at least one copy of said proposed budget for a time period of not less than forty-eight hours either at
- Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 89
226
the office of the Superintendent of Schools or at a place so designated by said Committee.At the time and place so
advertised or at any time or place to which such hearing may from time to time be adjourned all interested
persons shall be given an opportunity to be heard for or against the whole or any part of the proposed budget.
Such hearing shall be conducted by a quorum of the Sch�ol Committee. For the purposes of this section a quorum
shall consist of a majority of the members of said School Committee."
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 90
22�
Appendix B: School Finance and Accounting
Fund Accounting
Reacling utilizes fund accounting as a means of organizing the financial records into multiple,segregated
locations.A fund is a distinct entity within the municipal government in which financial resources and
activity(assets, liabilities,fund balances, revenues, and expenditures)are accounted for independently
in accordance with specific regulations, restrictions or limitations.There are four main funding sources
for the Reading Public Schools:General Fund, Grant Funds, Revolving Funds and Capital Funds.
General Fu�id
General Fund revenue comes from the local revenues of the municipafity which are raised primarily
through local property taxes and fees. The next largest source of general fund revenue is state aid
which includes state education funds(Chapter 70 funds). Other sources include transfers from other
funds,such as enterprise funds or distributed earnings from Reading Municipal Light Department, or
free cash reserves. All general fund revenues used to support the budget are subject to appropriation
by Town Meeting. School expenses charged to the General Fund include expenses for district
administration, regular education, special education, athletics,extracurricular activities, health services,
technology and infrastructure maintenance,and school building maintenance.
Grant Funds
Grant Funds are awarded through an entitlement or competitive processes and must be used for their
stated purpose. There are three main sources of grant funds: Federal,State and Private. Examples of
these funds include:
• Federal: Title I,Title IIA, IDEA Sped 94-142
• State: METCO,Academic Support
• Private: Project Lead The Way(PLTW)
Special Revenue Funds
Special Revenue or Revolving Funds allow the district to raise revenues for providing a specific service
and use those revenues without further appropriation to support the service.There are a number of
revolving funds including, but not limited to:
• School Lunch (sales and costs associated with providing meals to students);
• Athletics(user fees and gate receipts used to offset the cost of the athletic program);
• Drama(user fees and ticket sales used to offset the cost of the drama program);
• Full Day Kindergarten (tuition used to offset the cost of the full day kindergarten program);
• RISE Preschool (tuition used to offset the program costs);
• Guidance (revenue and expenses related college and career readiness programs);and
• Extended Day(fees used to offset the cost of the extended day program).
Caprtal Funds
Capital Fund revenue comes from borrowing or direct outlay for capital or fixed asset improvements.
Capital funds are project specific and require Town Meeting authorization.
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 91
22g
School Department Account Structure
Reading Public Schools classification of revenue adheres to the requirement of the Massachusetts
Department of Elementary and Secondary Education (MA DESE). Revenues are tracked by funding
source through separate funds. Below are the DESE Revenue categories
Revenue Ctassification
1. General fund receipts:
a. Tuition receipts,transportation fees,earnings on investments, rental fees, medical care and
assistance,and other general fund revenue; ,
b. The cash value of all non-revenue receipts.
2. Stete aid receipts:
a. Chapter 70(school aid), chapter 706(construction aid through MSBA)
b. Pupil transportation,charter reimbursement and facilities aid,circuit breaker and foundation
reserve
3. State and Federal Grant receipts:
a. State grants or contracts received from the Department or any other state agency.
b. Federal grants or contracts received from the Department,from other state agencies or from any
other federal government source
4. Revolving and special fund receipts:
a. School lunch receipts,including state and federal reimbursements
b. Athletic and other student body receipts for admission for school events
c. Tuition receipts for school choice or other receipts for adult education,community school
programs,ouf of district tuitions or summer schooL
d. Other local receipts as permitted by law,such as culinary arts programs,insurance
reimbursements;lost schoolbooks or costs of industrial arts supplies,self-supporting recreation
and park services or rental of school facilities.
e. Private receipts shall include all non-governmental grants orgifts.
The classification of expenditures allows for tracking expenses by function and expense type. The
Massachusetts Department of Elementary and Secondary Education (MA DESE) requires all school
districts to maintain an account structure that, "provides school and instructional expenditure
information with greater specificity for accountability purposes beginning in fiscal year 20021" Reading's
account structure mirrors the account structure prescribed by MA DESE. The accounting structure
allows the district to break out expenses.in a variety of ways to compare and contrast spending trends
and provide a clear breakout of actual and anticipated spending. Each year,districts must file the End of
Year Pupil and Financial Report based on the MA DESE Expenditure classifications shown below.
Expenditures-Funttional C(assificatian
1000 DISTRICT LEADERSHIP&ADMINISTRATION:Activities which have as their purpose the general
direction,execution,and control of the affairs of the school district that are system wide and not confined
to one school,subject,or narrow phase of school activity.
1100 General Administration
1110 School Committee
1200 District Administration
1210 Superintendent
�Massachusetts Department of Elementary and Secondary F.ducation(DESE)website(Accounting and Auditing)
.�...�. .
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 92
229
�
,
1220 Assistant Superintendents
1230 District-Wide Administration (Grants Manager, Director of Pianning)
1400 Finance and Administrative Services
1410 Finance and Business
1420 Human Resources, Benefits, Personnel
1430 Legal Services for School Committee
1435 Legal Settlements
1450 District wide Information Management and Technology(Expenditures that support
the data processing needs of the school district, including student databases)
2000 INSTRUCTtONAI SERVICES: Instructional activities involving the teaching of students,supervising of
staff,developing and utilizing curricufum materials and related services. Instructional services directly
attributable to schools must be reported on a school basis,while district-wide services,such as
supervisory may be reported on a district-wide basis.
2100 District wide Academit Leadership- managers responsible for delivery of student
instructional programs at the district level
2110 Curriculum Directors(supervisory)
2120 Department Heads(non-supervisory)
2200 School Building leadership: Building Level—Curriculum leaders, department heads,school
principals and assistants,headmasters and deans.
2210 School Leadership—Building—Principal's Office
2220 School Curriculum Leaders/Department Heads—Building Level
2250 Building Technology(support school's daily operation, non-instructional)
2300 Instruction-Teaching Services
2305 Classroom Teachers.—Certified teachers responsible for teaching designated
curriculum to established classes or students in a group instruction setting,including
music,art and physical education teachers.
2310 Specialist Teachers-Certified teachers who provide individualized instruction to
students(in-class or pull out,one to one or small groups)to supplement the services
delivered by the studenYs classroom teachers.
2315 Instructional Coordinators and Team Leaders(Non-Supervisory)—Includes
curriculum facilitators,instructional team leaders and department chairs that are non-
supervisory
2320 Medical/Therapeutic Services(Costs for Occupational Therapy,Physical Therapy,
Speech,Vision and other therapeutic services that are provided by licensed
practitioners)
2325 Substitutes-Include long and short term as well as certified and non-certified
teachers who cover vacant positions or absences.
2330 Paraprofessionals/Instructionai Assistants hired to assist teachers/specialists in the
preparation of instructionsl materials or classroom instruction.
2340 Librarians and Media Center Directors
2350 Professional Development for teachers,support staff and school councils
2351 Professional Development Leadership Development
2353 Teacher/Instructional Staff-Professional Days
2355 Substitutes for Teachers/Instructional Staff at Professional Development
Activities
2357 Professional Development Stipends, Providers and Expenses
2400 Instructional Materials and Equipment
2410 Textbooks and Related Software/Media/Materials
2415 Other Instructiona) Materials
Instilling a Joy of learning and inspiring the innovative leaders of tomorrow Page 93
230
�
.
24201nstructional Equipment
2430 General Supplies
2440 Other Instructional Services
2450 Instructional Technology:(to support direct instructional activities)
2451 Classroom(Laboratory) Instructional Technology
2453 Other Instructional Hardware
2455 Instructional Software �
2700 Guidance,Counseling and Testing Services
2710 Guidance
2720 Testing and Assessment
2800 Psychological Services(Salaries and expenses for psychological evaluation, counseling and
other services provided by a licensed mental health professional) �
3000 OTHER SCHOOL SERVICES:Other than instructional services.
3100 Attendance and Parent Liaison Services
3200 Health Services
3300 Student Transportation Services
3400 Food Services
351Q Athletic Services
3520 Other Student Activities
3600 School Seturity
4000 OPERATION and MAINTENANCE OF PLANT:Activities relating to the physical plant and
maintenance activities for grounds,buildings and equipment.
4110 Custodial Services
4120 Heating of Buildings
4130 Utility Servites .
4230 Maintenance of Grounds
4220 Maintenance of Buildings
4225 Building Security System—Installation and Maintenance
4230 Maintenance.of Equipment
4300 Extraordinary Maintenance
4400 Networking&Telecommunications:(to support the districYs infrastructure)
4450Technology Maintenance
5000 FIXED CHARGES: Retirement and insurance programs, rental of land and buildings,debt service for
current loans,and other recurring items,which are not generally provided for under another function.
5100 Employee Retirement
5200 Insurance Programs
5250 Insurance for Retired School Employees
5260 Other Non-Employee Insurance
5300 Rental-Lease of Equipment
5350 Rental-Lease of Buildings
5400 Debt Service(Interest)on Current Loans-RANS
5450 Debt Service(interest)on Current Loans-BANS
5500 Other Charges:(Other items of a recurrent nature for school purposes)
5550 Crossing Guards
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 94
231
,
6000 COMMUNITY SERVICES:Services provided by the schooi district for the community as a whole,or
some segment of the community.
6200 Civic Activities
6300 Recreation Services
6800 Health Se.rvices to Non-Public Schools
6900 Transportation Services to Non-Public Schools
7000 ACQUISITION,IMPROVEMENT AND REPLACEMENT OF FIXED ASSETS:Acquisition of land or existing
buildings,improvements of grounds,construction of buildings,additions to buildings,remodeling of
buildings,or acquisition of initial or additional non instructional equipment exceeding the$5,000 unit cost
and$100,000 extraordinary maintenance cost as defined in 603 CMR 10.00.
7100 Acquisition and Improvement of Sites
7200 Acquisition and Improvement of Buildings
7300 Acquisition and Improvement of Equipment
7350 Capital Technology
7400 Replacement of Equipment
7500 Acquisition of Motor Vehicles
7600 Replacement of Motor Vehictes
8000 DEBT RETIREMENT AND SERVICE: Retirement of debt and payment of interest and other debt costs.
8100 Long Term Debt Retirement/School Construction
8200 Long Term Debt Service/School Construction
8400 Long Term Debt Service/Educational Expenditures
8600 Long Term Debt Service/Other
9000 PROGRAMS WITH OTHER SCHOOL DISTRICTS:Transfers of payments to other school districts or to
non-public schools for services provided to students residing in the sending city or town.
9100 Programs with Other Districts in Massachusetts
9110 School.Choice Tuition
9120 Tuition to Charter Schools(Horace Mann or Commonwealth)
9200 Tuition to Out-of-State Schools
9300 Tuition to Non-Public schools
9400 Tuition to Collaboratives
9500 Payments to Regional School Districts .
Objeci Code Expenditures
OS Salaries Professional
The full-time,part-time and prorated portions of payments to personnel services of a professional nature
rendered to an education plan.Categories included as professional are Superintendents, Principals, �
� Supervisors,Teachers, Librarians,Counselors, Psychologists and other professional educators.
02 Salaries Secretarial and Clerical
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 95
232
�
Payments for a grouping of assignments to perform the activities of preparing,transferring,transcribing,
systematizing or preserving communications, records and transactions, regardless of the level of skills
required.
03 Salaries Other
Payments for a grouping of assignments regardless of level of difficulty that relate to supportive services
including:Custodians,Aides,Substitutes, Paraprafessional, Food Service Personnel,School Bus Drivers,
Cross Walk Guards and other classified salaries not identified as professional,secretarial and clerical.
04 Contract Services
Payments for services rendered by personnel who are not on the payroll and are not regular employees,
including all related expenses covered by the contract.
OS Supplies and Materials
Materials and items of an expendable nature that is consumed,worn out or deteriorated in use,loses its
identity through fabrication or incorporation into a different or more complex unit or substance.These
items are defined as having a unit price of under$5,000.
06 Other Expenditures
Expenditures not chargeable to another object code,such as dues,subscriptions and travel for staff(e.g.,
food,coal,fuel oil,gas,file servers
Instilling a joy of learning and inspiring the innovative leaders of tomorrow Page 96
233
,
Town of Reading,Massachusetts
Encumbrances
Balance Balance
Ot•Jul-16 31-Mar-17
$ $
General government:
Operations
Expenses 6,168 6,118
7own Manager:
Expenses � 3,331 . 3,331
Public Services
Expenses 43,921 32,500
Board of Assessors
Expenses 35,682 18,349
Finance:
Expe�ses 1,350 1,350
Law:
Expenses 15,362 12,654
Human Resources:
Expenses 6,900 -
Technology:
Capital 14,563 10,000
Expenses 69,607 7,514
Town Clerk
Expenses 12,990 6,361
Elections 8 Registration:
Expenses 4,900 592
Plan�ing
Expenses 125 125
Library:
Expenses - -
Police:
Expenses 65,168 9,035
Fire:
Capital 668,763 642,375
Expenses 12,520 4,500
Dispatchers:
Capital - -
Expenses 81? 653
� Sthool department:
Capital 32,610 -
Expenses 1,254,452 156,724
Facilities
Capital 78,465 62,826
Expenses 38,016 7,199
DPW Engineering
- Capilal � 4,450 � 2,128
Expenses - 5,954 4,000
Nighway and equipment
Expenses 5,662 2,846
Capital 226,199 11,421
DPW Administration
Expenses 3,572 3,202
Snow&Ice
Expenses - -
Street lighting
Expenses - -
Storm Water Mangement
Expenses. - -
Waste Collection
Expenses 75 75
Cemetery:
Expenses 300 300
Capital 62,789 -
Retirement and Pension
Expenses - -
Recreation:
Capital 19,000 -
Parks and Forestry
Expanses 500 500
Capital - -
Historical Commission
Expenses - -
Veterans
F�cpenses - -
Debtissuance -
Expenses 530 530
Generalgovemmenttotals 2,694,774 7,007,208
Enterprise funds:
Water fund:
� Expenses 34,087 2,763
Capital 778,906 771,416 . �
Sewerfund:
Expenses 18,621 1,667
- Capital 176,000 132,296
Storm Water fund:
Ezpenses 500 500
Capital 2.326 2,326
Enterprise funds totals 1,010,440 910,967
Total 3,705,214 1,918,175 �
234