HomeMy WebLinkAbout2022-01-18 Select Board Packet
Town of Reading
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2018-07-16 LAG
Board - Committee - Commission - Council:
Finance Committee
Date: 2021-02-24 Time: 7:00 PM
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Purpose: Remote Meeting - Public Meeting
Meeting Called By: Jacquelyn LaVerde on behalf of Chair Ed Ross
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AGENDA:
FY22 Budget Discussion
o School Department
Minutes: November 4, 2020
This Agenda has been prepared in advance and represents a listing of topics that the chair reasonably anticipates will be discussed
at the meeting. However the agenda does not necessarily include all matters which may be taken up at this meeting.
Page | 1
R%!$).' P 5",)# S CHOOLS
Fiscal Year 2022
School Committee
Recommended Budget
July 1, 2021 June 30, 2022
School Committee Members
Charles Robinson, Chairperson
Thomas Wise, Vice Chairperson
Shawn Brandt
Erin Gaffen
Carla Nazzaro
John Parks
Superintendent of Schools
John F. Doherty, Ed.D.
Reading Public Schools
82 Oakland Road
Reading, Massachusetts
Website http://reading.k12.ma.us
Blog https://readingsuperintendent.wordpress.com/
Facebook https://www.facebook.com/Readingpublicschools/
Twitter https://twitter.com/ReadingSchools
January 25, 2021
District Administrators
Central Office Administrators
Gail Dowd, C.P.A., Chief Financial Officer
Christine Kelley, Assistant Superintendent for Learning & Teaching
Kerry Meisinger, J.D., Human Resources Director
Jennifer Stys, Ed.D., Director of Student Services
Other District Administrators
Kelley Bostwick, RISE Preschool Director
Julian Carr, Network Manager
Danielle Collins, Director of School Nutrition
Mary Giuliana, Director of Nursing
Grant Hightower, METCO Director
Joseph Huggins, Director of Facilities for Town and School Buildings
Christopher Nelson, Director of Adult and Community Education
School Administrators
Reading Memorial High School
Kathleen Boynton, Principal
Craig Murray, Assistant Principal
Jessica Theriault, Assistant Principal
Thomas Zaya, Assistant Principal, Athletics & Extra-curricular Activities
A.W. Coolidge Middle School
Sarah Marchant, Principal
Brienne Karow, Assistant Principal
W.S. Parker Middle School
Richele Shankland, Principal
Brendan Norton, Assistant Principal
Alice Barrows Elementary School
Beth Leavitt, Principal
Birch Meadow Elementary School
Julia Hendrix, Principal
Joshua Eaton Elementary School
LisaMarie Ippolito, Principal
J.W. Killam Elementary School
Sarah Leveque, Principal
Wood End Elementary School
Joanne King, Ed.D., Principal
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INTRODUCTORY SECTION ...................................................................................................................................... 4
S CHOOL C OMMITTEE M ESSAGE ........................................................................................................................................ 4
S UPERINTENDENTS M ESSAGE AND B UDGET S UMMARY O VERVIEW ......................................................................................... 5
B UDGET P ROCESS AND T IMELINE ....................................................................................................................................... 9
O VERVIEW OF FY22 S CHOOL C OMMITTEE R ECOMMENDED B UDGET BY C OST C ENTER .............................................................. 11
Administration Cost Center ................................................................................................................................. 11
Regular Day Cost Center ..................................................................................................................................... 12
School Facilities Cost Center ................................................................................................................................ 13
Contact Information ............................................................................................................................................ 14
FINANCIAL SECTION ............................................................................................................................................. 15
G ENERAL B UDGET S UMMARIES ....................................................................................................................................... 15
C OST C ENTER B UDGETS ................................................................................................................................................. 24
Administration .................................................................................................................................................... 24
Regular Day ......................................................................................................................................................... 29
Special Education ................................................................................................................................................ 34
Districtwide Programs ......................................................................................................................................... 43
School Building Facilities ..................................................................................................................................... 52
S PECIAL R EVENUE F UNDS .............................................................................................................................................. 54
Federal, State, and Private Grants ...................................................................................................................... 54
Special Revenue Funds (Revolving and Donation Accounts) ............................................................................... 56
APPENDIX A: ORGANIZATIONAL SECTION ........................................................................................................... 63
Town of Reading ................................................................................................................................................. 63
Organization Structure ........................................................................................................................................ 64
District Partnerships ............................................................................................................................................ 65
APPENDIX B: STUDENT DEMOGRAPHICS ............................................................................................................. 67
D ISTRICT E NROLLMENT AND S TUDENT D EMOGRAPHICS ....................................................................................................... 67
C LASS S IZE .................................................................................................................................................................. 70
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ Ќ
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The Reading School Committee is proud to present the FY22 School Budget in the amount of
$49,695,998 or 2.6% over the FY21 School Budget. This unanimously approved balanced budget follows
the Reading Finance Committee guidance discussed with the School Committee at Public Financial
Forums.
at is
focused on delivering a high-
The financial drivers of this budget outlined by the Superintendent in the introductory message of his
recommended budget were approved unanimously by the School Committee on January 25, 2021
through passage of our budget. There are several drivers with two significant ones being the upcoming
renewal of five collective bargaining agreements and the new position of a special education literacy
coach.
Our teachers and staff are our assets that walk out the door every night and we recognize their hard
work and commitment to our students pre-COVID and even more so through their adaptation during the
COVID crisis. As always, the committee tries to recognize this during the collective bargaining process.
The addition of a Special Education Literacy Coach is long overdue, and this position will be focused on
improving reading practices in all special education programs and settings and will also be an important
link to our regular education literacy practice. The committee was unanimously and enthusiastically in
support of this position.
As is always the case, this budget does not include costs associated with spikes in enrollment, special
education costs or unknown unfunded mandates. Additionally, the committee was mindful of the
Elementary space continues to become an area of ongoing challenge and as we come out of the COVID
crisis we expect this to be a renewed discussion with the committee. Now that the previously
commissioned space study has been presented, we will turn our focus on the thoughts of the
community before deliberation on direction to be given to the Permanent Building Committee.
We continue to be thankful for the overwhelming community support of our schools. We are also
grateful for our ongoing, collaborative relationship with the municipal side of our government,
particularly the Town Manager, Select Board, and Finance Committee.
We would also like to publicly thank the central office staff, administrative team, educators and staff
who work hard every day to make the Reading Public Schools an outstanding district for our students.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ Ѝ
Finally, we would like to sincerely thank Superintendent Dr. John Doherty for proposing what will be his
last budget as Superintendent of the Reading Public Schools. There will be many more thank you and
ocess Dr. Doherty has always
been thoughtful, detailed, transparent and collaborative in his many budget presentations. Thank you
and best of luck Dr. Doherty.
Chuck Robinson
Chair, Reading School Committee
erview
I respectfully present to the School Committee and the Greater Reading Community the FY22 School
Committee Recommended Budget of $49,695,998 representing an increase of $1,253,335 or 2.6% over
the FY21 budget. The budget consists of operating costs ($44,249,748) combined with accommodated
costs related to Special Education ($5,446,250). This recommended budget is balanced with the budget
guidance that we received from the Reading Finance Committee on October 21, 2020 and subsequent
discussions with the Town Manager and Town Accountant.
guidance is based on an analysis of current and future town revenue and expense projections of the
Community. As discussed further below, the FY21 Budget reflects $180,000 of one-time COVID funding
that is not part of the FY22 base-line operating budget.
As we navigate through this pandemic with a vaccine available for the general community in the near
future, the budget message for this year focuses on sustaining what we currently have for educational
and operational programs and building on that foundation as we continue to improve our school district.
The FY22 School Committee Recommended budget maintains the pre-COVID level of educational and
operational services and emphasizes improvement in some key areas including special education
literacy, equity, and diversity hiring. This budget emphasizes strong fiscal practices and human resource
management while strengthening our PreK-12 curriculum and instructional practices and continuing to
build and develop outstanding in-district special education programs.
The School Committee Recommended FY22 budget includes funding to primarily address the following
financial drivers:
Funding of all contractual step and COLA increases for represented and non-represented
employees. All five collective bargaining agreements are ending in the current fiscal year and
the School Committee will be negotiating new agreements with each collective bargaining unit.
Known out of district special education tuition and transportation expenses reflecting known
and anticipated increased rates, as well as changes and potential changes in types of
placements.
Funding for Grade 6 math curriculum materials and social studies curriculum materials and
initial funding for elementary math curriculum materials.
Funding to continue some of our remote learning curriculum material and tools that will
become a core part of our instructional program.
Funding for literacy assessment for elementary students.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ Ў
Anticipated increases in regular day, athletics and extra-curricular transportation. We are in the
final year of our regular day transportation bus contract and will be negotiating a new contract
in the spring.
A special education literacy coach (new position) to support and improve literacy practices in all
district special education programs and settings.
Funding for a 0.3 FTE increase in an elementary specialist position to improve specialist
scheduling between schools at the elementary level.
Funding for a 0.1 FTE increase in a middle school PE/Health position to improve scheduling at
the middle school.
In addition, we continue to closely monitor our revolving accounts and are recommending the following
adjustments to those account offsets (see Figure 1 below) in the FY22 budget totaling a net overall
decrease of $30,000. Refer to Figure 34 for a more detailed description of these accounts. Due to the
impact of COVID on facilities rentals, athletics and extra-curricular participation, and Kindergarten and
Preschool enrollment, these amounts may have to be adjusted during the school year. We are
particularly concerned with the Use of School Property Revolving account as there have been minimal
rentals of school facilities since March 2020. An overall analysis is being conducted by the Chief
Financial Officer along with the Director of Facilities, Director of Community and Adult Education, RISE
Pre-School Director and the Director of Student Services to review the fee and expense structure of each
program, the impact of the current environment to determine if any additional adjustments may be
needed in future years.
Based upon a review of the Extended Day revolving account as part of the budget preparation process it
came to our attention that the projections initially prepared and submitted for the current year for the
Extended Day Revolving Account by Assistant Superintendent Kelley and Director Nelson were not
materializing due to COVID impacted enrollment. Based upon revised projections that were presented
by Assistant Superintendent Kelley and Director Nelson several decisions were made and implemented
immediately in order to maintain the program. As a result of the revised projection, the decision was
made to reduce the Adult and Community Education/Extended Day office staffing from four employees
to one employee as the enrollment figures did not support the need for four administrative positions.
The workload has been redistributed to members of Central Office for payroll, invoicing, and accounts
payable. A further review of each program was requested as additional cost saving measures were
needed in order to preserve the program and accounts. Based upon this review, the decision was made
that the before school program across all schools would not be offered for the remainder of Fiscal 2021
due to decreased enrollment figures. In addition, the RISE after school program was discontinued due
to low enrollment figures. It is our intention to offer the before and after school programs in Fiscal
2022. Due to uncertainty around Fiscal 2022, we are not in a position to determine enrollment figures
related to the before and after school programs for Fiscal 2022. In order to address the decreased
enrollment and the resulting impact on the budgeted offsets, we are recommending a decrease of
$125,000 to the Extended Day Offset.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ Џ
Figure 1: Revolving Account Offset Changes to Budget
Revolving Account Change to Offset
Full Day Kindergarten $ 50,000
Athletics -
Extended Day (125,000)
RISE Pre-School 30,000
Use of School Property -
Special Education Tuition -
Extra-Curricular 15,000
Coolidge Extra-Curricular -
Parker Extra-Curricular - _____
Total Decrease in Offsets ($ 30,000)
A summary of the Fiscal 2022 Offsets within each cost center by source of the offset is presented below.
Figure 1A: Revolving Account Offset Changes to Budget
Not included in this budget are any unanticipated costs associated with increases in student enrollment,
homeless students, English Language Learner students, or extraordinary special education costs related
to out of district placement tuition, transportation, or other services as requ
individualized education plan. We closely track additional potential cost increases throughout the fiscal
year, and we will keep the Committee informed if any unanticipated costs emerge. In addition, we have
not budgeted any funding for additional COVID-19 related expenses that may be needed to start the
2021-22 school year. If we need funding for those expenses (i.e. cleaning, disinfecting, PPE, etc.), we will
work with town officials to request the necessary funding.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ А
In addition to the above financial drivers, the FY22 budget strives to address our District Improvement
Plan and Superintendent Goals. A new three year plan was approved by the School Committee in
November, 2020 and includes the following areas.
Building a foundation of teaching and learning practices, infrastructure changes, assessment
practices, and operations efficiencies to prepare schools for current conditions and future
challenges in a post-pandemic world.
Evaluate and refine standards based instructional systems to meet the needs of all learners.
Review our equity and social justice practices, analyze student social emotional growth, and
refine systems of support to ensure a healthy and successful learning community while meeting
the unique needs of students.
Develop and implement a talent diversification and leadership development strategy.
Improve our literacy evaluation process, enhance our reading instructional strategies, and
structure our progress monitoring more effectively for students who are struggling readers.
Improve the physical and psychological safety of schools.
Design a Community Portrait of the Graduate.
This budget also prioritizes maintaining adequate class sizes of 18 to 22 students in kindergarten
through Grade 2 and maintaining the middle school interdisciplinary model.
Impact of COVID on FY21 Budget
Due to the pandemic, the current FY21 budget was revised several times between the initially approved
budget in January 2020 and November 2020 Town Meeting. One-time funding of $180,000 was added
to the FY21 budget for COVID related expenses such as Personal Protective Equipment (PPE), HVAC
Filters, and Cleaning/Disinfecting.
The chart below shows the percent increase in the FY22 budget from FY21 with and without COVID
related expenses.
Figure 1B: Impact of COVID on FY21 Budget
Final FY21
% Budget - %
Final FY21 FY22 Budget Change Excluding Change
Budget COVID-19
Operating $43,057,663 $44,249,748 2.77% $ 42,877,663 3.20%
Acc. Cost 5,385,000 5,446,250 1.14% 5,385,000 1.14%
$48,442,663 $49,695,998 2.59% $ 48,262,663 2.97%
For our budget book purposes, we will be using the FY21 budget figures with the $180,000 COVID
expenses included. We will be footnoting in the budget charts where the funding for FY21 is allocated.
In addition, any temporary positions that were added during the 2020-2021 school year due to the
pandemic and were not carried into the FY22 budget will not be included in this budget book. This
includes satellite classroom paraeducators, job share paraeducator positions, and any fully remote
teachers created solely to educate students who were fully remote (i.e. remote half day kindergarten).
At this time, we are going on the assumption that we will be fully in person for the 2021-2022 school
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ Б
year. Any necessary adjustments will be addressed with town officials and the School Committee later
in the fiscal year.
In Closing
As a district and as a community, we have learned a significant amount during this pandemic and
endured through many challenges. These challenges have been addressed through a collaborative
approach with the Town. We are very appreciative of this collaborative relationship that exists between
the Town Manager, Town Departments, Public Safety, Board of Health, Facilities Department, and the
Schools. This relationship, which was already strong, pre-pandemic, has strengthened even more during
this time. It is because of this partnership that we have been able to weather this storm and continue to
provide the educational programs and services necessary for our students while maintaining a safe and
healthy environment for all.
The School Committee Recommended FY22 budget continues the work of the pre-pandemic FY21
budget with an eye toward the future of our district, building upon a foundation that is focused on
literacy, equity, and diversity. While we are proud of the fact that we are a district that is on the
forefront in many areas, we have challenges that lie ahead, including closing the educational gap for our
students during this difficult time, addressing the needs of our students with disabilities, planning for
educational space needs and improving the social and emotional well-being of our students, while
providing our staff with the support, resources, and professional development they need to encourage
their passion for teaching and to provide the best opportunities for the diverse needs of our student
body. As evidenced this year with our hybrid learning model, 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 are present, either in person or remote 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
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 the School Committee and town officials during this budget process.
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Based on known and projected needs, district and school administrators developed the FY22 School
Committee Recommended Budget using the financial guidance provided by the Finance Committee in
October 2020. 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. The School Committe
with no changes on January 25, 2021.
The budget process for the next fiscal year begins 11 months in advance with the analysis of enrollment
and performance data; the development and refinement of district, school, and educator goals based on
the needs of students and performance gaps; and the identification of resources needed to achieve
effective progress towards those goals and objectives. This part of the process begins at the start of the
school year and is completed by the end of October. What made this more challenging this year is that
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ В
we are basing our budget on assumptions that we will be returning to pre-pandemic levels for our
enrollment and staffing for the 2021-2022 school year.
In mid-October, as part of the budget process, the town convenes its annual Financial Forum, a joint
meeting of the elected and appointed Boards and Committees. At this time, the town establishes its
mmodated
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.
Included in the school department accommodated costs this year will be the request for a special
education literacy coach. In discussions with the Superintendent, Chief Financial Officer and Town
Manager, this position is designed as an investment in strengthening our in district special education
programs which over time will allow us to reduce the number of out of district placements. The cost of
this position is approximately the equivalent of 1.25 out of district tuition placements with
transportation. The accommodated cost expenses from both town and schools are then subtracted
from available revenues and the remaining revenues are allocated to municipal and school budgets
based on a historical ratio of 64 percent of the net revenue allocated to the school department budget
and 36 percent to the municipal government.
During the next step of the budget process, which occurs in early to late-November, the Chief Financial
Officer distributes budget development guidelines and instructions 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 and the Chief Financial Officer
review 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, twas submitted to the School Committee
for consideration. The FY22 was presented on the following
dates:
Thursday, January 7 (Administration, District Wide, Facilities Cost Centers, FY22 Capital)
Thursday, January 14 (Regular Day, Special Education)
Thursday, January 21 (Public Hearing and Questions)
Monday, January 25 (School Committee Vote on FY22 Budget)
During the month of January, the Superintendent, Chief Financial Officer, Assistant Superintendent,
Director of Student Services, as well as District Administrators 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.
On January 25th, the School Committee voted and adopted this budget to present to the Town
Manager. , 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. The Town Manager then
presents a full Town budget to the Finance Committee which is within the available revenues for the
Town. During February and March, the Finance Committee reviews the budgets of each municipal
department, including the School Department. As part of this process, the School Committee,
Superintendent, and Chief Financial Officer present their budget requests to the Finance Committee.
The Finance Committee takes a vote on each departmental budget in Mid-March. It is the responsibility
of the Finance Committee to make recommendations to Town Meeting on each departmental request.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЊЉ
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. Annual Town Meeting is scheduled for April 26, 29, and May 3 and 6, 2021.
s FY22 General Fund Appropriation is set and is implemented
for the fiscal year beginning on July 1, 2021.
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FY22 Expenses by Cost Center
The FY22 School Committee Recommended Budget is organized into five Cost Centers, representing the
high-level program categories that comprise the District Budget. These cost centers align to the MA
DESE Program Categories and include Administration, Regular Day, Special Education, Other District
Programs (which includes Health Services, Athletics, Extra-curricular Activities, and District-wide
Technology), and School Facilities. 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 School Committee to transfer
funds between Cost Centers.
As shown in Figure 2 below, the FY22 School Committee Recommended Budget reflects an increase of
2.6%. The largest dollar increase to the budget is in the Regular Day Cost Center ($792,799). This
increase accounts for 63.3% of the total increase of $1,253,335. The reasons for these increases are
highlighted in the Budget Drivers section of this Executive Summary and described in more detail in the
Financial Section of this budget document.
Figure 2: Expenditures by Cost Center
Actual Actual Actual Final Budget Requested %
Expended Expended Expended FY21 Budget FY22 Change
FY18 FY19 FY20
Administration $ 904,568 $1,019,370 $1,099,917 $1,202,185 $ 1,278,967 6.4%
Regular Day 23,875,261 25,258,217 25,900,538 27,602,644
28,395,443 2.9%
Special Education 12,589,236 13,759,306 13,481,064 16,012,850
16,329,409 2.0%
School Facilities* 1,155,318 1,306,096 1,511,529 1,598,514
1,578,204 -1.3%
Districtwide Programs 1,711,896 1,880,182 1,929,405 2,026,469
2,113,975 4.3%
Grand Total * $ 40,236,279 $43,223,172 $43,922,453 $48,442,663 $49,695,998 2.6%
* Includes $180,000 of one-time allocated COVID expenses in the FY21 Final Budget
Below is a summary, by cost center, that highlights the major financial drivers. Details of each cost
center can be found in the Financial Section of this document.
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FY22 School Committee Recommended Budget: $1,278,967
FY21 Final Budget: $1,202,185
$ Increase: $76,782 (6.4%)
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЊЊ
The budget assumes a cost of living adjustment for the central office administrative staff, the Human
Resources Director, the Chief Financial Officer, and the Assistant Superintendent of Learning and
Teaching. The salary for the Superintendent of Schools represents guidance provided to the Chief
Financial Officer from the School Committee as part of the overall budget development process. It
should be noted that all salaries for non-represented staff represent placeholders in the budget and not
actual salaries. The final determination for annual salaries of all non-represented personnel, except for
the Superintendent, will be made by the Superintendent in June for the next fiscal year. The School
Committee will determry for the next fiscal year when they
negotiate a contract with the next Superintendent of Schools.
In the FY22 School Committee Recommended Budget, there is a salary adjustment and professional
dues increase to upgrade the position of Human Resources Director from Human Resources
Administrator. This adjustment to a higher-level position was made in FY21. Labor counsel services was
decreased by $2,500 with the anticipated closure of collective bargaining during FY21. The FY22 School
Committee Recommended Budget also reflects a decrease of $25,000 in the offset from Extended Day
2¤¦´« ± $ ¸ #®²³ #¤³¤±
FY22 School Committee Recommended Budget: $28,395,443
FY21 Final Budget: $27,602,644
$ Increase: $792,799 (2.9%)
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
secretaries according to collective bargaining agreements. All five collective bargaining agreements are
ending in the current fiscal year and the School Committee will be negotiating new agreements with
each collective bargaining unit. There are also cost of living adjustments for non-represented personnel
including building level administrators and curriculum coordinators. It should be noted that all salaries
for non-represented staff represent placeholders in the budget and not actual salaries. The final
determination for annual salaries of all non-represented personnel within the Regular Day Cost Center
will be made by the Superintendent in June for the next fiscal year. In addition, there is an increase of a
0.3 Elementary Specialist and a 0.1 Middle School PE/Health teacher and a reduction of a 1.0 Elementary
Classroom teacher due to a population bubble leaving Grade 5 at Barrows and going to middle school.
There is no additional staffing allocated in this cost center, however, there may be some shifts of
elementary teachers between schools to accommodate changes in student enrollment.
Expense increases within the Regular Education Cost Center include an estimated increase in regular day
mandatory bus transportation. We will be negotiating a new contract for regular day bus transportation
for FY22 as we are in the final year of a five-year contract and the market is very volatile due to COVID.
There are also increases in curriculum materials, curriculum software, and professional development for
the purchase and training of elementary social studies curriculum implementation, Grade 6
mathematics, one grade at the elementary level for mathematics, and a new elementary literacy
assessment. The increases in curriculum software further reflects the change in funding from ESSER
Grant funds to operating funds due to the expiration of the ESSER Grant. Per pupil expenditures for
building based budgets were maintained at the current FY21 levels due to cuts associated with
decreasing the Extended Day Offset as described above in the Superintendents Message. Reflected
within the Regular Day Cost Center are decreases totaling $117,800 associated with the decrease in the
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЊЋ
In addition,
there is an increase in the full day kindergarten tuition revolving account offset of $50,000 that was
originally reduced in June due to COVID but is now increased due to a rise in registered full day
kindergarten students for the 2021-2022 school year.
Special Education Cost Center
FY22 School Committee Recommended Budget: $16,329,409
FY21 Adopted Budget: $16,012,850
$ Increase: $316,559 (2.0%)
The increase in this cost center is due to cost of living adjustments, salary steps, and column increases
for special education teachers and therapists, pre-school secretary and special education paraeducators
according to collective bargaining agreements. All five collective bargaining agreements are ending in
the current fiscal year and the School Committee will be negotiating new agreements with each
collective bargaining unit. In addition, $95,000 has been reallocated out of special education
accommodated costs for a special education literacy coach (new position). There are also cost of living
adjustments for special education administrators and other non-represented special education
employees. It should be noted that all salaries for non-represented staff represent placeholders in the
budget and not actual salaries. The final determination for annual salaries of all non-represented
personnel within the Special Education Cost Center will be made by the Superintendent in June for the
next fiscal year.
Expense increases include known increases in special education out of district tuition and
transportation. This is being offset by a $211,360 increase in circuit breaker reimbursement. There is
also a $30,000 increase in the RISE tuition revolving account offset which was decreased last June due to
an anticipated decrease in enrollment due to COVID.
Not included in this budget are any unanticipated costs related to out of district placement tuition,
lan. We closely
track additional potential cost increases throughout the fiscal year, and we will keep the Committee
informed if any unanticipated costs emerge.
3¢§®®« & ¢¨«¨³¨¤² #®²³ #¤³¤±
FY22 School Committee Recommended Budget: $1,578,204
FY21 Adopted Budget: $1,598,514
$ Decrease: $20,310 (-1.3%)
This cost center is decreasing overall because of the one-time funding in FY21 of $180,000 for COVID
related expenses. Built into this cost center are cost of living adjustments and salary steps for school
custodians according to collective bargaining agreements. All five collective bargaining agreements are
ending in the current fiscal year and the School Committee will be negotiating new agreements with
each collective bargaining unit. In addition, there is also a cost of living adjustment for the non-
represented employee. Expense increases include funding for additional hand sanitizer to refill the
dispensers purchased and installed in each classroom and required feminine hygiene dispensers for
bathrooms. Also reflected is the known increase in contractual cleaning services. As outlined above in
the Superintendents Message and Overview, the offset from Extended Day has a recommended
decrease of $125,000, of which $100,000 has been reflected within the Facilities Cost Center.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЊЌ
District Wide Programs (Health Services, Athletics, Extra-curricular Activities, District Wide
Technology) Cost Center
FY22 School Committee Recommended Budget: $2,113,975
FY21 Adopted Budget: $2,026,469
$ Increase: $87,506 (4.3%)
This cost center includes anticipated increases in cost of living adjustments, salary steps, and column
increases for nurses, athletic coaches, advisory stipends and the athletic secretary according to
collective bargaining agreements. All five collective bargaining agreements are ending in the current
fiscal year and the School Committee will be negotiating new agreements with each collective
bargaining unit. 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. It should be noted that all salaries for non-represented staff
represent placeholders in the budget and not actual salaries. The final determination for annual salaries
of all non-represented personnel in the District Wide Program Cost Centers will be made by the
Superintendent in June for the next fiscal year. Other increases include additional malware protection
for our internet service, funding for extraordinary repairs for our fiber optic network, and contractual
increases for software license and maintenance renewals.
At this point, we are recommending level funding athletic revolving fund support in the FY22 budget and
increasing the extra-curricular revolving account by $15,000 related to the two middle school extra-
curricular revolving accounts. However, due to the uncertainty of athletic and extra-curricular programs
this year, we will closely monitor these revolving accounts and recommended adjustments, if necessary.
#®³ ¢³ )¥®±¬ ³¨®
Copies of the budget document are available at the Office of the Superintendent and on the Reading
www.reading.k12.ma.us. For additional information or clarification, please
feel free to contact the Central Office Administration for assistance at 781-944-5800.
John F. Doherty Ed.D. Gail S. Dowd, C.P.A.
Superintendent of Schools Chief Financial Officer
781-944-5800 781-944-5800
John.doherty@reading.k12.ma.us Gail.Dowd@reading.k12.ma.us
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЊЍ
The Financial Section of the budget book is designed to provide the reader summary and detailed
financial information regarding the 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.
'¤¤± « "´£¦¤³ 3´¬¬ ±¨¤²
The Reading school budget is divided into five cost centers. These cost centers align to the
Massachusetts Department of Elementary and Secondary Education (MA DESE) Program Categories and
include Administration, Regular Day, Special Education, Other District Programs (which includes Health
Services, Athletics, Extra-curricular Activities, and District-wide Technology), and School Facilities. As
Figure 3 below shows, the overall increase to the FY22 School Committee Recommended Budget is 2.6%
or an increase of $1,253,335.
The largest dollar increase is in the Regular Day Cost Center ($792,799). This cost center accounted for
63.3% of the overall increase. There were also increases in Administration ($76,782 or 6.1% of the
overall increase), Special Education ($316,559 or 25.3% of the overall increase), and District Wide
Programs ($87,506 or 7.0% of the overall increase). The School Facilities Cost Center has a decrease of
$20,310 due to the reduction of the $180,000 of the one-time COVID expenses in FY21, offset by a
decrease of $100,000 in the offset from Extended Day as outlined previously.
Figure 3: General Fund Expenditures by Cost Center
Actual Actual Actual Final Budget Requested %
Expended Expended Expended FY21 Budget FY22 Change
FY18 FY19 FY20
Administration $ 904,568 $1,019,370 $1,099,917 $1,202,185 $ 1,278,967 6.4%
Regular Day 23,875,261 25,258,217 25,900,538 27,602,644 28,395,443 2.9%
Special Education 12,589,236 13,759,306 13,481,064 16,012,850 16,329,409 2.0%
School Facilities* 1,155,318 1,306,096 1,511,529 1,598,514 1,578,204 -1.3%
Districtwide Programs 1,711,896 1,880,182 1,929,405 2,026,469 2,113,975 4.3%
Grand Total * $ 40,236,279 $43,223,172 $43,922,453 $48,442,663 $49,695,998 2.6%
* Includes $180,000 of one-time allocated COVID expenses in the FY21 Final Budget
As Figure 3 shows, the largest cost center for the district budget is Regular Day at 57.1% of total
expenditures. The next largest is Special Education which comprises 32.9% of total expenditures.
School Facilities make up 3.2% of the budget. The smallest cost center is District Administration which
makes up 2.6% of the total FY22 School Committee s Recommended Budget. Districtwide Programs
make up 4.3% of the FY22 School Committee Recommended Budget.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЊЎ
Figure 4: Cost Centers as Percentage of Total FY22 Budget
As Figure 5 below indicates, there have been modest shifts between costs centers from year to year.
Historically, the three smallest cost centers, Administration, District Wide Programs and School Facilities
have stayed constant, while the Special Education cost center has increased, and the Regular Day cost
center has decreased. However, in the FY22 School Committee Recommended Budget, we have seen a
shift where Regular Day has slightly increased and Special Education has slightly increased.
Figure 5: Cost Center Budget Proportions Year over Year
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
Actual Actual Actual
Final Budget Requested
ExpendedExpendedExpended
FY21Budget FY22
FY18FY19FY20
Administration
2.2%2.4%2.5%2.5%2.6%
Regular Day
59.3%58.4%58.9%56.9%57.2%
Special Education
31.3%31.8%30.7%33.1%32.9%
School Facilities
2.9%3.0%3.4%3.3%3.2%
Districtwide Programs
4.3%4.3%4.4%4.2%4.3%
Figure 6 shows the change in each cost center budget year over year for FY14 through the FY22 School
Committee Recommended Budget. The average annual increase to the school department budget
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЊЏ
between FY14 and the FY22 School Committee Recommended Budget is 3.8% with the FY19 Override
Budget being the highest increase at 8.4%.
Figure 6: Change in Cost Center Budgets Year over Year
Annual
FY'14 FY'15 FY'16 FY'17 FY'18 FY'19 FY'20 FY'21 FY'22
Average
Administration 1.9% 1.6% -1.3% 4.1% -3.8% 14.5% 3.1% 10.2% 6.4%
4.1%
Regular Day 2.7% 3.6% 3.4% 1.9% 2.8% 6.8% 1.4% 2.8% 2.9%
3.1%
Special
10.2% 6.5% 2.3% 7.7% 3.0% 10.8% 7.4% 5.1% 2.0%
Education 6.1%
School
5.5% 9.7% 1.7% -1.9% -50.0% 8.2% 4.8% 2.8% -1.3%
Facilities* -2.3%
Districtwide
-0.2% -0.6% 1.4% 1.6% 7.3% 10.4% 5.9% -0.9% 4.3%
Programs 3.2%
Grand Total* 4.45% 4.18% 2.75% 3.50% 1.40% 8.40% 3.60% 3.5% 2.6% 3.8%
* Includes $180,000 of one-time allocated COVID expenses in the FY21 Final Budget
Another view of the budget (Figure 7 below) shows the breakdown by major category of expense:
professional salaries, clerical salaries, other salaries, contract services, supplies and materials, and other
expenses. Professional salaries are generally salaries of licensed administrators (e.g., central office
administrators, building principals), department directors (e.g., facilities, school health), teachers and
specialists. Clerical salaries include central office administrative assistants, as well as building and
department secretaries. Other salaries are those of our support staff such as paraprofessionals, tutors,
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 a bus
contract, or cleaning contracts. Supplies and materials include curriculum materials, technology,
classroom supplies, technology, and software. Examples of other expenses include special education
tuition, postage, dues and memberships, professional development, and translation services. Figure 7
below shows the General Fund expenses and budget by category.
Figure 7: General Fund Expenses and Budget by Category
Actual Actual Actual Final Requested
%
Expended Expended Expended Budget Budget
Change
FY18 FY19 FY20 FY21 FY22
Professional Salaries $28,383,449 $30,497,801 $32,380,249 $33,451,373
$ 34,510,313 3.2%
Clerical Salaries 824,608 864,481 917,050 967,105
983,843 1.7%
Other Salaries 4,088,443 4,332,189 4,273,723 5,147,276
5,312,046 3.2%
Contract Services 2,568,848 2,574,463 2,186,412 2,903,530
2,979,255 2.6%
Supplies & Materials * 648,795 791,567 695,001 1,066,880
935,473 -12.3%
Other Expenses 3,722,135 4,162,671 3,470,018 4,906,499
4,975,067 1.4%
Grand Total * $ 40,236,279 $43,223,172 $43,922,453 $48,442,663 $49,695,998 2.6%
* Includes $180,000 of one-time allocated COVID expenses in the FY21 Final Budget
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЊА
Professional salaries comprise the largest percentage of the budget. This is not surprising since, as
stated earlier, education is a staffing intensive enterprise. Professional salaries make up 69.4% of our
district budget while salaries comprise 82.1% of our district budget. The increase in salaries reflects step
and cost of living increases and column changes for represented employees and cost of living increases
for non-represented staff. All five collective bargaining agreements are ending in the current fiscal year
and the School Committee will be negotiating new agreements with each collective bargaining unit. In
addition, it should be noted that all salaries for non-represented staff represent placeholders in the
budget and not actual salaries. The final determination for annual salaries of all non-represented
personnel, except for the Superintendent will be made by the Superintendent in June for the next fiscal
he next fiscal year
when a contract is negotiated with the next Superintendent.
The decrease in Supplies & Materials is primarily due to a one-time amount of $180,000 that was
allocated in FY21 for COVID-related expenses along with decreased related to the proposed decrease in
the Extended Day Offset as described previously. Other changes in other categories are within the
nominal increases from year to year.
Figure 8 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 8: General Fund Expenses and Budget by Cost Center and Object
Actual Actual Actual Final Requested %
Expended Expended Expended Budget Budget Change
FY18 FY19 FY20 FY21 FY22
Administration
Professional Salaries
$523,489 $579,127 $627,466 $628,246
$ 683,370 8.77%
Clerical Salaries
178,311 246,010 278,807 324,081
340,182 4.97%
Contract Services
82,394 74,625 80,100 102,750
91,600 -10.85%
Supplies & Materials
8,327 5,584 2,724 7,795
7,795 0.00%
Other Expenses
112,047 114,024 110,820 139,314
156,020 11.99%
Administration Total
$904,568 $1,019,370 $1,099,917 $1,202,185
$ 1,278,967 6.39%
Regular Day
Professional Salaries
$21,408,117 $22,738,560 $23,711,443 $24,469,914
$ 25,243,777 3.16%
Clerical Salaries
477,229 449,330 470,796 472,194
473,088 0.19%
Other Salaries
992,414 968,500 860,284 1,264,470
1,255,645 -0.70%
Contract Services
120,228 143,189 103,129 178,000
189,000 6.18%
Supplies & Materials
437,483 553,094 364,492 679,906
699,795 2.93%
Other Expenses
439,790 405,544 390,393 538,161
534,137 -0.75%
Regular Day Total
$23,875,261 $25,258,217 $25,900,538 $27,602,644
$ 28,395,442 2.87%
Special Education
Professional Salaries 3.19%
$5,578,769 $6,299,857 $7,100,261 $7,398,445 $7,634,461
Clerical Salaries -1.75%
92,917 94,561 100,400 102,510 100,718
Other Salaries 1.79%
2,019,939 2,174,602 2,117,487 2,555,046 2,600,676
Contract Services -0.66%
1,753,122 1,633,523 1,328,918 1,809,250 1,797,250
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЊБ
Supplies & Materials 0.01%
43,855 44,454 61,180 53,239 53,244
Other Expenses 1.19%
3,100,633 3,512,309 2,772,819 4,094,360 4,143,060
Special Education Total 1.98%
$12,589,236 $13,759,306 $13,481,064 $16,012,850 $16,329,409
Health Services
Professional Salaries -0.56%
$581,369 $607,814 $625,493 $654,574 $650,877
Clerical Salaries 2.34%
12,835 13,156 13,589 13,883 14,208
Other Salaries 10.00%
10,929 13,453 7,902 20,000 22,000
Contract Services 0.00%
9,150 9,090 8,060 9,000 9,000
Supplies & Materials 6.74%
4,483 5,094 36,024 8,900 9,500
Other Expenses 20.00%
4,069 3,990 5,289 4,000 4,800
Health Services Total 0.00%
$622,834 $652,597 $696,358 $710,357 $710,385
Athletics
Professional Salaries 2.35%
$56,672 $57,872 $62,539 $60,770 $62,200
Clerical Salaries 2.22%
49,991 51,552 53,458 54,438 55,647
Other Salaries -0.95%
52,333 115,731 100,287 109,602 108,560
Contract Services 9.34%
297,966 311,610 255,953 340,180 371,955
Supplies & Materials 0.00%
33,515 31,389 30,646 33,500 33,500
Other Expenses -4.88%
45,380 41,643 37,983 59,713 56,800
Athletics Total 4.63%
$535,857 $609,796 $540,866 $658,204 $688,662
Extra-Curricular
Professional Salaries -13.00%
$64,443 $42,962 $79,329 $65,333 $56,838
Contract Services -1.48%
11,985 12,921 8,089 16,900 16,650
Supplies & Materials 0.00%
1,113 455 - 1,900 1,900
Other Expenses 20.81%
4,337 3,246 8,689 7,450 9,000
Extra-Curricular Total -7.86%
$81,878 $59,584 $96,108 $91,583 $84,388
Technology
Professional Salaries 2.31%
$93,982 $93,610 $82,726 $83,167 $85,090
Other Salaries 2.48%
266,797 294,573 315,912 323,132 331,150
Contract Services 44.54%
93,252 93,921 72,798 101,150 146,200
Supplies & Materials 0.00%
5,508 32,985 5,220 4,000 4,000
Other Expenses 16.81%
11,787 43,118 119,417 54,876 64,100
Technology Total 11.34%
$471,327 $558,206 $596,073 $566,325 $630,540
School Facilities
Professional Salaries
$76,608 $78,000 $90,991 $90,923
$ 93,700 3.05%
Clerical Salaries
13,325 9,871 - -
- -
Other Salaries
746,032 765,331 871,850 875,025
994,015 13.60%
Contract Services
200,750 295,584 329,365 346,300
357,600 3.26%
Supplies & Materials*
114,512 118,513 194,714 277,640
125,739 -54.71%
Other Expenses
4,091 38,797 24,608 8,625
7,150 -17.10%
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЊВ
School Facilities Total
$1,155,318 $1,306,096 $1,511,529 $1,598,514
$ 1,578,204 -1.27%
Grand Total 2.59%
$40,236,279 $43,223,172 $43,922,453 $48,442,663 $49,695,998
* Includes $180,000 of one-time allocated COVID expenses in the FY21 Final Budget
Historical Budget versus Actual Spending
As a school district, we pride ourselves on responsible fiscal management, spending our resources as
requested and returning funds that are not utilized during a fiscal year. As part of our efforts to ensure
accountability, we report on the amount of the school budget that we have returned
general fund at the end of the fiscal year in Figures 9 and 10 below. As indicated, the school department
has returned funds each of the prior eleven fiscal years and has not required or requested additional
funds for school department operations. On average, the school department has returned 0.6% of its
total budget back to the town each year. In FY20, the amount returned was 1.01% or $471,182 out of a
$46,777,348 budget. However, it should be noted that in the $471,182 turned back in FY20 there was a
one-time amount of $300,000 of special education funding initially requested during the budget process
due to uncertainty in transportation and Out of District (OOD) costs. This funding was not needed for
transportation and tuition and was ultimately returned to free cash. If that amount is deducted from
the $471,182 turned back, the adjusted amount returned was $171,182, which reflects 0.37% of the
total FY20 budget.
Figure 9: Amount of School Budget Funds Retuned to Free Cash Each Year
ANNUAL SCHOOL BUDGET ($) TURNED BACK TO FREE CASH
1
5
8
,
3
9
5
$
2
8
3
1
7,
01
,
7
1
4
5
$
4
$
5
7
8
7
5
,
1
2
,
1
0
6
3
3
3
8
1
$
6
,
2
5
8
$
,
4
9
2
2
$
2
$
8
0
8
,
8
7
1
35
1
16
$
,
5
,
7
3
4
7
1
6
$
1
$
,
4
2
$
FY'10FY'11FY'12FY'13FY'14FY'15FY'16FY'17FY'18FY'19FY'20 *
* FY20 turn back includes $300,000 of special education funding initially requested during the budget
process due to uncertainty in transportation and OOD costs - due to the changing landscape funds were
not ultimately needed for transportation and tuition and was returned to free cash.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЋЉ
Figure 10: Percentage of School Budget Funds Retuned to Free Cash Each Year
ANNUAL SCHOOL BUDGET (%) TURNED BACK TO FREE CASH
%
3
5
.
1
%
0
%
1
1
.
0
1
.
%
1
9
%
7
%
.
7
%
2
0
6
.
5
6
.
0
5
.
0
%
0
0
%
%
3
1
.
8
%
2
0
1
.
.7
0
00
.
0
0.00%
FY'10FY'11FY'12FY'13FY'14FY'15FY'16FY'17FY'18FY'19FY'20 *
* FY20 turn back includes $300,000 of special education funding initially requested during the budget
process due to uncertainty in transportation and OOD costs - due to the changing landscape funds were
not ultimately needed for transportation and tuition and was returned to free cash.
Allocation of Personnel Resources
Education is, by its very nature, a very staff dependent operation. The total number of staff as well as
the allocation of staff resources is determined annually based on enrollment projections and student
needs and services required to meet those needs. As a result, 82.1% of our district operating budget is
used for employee compensation which is not atypical of school districts in the state or across the
he
number of hours that an individual works by the base number of hours for the position. For example,
paraprofessionals and base hours are 35 per week (70 hours biweekly), secretaries work 37.5
hours per week (75 hours biweekly), and custodians work 40 hours per week (80 hours biweekly).
Staffing is driven primarily by enrollment changes and student program needs. Figure 11 below shows
staffing resources for the prior year, current year budget, and requested SY21-22 FTE by position type,
and cost center.
The following positions were added to the School Committee FY22 Recommended Budget due to
additional student service and program needs in regular education and special education. Some of these
positions were hired in FY21 due to immediate student driven needs and scheduling during COVID and
will continue for next year. Other positions are anticipated in FY22.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЋЊ
Positions Added in FY22 Budget
The net reduction of 0.6 FTE Regular Education Teacher and net increase of 1.0 FTE Special Education
Literacy Coach (from accommodated costs) reflect the change in positions in the FY22 School Committee
Recommended Budget. The breakdown is as follows:
o 0.1 FTE Middle School Health/PE Teacher (increase occurred in FY21)
o 0.3 FTE Elementary Specialist Teacher (increase occurred in FY21)
o 1.0 FTE Special Education Literacy Coach (anticipated FY22)
o 2.0 FTE Tutors (Title 1 Grant Funded -not operating budget increase occurred in FY21)
Reductions in FY22 FTE
th
o 1.0 FTE Elementary Teacher (5 grade bubble)
Figure 11: Staffing by Cost Center and Position
Budgeted Budgeted
FY18 FY19 FY20 FY21 FY22
FTE FTE FTE FTE FTE
Administration 8.1 9.1 10.1 10.1 10.1
Administrative Assistant 3.8 4.8 5.8 5.8 5.8
District Administrator 4.3 4.3 4.3 4.3 4.3
Regular Education 332.8 340.9 341.1 341.1 340.5
Assistant Principal 4.3 4.3 4.3 4.3 4.3
Curriculum Coordinators - 2.0 2.0 2.0 2.0
Elementary Teacher 100.4 100.2 101.4 101.4 100.7
ELL Teacher 2.5 2.5 2.5 2.5 2.5
Guidance Counselor 5.6 5.6 5.6 5.6 5.6
High School Dept Chair 3.3 3.3 3.3 3.3 3.3
High School Teacher 70.3 75.1 74.6 74.6 74.6
Instructional Coach 0.2 1.0 0.6 0.6 0.6
Library/Media Specialist 7.9 7.9 7.9 7.9 7.9
Middle School Teacher 65.8 66.3 66.3 66.3 66.4
Paraprofessional 21.5 23.9 23.0 23.0 23.0
Principal 8.0 8.0 8.0 8.0 8.0
Reading Specialist 7.0 7.0 7.0 7.0 7.0
School Adjustment Counselor 1.0 1.0 1.0 1.0 1.0
School Psychologist 10.0 10.6 11.4 11.4 11.4
Secretary 11.0 10.0 10.0 10.0 10.0
Technology Specialist 3.4 3.1 3.1 3.1 3.1
Tutor 10.5 9.1 9.1 9.1 9.1
Special Education 167.4 175.9 177.4 178.5 179.6
Behavior Analyst (BCBA) 1.6 1.0 1.0 1.0 1.0
District Administrator 1.0 1.0 1.0 1.0 1.0
Assistant Special Education Director - 0.6 0.6 0.6 0.6
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЋЋ
District Administrator of Support Services 0.4 0.4 1.0 1.0 1.0
Special Education Literacy Coach - - - - 1.0
District Evaluator 1.0 1.0 1.0 1.0 1.0
Elementary Teacher 24.0 25.0 26.5 25.5 25.5
High School Teacher 11.0 11.0 11.0 12.0 12.0
Middle School Teacher 15.5 17.0 17.0 17.0 17.0
Occupational Therapist 3.1 3.1 3.1 3.5 3.5
Occupational Therapy Assistant 0.6 0.6 0.9 0.9 0.9
Paraprofessional 78.0 84.2 82.1 82.2 82.2
Physical Therapist 1.5 1.5 1.6 1.6 1.6
Pre-School Teacher 7.3 7.3 7.5 7.5 7.5
School Adjustment Counselor 1.0 1.0 1.0 1.0 1.0
Secretary 2.0 2.0 2.0 2.0 2.0
Social Worker 3.0 3.0 3.0 3.0 3.0
Speech/Language Pathologist 9.8 9.8 9.8 9.8 10.0
Speech/Language Pathologist Assistant - - - 0.6 0.4
Team Chair 6.6 6.4 7.4 7.4 7.4
Athletics 1.5 1.5 1.5 1.5 1.5
Assistant Principal 0.5 0.5 0.5 0.5 0.5
Secretary 1.0 1.0 1.0 1.0 1.0
Extracurricular 0.3 0.3 0.3 0.3 0.3
Assistant Principal 0.3 0.3 0.3 0.3 0.3
Health Services 9.3 9.3 9.3 9.3 9.3
District Administrator 0.2 0.2 0.2 0.2 0.2
School Nurse 8.8 8.8 8.8 8.8 8.8
Secretary 0.3 0.3 0.3 0.3 0.3
District Technology 5.4 6.4 6.2 6.2 6.2
Computer Technician 4.5 5.5 5.5 5.5 5.5
District Administrator 0.7 0.7 0.7 0.7 0.7
Info Systems Specialist 0.2 0.2 - - -
Facilities 19.9 19.9 19.5 19.5 19.5
Custodian 18.5 18.5 18.5 18.5 18.5
District Administrator 1.0 1.0 1.0 1.0 1.0
Secretary 0.4 0.4 - - -
Grant Funded 16.2 16.1 15.7 15.7 17.7
Data Analyst 0.8 - - - -
District Administrator of Support Services 0.5 0.6 - - -
Metco Coordinator 1.0 1.0 1.0 1.0 1.0
Elementary Teacher 3.6 5.0 5.0 5.0 5.0
High School Teacher 3.0 2.0 2.0 2.0 2.0
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Middle School Teacher 2.5 2.0 2.0 2.0 2.0
Pre-School Teacher 1.6 1.0 1.0 1.0 1.0
Team Chair 2.0 1.0 1.0 1.0 1.0
Behavior Analyst (BCBA) 1.0 1.0 1.0 1.0
Paraprofessional - 0.7 0.7 0.7 0.7
Tutor 1.2 1.8 2.0 2.0 4.0
Grand Total 560.7 579.3 581.1 582.1 584.7
#®²³ #¤³¤± "´£¦¤³s
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 2.6% of the total district budget. For FY22, the
district administration cost center has increased by $76,782 or 6.4%. As shown in Figure 12, the major
changes in this cost center are as follows:
Cost of living adjustments for the Central Office Administrators and Staff. It should be noted
that all salaries for non-represented staff represent placeholders in the budget and not actual
salaries. The final determination for annual salaries of all non-represented personnel, except for
the Superintendent will be made by the Superintendent in June for the next fiscal year. The
School Commi
once a new Superintendent is selected. (Professional Salaries)
A salary adjustment of $45,660 and professional dues increases to upgrade the position of
Human Resources Director from Human Resources Administrator. This adjustment to a higher-
level position was made in FY21.
A decrease of $2,500 in labor counsel services with the anticipated closure of collective
bargaining in FY21.
A decrease of $25,000 in the offset from Extended Day as described above within the
Superintendents Message and Overview
The largest expenditure in this cost center is for the salaries of the four district administrators
(Superintendent, Assistant Superintendent for Learning & Teaching, Chief Financial Officer, Human
rd
Resources Director), a portion (1/3the
responsibilities of the role that contributes to district data and information management, and the 5.8
FTE administrative assistants that support the district and school administration.
Figure 12 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.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЋЍ
Figure 12: District Administration Budget by Detail
Actual Actual Actual Final Requested
%
Expended Expended Expended Budget Budget
Change
FY18 FY19 FY20 FY21 FY22
Professional Salaries
Administrator $ 416,770 $ 465,356 $ 507,971 $507,283 $ 515,800 1.68%
Director 67,321 72,500 78,693 80,000 125,660 57.08%
Employee Benefits 2,481 3,419 - - -
Manager 36,917 37,852 40,802 40,963 41,910 2.31%
Professional Salaries Total $ 523,489 $ 579,127 $ 627,466 $ 628,246 $ 683,370 8.77%
Clerical Salaries
Administrative Assistant $ 218,311 $ 286,010 $ 290,401 $ 374,081
$ 365,182 -2.38%
Employee Benefits - - 3,407 -
-
Revolving Fund Support (40,000) (40,000) (15,000) (50,000)
(25,000) -50.00%
Clerical Salaries Total $ 178,311 $ 246,010 $278,807 $ 324,081
$ 340,182 4.97%
Contract Services
Consulting Services $8,000 $ 8,000 $1,500 $ 20,400 $ 12,000 -41.18%
Labor Counsel 26,304 18,342 32,647 30,000 27,500 -8.33%
Telecommunications 48,090 48,283 45,953 52,350 52,100 -0.48%
Contract Services Total $82,394 $ 74,625 $ 80,100 $ 102,750 $ 91,600 -10.85%
Supplies & Materials
Office $ 8,327 $ 5,584 $ 2,724 $ 7,795 $ 7,795 0.00%
Supplies & Materials Total $ 8,327 $ 5,584 $ 2,724 $ 7,795 $ 7,795 0.00%
Other Expenses
Advertising $1,701 $ 942 $ 505 $ 5,550 $ 5,550 0.00%
Awards 428 - 836 600 600 0.00%
Dues & Memberships 14,782 15,373 16,184 16,529 19,060 15.31%
Employee Benefits 23,800 25,900 26,250 30,000 30,000 0.00%
Equipment 7,704 4,104 5,379 8,000 8,000 0.00%
Hiring and Recruiting 28,300 28,759 32,318 36,600 37,000 1.09%
Postage 3,975 4,993 4,201 5,360 5,010 -6.53%
Professional
16,683 15,159 6,728 15,625 25,600 63.84%
Development
Software Licensing &
14,674 17,214 18,419 19,350 23,500 21.45%
Support
Travel - 1,580 - 1,700 1,700 0.00%
Other Expenses Total $ 112,047 $114,024 $ 110,820 $139,314 $ 156,020 11.99%
Administration Total $ 904,568 $1,019,370 $ 1,099,917 $1,202,185
$1,278,967 6.39%
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЋЎ
Figure 13: District Administration Staffing
Budgeted Budgeted
FY17 FY18 FY19 FY20 FY21 FY22
FTE FTE FTE FTE FTE FTE
Administration
8.1 8.1 9.1 10.1 10.1 10.1
Administrative Assistant
3.8 3.8 4.8 5.8 5.8 5.8
District Administrator
4.3 4.3 4.3 4.3 4.3 4.3
3¢§®®« #®¬¬¨³³¤¤
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 Massachusetts Board of Education. This District
Administration Budget includes any expenses incurred by the School Committee, most notably, the
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 Massachusetts Association of School
Committee (MASC) annual dues and conference registration for the annual MASC Conference.
Superintendent
The Superintendent of Schools serves as the chief educational leader for the school district. This
position works with the School Committee as well as with building administrators and Central Office
administrators to develoimprovement plan strategic goals and objectives, to recommend
used to ensure the success of all students. The Superintendent supervises and evaluates all Central
Office Administrators and Building Principals. In addition, the Superintendent co-supervises the Director
of Facilities with the Town Manager. During FY22, the Superintendent will lead the district and schools
in achieving the goals
Plan. The district has developed a new three-year District Improvement Plan for the 2020-23 School
Years.
This District Administration Budget includes the salaries of the Superintendent and the Executive
Assistant to the Superintendent. As determined by the School Committee, compensation is budgeted
for the Superintendent. A new Superintendent will be selected by the School Committee for the 2021-
2022 school year.
printing, copying and copier leases, postage, and professional development expenses including tuition
reimbursement.
!²²¨²³ ³ 3´¯¤±¨³¤£¤³
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
Adult and Community Education, the Director of METCO, K-6 Curriculum Coordinators, Data Coach,
Behavioral Health Coach, Elementary Art and Music Teachers, and the Elementary Technology
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЋЏ
Integration Specialist. The position
development and curriculum planning activities. During FY22, the primary focus of this position will be
the continued implementation of the teaching and learning focus areas of the District Improvement
Plan, continued implementation of the Social Studies state curriculum frameworks, reviewing and
purchasing new Grade 6 and a grade of elementary mathematics curriculum, identifying and
implementing an early literacy screener for early childhood students,
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. Most of the increase is due to compensation
increases.
"´²¨¤²² £ &¨ ¢¤
The role of the Chief Financial Officer is to lead the school finance and operations, including budget,
financial reporting, payroll, accounts payable, accounts receivable, transportation, grants management,
Medicaid reimbursement, capital planning, and purchasing/procurement. The Chief Financial Officer
also oversees school facilities, network technology, school nutrition, and use of school property. This
current year, the Chief Financial Officer has played a critical leadership role in all COVID operations
activities. In addition, the Chief Financial Officer supervises and evaluates the School Nutrition Director
and Network Manager. In FY22, some of the key areas of focus for this position will be to work with
Town and School Officials on capital projects regarding elementary space planning and building safety
and security and field upgrades. Another area of focus will be to continue to analyze resource allocation
to ensure that funds are invested and expended to maximize student success, in addition to assisting in
the contract negotiations for all five collective bargaining units. 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
Chief Financial Officer will also continue to report to the School Committee any potential financial risk to
the school district.
The District Administration Budget includes the salaries of the Chief Financial Officer and Operations as
well as 3.0 FTE administrative support staff who are responsible for the day to day tasks associated with
payroll, accounts payable, accounts receivable, cash management, collections, reporting, grants
management and procurement. It is critical that we provide ongoing training for support staff to be able
to provide multiple skill sets that allow for redundancy and backup in the department. Also included
within the District Administration Budget are expenses including annual audit fees, membership to the
Massachusetts Association of School Business Officials, professional development, printing, copying and
copier leases, postage, advertising, and office supplies.
(´¬ 2¤²®´±¢¤²
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; managing all Federal, State, and contractual leaves and
personnel accommodations and complying with federal and state reporting requirements. During the
current year, a key function of this department has been the oversight and monitoring of all the COVID
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЋА
related leaves of absence as defined by Federal law and collective bargaining agreements. In FY22,
some of the key areas of focus for this position will be to review and revise our personnel policies and
procedures, strengthen our processes to better support staff, and improve the hiring process for
substitute teachers and paraprofessionals, and assist with the continued implementation of the
educator evaluation and induction systems. Moving forward, the Human Resources Director will be
focusing on developing and implementing a talent diversification and leadership development strategy,
as outlined in the 2020-
The District Administration Budget includes the salaries of the Human Resources Director as well as a 1.0
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. Software licensing expenses in this function increased reflecting annual
license and maintenance contracts as well as the addition of new software system to automate
functions within the department.
,¤¦ « 3¤±µ¨¢¤²
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 the
legal services of the firm of Stoneman, Chandler and Miller. We are decreasing funding in this area by
$2,500 due to the anticipated completion of negotiations with all five collective bargaining units in the
current fiscal year.
)¥®±¬ ³¨® - ¦¤¬¤³ £ 4¤¢§®«ogy
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
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 administrative assistant as
well as 0.34 FTE district level technology and network management staff (manager). The increase to this
functional area funds salary increases.
5³¨«¨³¸ 3¤±µ¨¢¤²
This function is where expenses for all telecommunication services are charged, including telephone
charges and wireless services for the district (not including equipment repairs which are charged to the
district-wide technology budget).
2¤³¨±¤¬¤³ #®³±¨¡´³¨®²
This budget line includes fu75 of contributions
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
FY22 budget allocation is based on this historical trend.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЋБ
2¤¦´« ± $ ¸
The Regular Day budget funds all 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 and homeless students;
curriculum materials; professional development; instructional materials, supplies, and equipment;
instructional technology; library materials and technology; and other instructional services. The Regular
Day Cost Center budget accounts for 57.1% of the total School Committee FY22 Recommended Budget.
As Figure 14 indicates, the School Committee FY22 Recommended Budget includes a 2.9% increase or
$792,798 for the Regular Day Cost Center. The major changes in this cost center are as follows:
Funding of all contractual step, column and COLA increases for represented and non-
represented employees in this cost center. This includes regular education teachers and
specialists, secretaries, regular education paraeducators, tutors, building principals and assistant
principals, and curriculum coordinators. All five collective bargaining agreements are ending in
the current fiscal year and the School Committee will be negotiating new agreements with each
collective bargaining unit. It should be noted that all salaries for non-represented staff represent
placeholders in the budget and not actual salaries. The final determination for annual salaries of
all non-represented personnel within Regular Day will be made by the Superintendent in June
for the next fiscal year.
An increase in funding for curriculum materials, curriculum software and professional
development for the following areas:
o Elementary social studies implementation. We will be enhancing our current
elementary social studies curriculum to align with the state standards.
o Grade 6 mathematics at the middle school and one grade at the elementary school
This material is to align with state standards and the Grade 7 and 8 mathematics
curriculum material that was purchased over the last two years.
o Elementary Literacy Assessment- the Legislature approved Chapter 272 of the Acts of
2018 on October 19, 2018. The new law requires the Department of Elementary and
Secondary Education (DESE), in consultation with the Department of Early Education
and Care (EEC) to "issue guidelines to assist districts in developing screening procedures
or protocols for students that demonstrate one or more potential indicators of a
neurological learning disability, including, but not limited to, dyslexia.
o Curriculum software increase reflect items previously funded through the ESSER Grant
in the current fiscal year that will be funded out of the operating budgeted in
subsequent years.
An anticipated increase in costs for regular day mandatory transportation which also includes
homeless transportation. We will be going out to bid for a new regular day transportation
contract for FY22 as we are in the final year of a five-year contract. Currently, the
transportation market is very volatile due to COVID.
Per pupil expenditures for building based budgets were kept at FY21 levels due to cuts
associated with decreasing the Extended Day Offset as described above in the Superintendents
Message.
An increase in the full day kindergarten tuition revolving account offset of $50,000 that was
originally reduced in June due to COVID resulting in declined full-day enrollment, but is now
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЋВ
increased due to a rise in preliminary registered full day kindergarten students back to historic
levels for the 2021-2022 school year. The offset reflects amounts for the average salaries for
the teachers and paraprofessionals assigned to the full-day kindergarten classes, as well as an
allocation of a portion of the principal salaries, secretary salaries and nursing salaries as well as
an allocation for incidental expenses (materials and supplies). We continue to review and refine
the offset each year as enrollment figures fluctuate.
Funding of technology replenishment at $56,783, reflecting a reduction of $25,000 from
historical levels as well as an additional reduction of $18,217 for the reduction in the offset from
Extended Day as outlined above. The reductions can be attributed to the purchasing completed
over the last fiscal year. Technology also reflects the continuation of the districts ZOOM license.
An increase of a 0.3 Elementary Specialist and a 0.1 Middle School PE/Health teacher.
A reduction of a 1.0 Elementary Classroom teacher due to a population bubble leaving Grade 5
at Barrows and going to middle school. This position is not needed at the middle school. The
net staffing is a reduction of 0.6 FTE in this cost center.
Spread throughout the various line items is a total reduction of $117,500 within Regular Day to
fund the proposed decrease in the Extended Day offset described above.
Professional salaries in the Regular Day budget reflects a 3.16% increase in the FY22 School Committee
Recommended Budget. It should be noted that line items with the Professional Salaries category may
fluctuate year to year due to step, column, and COLA increases, and staff turnover. The FY22 budget
assumes funding for all salary and benefit obligations to employees per the collective bargaining
agreements and non-union COLA. All five collective bargaining agreements are ending in the current
fiscal year and the School Committee will be negotiating new agreements with each collective
bargaining unit. All salaries for non-represented staff represent placeholders in the budget and not
actual salaries. The final determination for annual salaries of all non-represented personnel within
Regular Day will be made by the Superintendent in June for the next fiscal year.
Salaries in the regular day budget are also offset by revenues from full day kindergarten ($1,100,000)
($60,000). The METCO grant offset is an estimate and maybe adjusted
once final funding figures for FY22 are known as the amount is based upon prior year grant levels.
Figure 14 below shows the School Committee FY22 Recommended Budget for regular day by detailed
expenditure category. This information is intended to provide more specific information on regular day
expenditures. Figure 15 shows the FTE allocated to the Regular Day Cost Center.
Figure 14: Regular Day Budget by Detail
Actual Actual Actual Final Requested %
Expended Expended Expended Budget Budget Change
FY18 FY19 FY20 FY21 FY22
Professional Salaries
Assistant Principal
$ 439,545 $ 448,724 $ 488,479 $ 482,322 $ 493,484 2.31%
Department Head Stipend
332,023 337,332 346,219 348,354 352,284 1.13%
Employee Benefits
45,128 58,714 10,500 48,250
42,150 -12.64%
Guidance
414,512 436,142 388,492 416,990 437,993 5.04%
Instructional Specialist
14,952 262,651 238,428 247,026 252,800 2.34%
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЌЉ
Library
592,946 614,162 638,574 661,075 655,081 -0.91%
Principal
930,731 940,914 995,729 1,015,393 1,040,905 2.51%
Psychologist
743,298 822,691 921,954 981,692 1,033,283 5.26%
Reading
586,407 541,433 611,771 626,599 641,703 2.41%
Revolving Fund Support
(900,000) (949,000) (800,000) (1,050,000) (1,100,000) 4.76%
State Grant Support
(80,000) (70,044) (70,000) (60,000) (60,000) 0.00%
Stipends
224,377 223,784 232,719 264,933 252,730 -4.61%
Substitutes
83,621 77,143 92,323 - -
Teacher
17,687,591 18,701,590 19,310,787 20,165,985 20,875,441 3.52%
Technology Integration
292,986 292,324 305,467 321,297 325,923 1.44%
Professional Salaries Total
$21,408,117 $22,738,560 $23,711,443 $24,469,914
$25,243,777 3.16%
Clerical Salaries
Employee Benefits
$5,864 $ - $ 14,348 $ 4,500 $ 4,500 0.00%
Secretary
471,365 449,330 456,448 467,694 468,588 0.19%
Clerical Salaries Total
$ 477,229 $ 449,330 $470,796 $472,194 $473,088 0.19%
Other Salaries
Employee Benefits
$ 785 $ 750 $ - $ - $ -
Paraprofessional
727,407 741,885 718,403 867,270 858,445 -1.02%
Substitutes
264,223 225,865 141,881 397,200 397,200 0.00%
Other Salaries Total
$ 992,414 $968,500 $860,284 $ 1,264,470 $1,255,645 -0.70%
Contract Services
Instructional Services
$ - $ 1,250 $391 $10,000 $10,000 0.00%
Transportation
120,228 141,939 102,738 168,000 179,000 6.55%
Contract Services Total
$120,228 $143,189 $103,129 $178,000 $189,000 6.18%
Supplies & Materials
Art
$15,898 $22,801 $29,888 $17,892 $25,300 41.40%
Business
- - (13) 1,500 1,500 0.00%
Curriculum, Elementary
143,977 49,446 38,970 57,500 63,000 9.57%
Curriculum, High School
17,771 109,514 - 9,615 2,000 -79.20%
Curriculum, Middle School
3,509 7,677 - 63,950 65,400 2.27%
English Language Arts
32,481 21,512 14,429 24,500 23,714 -3.21%
Equipment
- - 927 - -
Foreign Language
6,974 5,279 732 11,300 9,561 -15.39%
Furnishings
3,663 16,103 13,853 18,972 9,250 -51.24%
Guidance
282 957 408 1,000 1,000 0.00%
Kindergarten
505 881 1,277 300 300 0.00%
Library
6,734 7,468 6,123 13,300 10,650 -19.92%
Library Technology
- - - 1,000 1,000 0.00%
Math
15,007 13,406 15,055 36,546 30,650 -16.13%
Office
9,284 9,182 11,569 14,732 13,845 -6.02%
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЌЊ
Other
27,355 49,235 29,143 45,920
38,649 -15.83%
Paper
15,613 54,700 24,347 38,343
34,475 -10.09%
Performing Arts
4,920 13,354 5,227 12,950 12,050 -6.95%
Peripherals
70 - - - -
Physical Education
7,681 10,095 7,886 11,650 9,250 -20.60%
Printer
13,437 21,220 12,607 21,350 19,744 -7.52%
Professional Development
1,743 1,594 1,085 4,450 2,450 -44.94%
Psychology
108 140 - 450 450 0.00%
Reading
12,747 21,384 15,988 13,075 16,500 26.19%
Science
12,701 22,687 20,852 92,304
69,197 -25.03%
Social Studies
7,200 5,945 3,112 16,600 8,400 -49.40%
Software
48,517 46,062 67,663 89,605
155,010 72.99%
Teacher Resources
4,378 5,032 3,327 5,200 5,200 0.00%
Teacher Supplies
11,669 14,913 23,137 16,000 18,500 15.63%
Technology
4,259 11,732 8,183 23,950
41,100 71.61%
Testing
725 1,203 393 2,152 1,850 -14.03%
Workbooks & Consumables
8,277 9,574 8,323 13,800 11,800 -14.49%
Supplies & Materials Total
$437,483 $553,094 $364,492 $679,906
$ 699,795 2.93%
Other Expenses
Dues & Memberships
$8,596 $9,114 $9,765 $18,823 $13,000 -30.94%
Equipment
79,185 54,289 68,318 85,993 79,524 -7.52%
Field Trip Travel
488 385 - 500 500 0.00%
Graduation
8,281 8,972 9,428 8,000 8,000 0.00%
Instructional Services
- - 1,389 5,000 4,500 -10.00%
Other
98 884 524 800 1,200 50.00%
Professional Development
168,918 190,018 171,274 203,720
203,991 0.13%
Software Licensing &
69,813 66,594 69,011 83,325 86,239 3.50%
Support
Technology
104,412 74,334 46,650 131,000
136,183 3.96%
Technology - COVID
- - 12,688 - -
Travel
- 954 1,347 1,000 1,000 0.00%
Other Expenses Total
$439,790 $405,544 $390,393 $538,161
$ 534,137 -0.75%
Regular Day Total
$23,875,261 $25,258,217 $25,900,538 $27,602,644
$28,395,442 2.87%
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЌЋ
Figure 15: Regular Day Staffing
Budgeted Budgeted
FY17 FY18 FY19 FY20 FY21 FY22
FTE FTE FTE FTE FTE FTE
Regular Education 341.8 332.8 340.9 341.1 341.1 340.5
Assistant Principal 4.5 4.3 4.3 4.3 4.3 4.3
Curriculum Coordinators - - 2.0 2.0 2.0 2.0
Elementary Teacher 103.6 100.4 100.2 101.4 101.4 100.7
ELL Teacher 2.5 2.5 2.5 2.5 2.5 2.5
Guidance Counselor 5.2 5.6 5.6 5.6 5.6 5.6
High School Dept Chair 3.3 3.3 3.3 3.3 3.3 3.3
High School Teacher 74.7 70.3 75.1 74.6 74.6 74.6
Instructional Coach 2.0 0.2 1.0 0.6 0.6 0.6
Library/Media Specialist 7.9 7.9 7.9 7.9 7.9 7.9
Middle School Teacher 65.7 65.8 66.3 66.3 66.3 66.4
Paraprofessional 22.0 21.5 23.9 23.0 23.0 23.0
Principal 8.0 8.0 8.0 8.0 8.0 8.0
Reading Specialist 7.3 7.0 7.0 7.0 7.0 7.0
School Adjustment Counselor 1.0 1.0 1.0 1.0 1.0 1.0
School Psychologist 9.6 10.0 10.6 11.4 11.4 11.4
Secretary 11.0 11.0 10.0 10.0 10.0 10.0
Supervisor of Students 1.0 - - -
Technology Specialist 3.6 3.4 3.1 3.1 3.1 3.1
Tutor 8.9 10.5 9.1 9.1 9.1 9.1
Figure 16: Per Pupil Building Based Budget Allocations
Fiscal 21 Per Pupil Analysis Fiscal 22 Per Pupil
Analysis
10/1/2019 FY21 10/1/2019 ** FY22 FY22 FY22
Enrollment Per Pupil* Enrollment Per Pupil Reduction Adjusted
Barrows 386 $64,173 386 $67,550 (3,378) 64,173
Birch Meadow 384 63,840 384 67,200 (3,360) 63,840
Eaton 404 67,165 404 70,700 (3,535) 67,165
Killam 416 69,160 416 72,800 (3,640) 69,160
Wood End 304 50,540 304 53,200 (2,660) 50,540
(3,413)
Coolidge 424 64,851 424 68,264 64,851
(4,025)
Parker 500 76,475 500 80,500 76,475
(10,102)
RMHS 1,232 191,946 1,232 202,048 191,946
$34,113
Total 4,050 $648,150 4,050 $682,262 $648,149
* FY21 Per Pupil was reduced by 5% as part of the final budget
** FY22 Per Pupil was based upon 10/1/2019 enrollment and reflects continued 5% reduction
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЌЌ
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. In FY21, we reduced this funding by 5% to address the budget
reductions due to COVID. In addition, because enrollment fluctuated due to COVID in the 2020-2021
school year, especially at the elementary level, we used the October 1, 2019 enrollment information to
determine the FY22 Per Pupil Building Based Budget instead of the October 1, 2020 information. We are
anticipating that enrollment will go back up to pre-COVID levels which will allow each school to have the
necessary resources for their s
registration. Figure 16 above shows the FY21 per pupil with the 5% reduction and the FY22
recommended per pupil allocations reflecting full funding at historical levels less the 5% reduction to
reflect budget reductions to fund the decreased offset for Extended Day.
This building budget spending line items for all eight schools are distributed throughout Figure 16 above
and are primarily located the in the Supplies and Materials section and in the Other Expenses section.
The total 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
Paper
Copier leases
Memberships/dues
Instructional software and ongoing software license and maintenance fees
Testing supplies
Conferences/workshops/professional development
Graduation expenses (High School)
3¯¤¢¨ « %£´¢ ³¨®
The Special Education cost center includes the salaries and expenses necessary to provide special
education and related services to the children in our community. The goal of the Student Services
Department is to provide high quality programs and services within the district and to identify and place
children in out-of-district programs only when the programs or services that are offered within the
district are not ad
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. The School Committee FY22
Recommended Budget allocates a 2.0%, or $316,559, increase to this cost center. In FY22, in-district
expenditures make up 67% of the special education budget while out-of-district expenditures comprise
the other 33% of the School Committee FY22 Recommended Special Education budget.
The major financial 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 projected in the next collective bargaining
agreements. All five collective bargaining agreements are ending in the current fiscal year and
the School Committee will be negotiating new agreements with each collective bargaining unit.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЌЍ
Cost of living adjustments for non-represented personnel, including the Director of Student
Services, Assistant Director of Student Services, Team Chairs, and Board-Certified Behavior
Analysts. It should be noted that all salaries for non-represented staff represent placeholders in
the budget and not actual salaries. The final determination for annual salaries of all non-
represented personnel within the Special Education Cost Center will be made by the
Superintendent in June for the next fiscal year.
The addition of a Special Education Literacy Coach position (new position) that has been
reallocated within the special education accommodated costs ($95,000) given the nature of the
position.
Known increases in special education out of district tuition and transportation costs due to
tuition and contractual transportation increases. The Director of Student Services and Chief
Financial Officer closely monitor these costs on a monthly basis. Increases in the budget may be
due to several factors including change in public collaborative tuition rates, students who
changed placements to a more restrictive environment resulting in a higher cost, and some
private placements increasing tuition at a higher rate than budgeted. We also must account for
increases in tuition rates for private school placements that some of our students attend. These
tuition rates for approved special education private school programs are regulated by the
Operational Services Division (OSD) of the Commonwealth of Massachusetts. The annual tuition
and services increase, which for next year is certified at 2.26%, may be renegotiated every six
years by each approved private school program. In addition, tuition increases can be requested
outside of the six-year cycle if due to extenuating circumstances or financial hardships. If either
of these requests are approved by OSD, these increases for that year can be significantly higher
and have an
that program.
An increase in circuit breaker reimbursement for next year ($211,000) which is reflective of the
current year circuit breaker reimbursement which will be utilized in the next fiscal year.
A $30,000 increase in the RISE tuition revolving account offset to appropriately reflect the
amount of the offset with the tuition revenue that is being collected and associated expenses.
This has been readjusted from last yeThe offset reflects a portion
of the RISE preschool director, RISE secretary, teacher and paraprofessional salaries.
Not included in this budget are any unanticipated costs related to out of district placement tuition,
transpWe closely
track additional potential cost increases throughout the fiscal year, and we will keep the Committee
informed if any unanticipated costs emerge.
Special Education Literacy Coach
In the School Committee FY22 Recommended Budget there is a position allocated for a Special
Education Literacy Coach which will be focused on improving reading practices in all special education
programs and settings and to be a link to regular education literacy practices. This position is being
funded through a reallocation of accommodated costs with the purpose of investing in our in district
special education reading work to reduce our out of district placements in this critical area. Through our
analysis, by preventing one out of district placement in this area or bringing back one student from a
program that focuses on this area, we are essentially offsetting the salary of this position.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЌЎ
Through the reading work completed this past year, the District has uncovered an urgent need for a
Special Education Literacy Coach to address the following areas of need:
Developing a standard battery of sensitive reading assessments for Special Education initial
evaluations and reevaluations to target all areas of reading (i.e., phonological awareness,
decoding/phonics/word recognition, reading fluency, reading comprehension, & vocabulary,
plus spelling)
Interpreting sensitive reading assessment data
Using that data to drive targeted reading and writing instructional plans, practice, and
interventions for individual students of all learning profiles
Direct explicit, multisensory, systematic, specialized reading and writing instructional practices
Consistent programming across buildings and across grade levels with vertical alignment
Implementing and overseeing progress monitoring practices for all targeted reading skills
o Charting that progress
o Sharing that progress with colleagues and families
Intermittent checks using targeted reading benchmark assessments
Coaching Special Education Teachers teaching reading and writing
Collaborating with General Education Teachers and carrying over specific skills into the general
education classroom
Coordinating with General Education Teachers and Administrators through the SST/MTSS
Process
Supporting our youngest learners beginning at the PK level: Identifying who is at risk upon
registration and addressing those needs immediately to prevent future reading and writing
struggles
Integrating and increasing Speech-
especially in the areas of vocabulary and phonological awareness, due to spoken language
abilities being the precursor to written language abilities
Improving reading practices in ALL special education settings
Oversight of students in Out of District Placements with primary areas of need in reading &
writing
Collaborating with outside professional development consultants in this critical area and
continuing their work after the PD sessions. These areas include, but are not limited to:
o Background on the Reading Brain and the Skills that Contribute to Literacy Achievement
o Developing an Assessment Battery: Levels of Ability and Domains, Glossary of
Assessments, & Introduce Graphic Organizer
o Subtypes of Reading: Phonological Deficit and Impact of Working Memory,
Characteristics of Deficits, Planning Instruction, Appropriate Curricula
o Subtypes of Reading: RAN Deficit and Oral Language Weaknesses, Characteristics of
Deficits, Planning Instruction, Appropriate Curricula
Learning Center and Updated In District Program Descriptions
Most of the in-district portion of the budget funds the salaries of the teaching and support staff, as well
as related services, in our different in-district special education programs and learning centers as
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЌЏ
determined by Individual Education Plans (IEPs). Each school has a learning center where students
identified with any of the ten disability eligibility categories not in special education in district programs
receive services. In addition, we currently have six different types of in-district special education
programs, described below, as well as, a continuum of special education and related services at each
school. This past year, the Student Services Department, with feedback from staff, SEPAC, and the
community, developed program descriptions and renamed our special education programs. Below are
those descriptions and new names.
R.I.S.E. Preschool Program-Reading, Integrated School Experience (No Change in Name): The
R.I.S.E. program serves children ages three and four, including those turning five during the
school year, who have mild, moderate as well as intensive special education needs. Educators
support students early learning by conducting required diagnostics and providing education
and/or specialized services to support individual learning needs. The Reading Public Schools
seeks to educate early learning in the least restrictive environment, which typically includes
placement with typical peers. Children with and without disabilities are provided early learning
opportunities to support early language, literacy, social/emotional, and physical development,
Rich content and hands on learning experiences are aligned to the Massachusetts Curriculum
Frameworks and Early Learning Standards. Currently located at Wood End and RMHS.
S.A.I.L.-Strategies to Support Academics, Independence, and Life Skills (Formerly
Crossroads/Compass): 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 provided with inclusive
opportunities often within the general education classroom for social studies, science and
electives/specials. Students can have academic support blocks built into their schedule which
support academic, social and communication skill development. 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.
S.O.A.R.-Social Skills Organizational Skills Academics in Real World Situations (Formerly
Compass and Connections): The students within the S.O.A.R. program present with needs
relative to social skill acquisition and application, as well as, the use of social language. In the
classroom this may impact
thoughts and opinions, understanding nonverbal communication and engaging in play and
reciprocal conversations. Students may present with language needs that require the use of
alternative and augmentative communication. Students may also present with restrictive
interests or behaviors which impact the ability to independently access the curriculum.
Academically students may present with grade level skills or may require modifications of the
academic curriculum to entry points or access skills. Students in the S.O.A.R. program may be
diagnosed with Autism Spectrum Disorder or a similar social, communication or executive
functioning disability. Located at Birch Meadow, Coolidge, and RMHS.
R.E.A.C.H.-Resiliency, Executive Functioning, Academics, Coping Strategies, Habits of Mind
(Formerly Therapeutic Support Program): The R.E.A.C.H. is a comprehensive educational
program for students with significant emotional, behavioral challenges and for some students,
co-existing learning disabilities. While there are common needs amongst the students, namely
deficits in emotional and behavioral development that have impacted cognitive and academic
skills acquisition, each student will have characteristics unique to that individual. Trust can be a
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЌА
common issue for students in this program, thus forming a relationship with these students that
is built on empathy, trust, and mutual respect is a core principle essential to their emotional
development. R.E.A.C.H. is designed to meet both the shared and unique needs of the students
targeting age-appropriate academic, behavioral, and social development through a foundational
approach grounded in a positive behavioral support philosophy. Students require intensive,
direct, s
need for an environment that is highly structured and predictable with clear and simply stated
eaks from demands
throughout their day, varied opportunities to demonstrate talents so as to build upon strengths
and foster a sense of competence, and embedded robust clinical, behavioral and therapeutic
supports. Located at Killam, Coolidge, and RMHS.
L.E.A.D.-Language, Executive Functioning, Academics, Determination (Formerly Bridge): The
Language Based Program in Reading is now known as the L.E.A.D. program. L.E.A.D. is a
comprehensive educational program for students with dyslexia and/or significant language-
based learning disabilities. The students who may attend this program have average to above
average reasoning skills and require a multi-sensory approach to support their reading, writing,
listening, speaking and organizational skills. L.E.A.D. is crafted to meet both the shared and
unique needs of the students targeting age-appropriate academic, language, executive
functioning and social needs through a foundational approach grounded in language-based
methodologies. Students who attend require intensive, direct, specialized instruction
is highly structured and predictable with clear routines and expectations. Students in the
L.E.A.D. program have a profile that typically includes average to superior cognitive abilities with
difficulty with organizing language, specifically with verbal tasks. They might have memory
deficits in working memory and struggle with efficiency of storage and retrieval. Additionally,
students might have exhibit low processing speed and low auditory discrimination/speech
perception deficits (e.g. particularly fricative devoicing and place of articulation). The student
typically has a history of phonological processing weaknesses. The profile of a student in this
program typically includes a higher receptive language ability than expressive language which
often results in students having listening comprehension skills that are average or above
average. Students receiving services in the L.E.A.D. program may struggle with reading and
writing efficiency. This is demonstrated by a developmental lag in phonemic awareness,
difficulty decoding words and difficulty mastering and/or efficiently retrieving sight words. Often
the students exhibit poor reading fluency, which includes automaticity, accuracy and prosody.
The student might have comprehension challenges due to inaccurate and/or inefficient
decoding/dysfluency. Persistent spelling deficits and challenges with applied syntax and written
composition (i.e., structure and organization, not content) can be noted in the students written
language. Sequencing challenges can impact reading, writing and math skills. Additionally, the
students may have difficulty memorizing and efficiently using math facts and applying
sequences in multi-step math problems. Often older students may experience vocabulary
deficits. 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 Public
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЌБ
Schools through an Inter-Municipal Agreement which runs through June 2021. This program
services students who are ages 18-22 and is in Wakefield.
Learning Center (Not a Program)- Students who receive Learning Center services have cognitive
profiles with a variable range of strengths and weaknesses. The students require specialized
skills instruction to be able to access the general education curriculum with modifications
and/or accommodations. The students can participate in instruction and access the curriculum
either independently or with moderate support/intervention. There might be a need for support
to ensure the students have appropriate social emotional responses/behaviors throughout the
school day. The staff works with students to ensure that they can participate in daily school life
and activities while having access to general education and/or special education supports. In the
classroo
engage in group work, convey thoughts and opinions, understand nonverbal communication
and engage in play and reciprocal conversations. Students may require direct instruction and/or
support with executive functioning and organization. Located at all schools.
As you can see from Figure 17 below, we have seen a decrease in the number of students on IEPs and a
decrease in the number of students requiring out of district placements. Although we have seen a
percentage increase in the number of students on IEP compared to 2019-2020, the increase at the state
level is greater (0.5% versus 0.9%).
Figure 17: Special Education Enrollment (2020-21 as of October 1, 2020)
Academic Total # of % of % of # of Students
Year Enrollment Students Students Students Out of District
on IEP Statewide
2009-10 4,392 758 17.3% 17.0 59
2010-11 4,459 734 16.5% 17.0 51
2011-12 4,447 768 17.3% 17.0 64
2012-13 4,483 737 16.4% 17.0 64
2013-14 4,432 767 17.3% 17.0 50
2014-15 4,407 809 18.4% 17.1 61
2015-16 4,394 791 18.0% 17.2 64
2016-17 4,377 727 16.6% 17.4 53
2017-18 4,275 724 16.9% 17.7 69
2018-19 4,270 752 17.6% 18.1 62
2019-20 4,202 727 17.3% 17.8 51
2020-21 4,000 711 17.8% 18.7 49
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 years, our district has increased its in-district special education
programs from one program to six different programs across the district.
Figure 18 below shows the enrollment by school, RISE Preschool, and POST for our students who receive
services via an IEP through our learning centers, services, and programs and the number of students
who attend out of district placements to receive their services. Descriptions of each program can be
found above.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЌВ
Figure 18: SY'2019-20 Special Education Program and Learning Center Enrollment (As of 10/1/2019)
PK K 1 2 3 4 5 6 7 8 9 10 11 12 PG Total
RISE (1) 40 40
Birch Meadow (2,6) 10 13 8 11 14 9 65
Wood End (1,3,6) 3 6 4 6 8 8 35
Killam (4,6) 2 13 5 11 11 19 61
Joshua Eaton (5,6) 1 4 7 9 11 7 39
Barrows (6) 6 8 7 8 8 11 48
Coolidge (2,3,4,6) 30 33 35 98
Parker (5,6) 30 27 21 78
RMHS (2,3,4,5,6) 50 40 48 60 198
POST (7) 2 2
TOTAL
OOD 1 2 1 2 4 5 1 5 5 6 8 9 49
TOTAL 40 22 44 32 47 53 56 64 65 57 55 45 54 68 11 713
Legend of Programs at Each School
RISE 1
SOAR 2
SAIL 3
REACH 4
LEAD 5
Learning Center 6
POST 7
The Special Education budget comprises 32.9% of the total FY22 School Committee Recommended
Budget. Figure 19 below shows the School Committee FY22 budget for Special Education by detailed
expenditure category. This information is intended to provide more specific information on Special
Education expenditures.
Figure 19: Special Education Budget by Detailed Expense Category
Actual Actual Actual Final Requested
%
Expended Expended Expended Budget Budget
Change
FY18 FY19 FY20 FY21 FY22
Professional Salaries
Administrator $ - $ 61,154 $ 61,954 $ 63,345 $ 65,280 3.05%
Director 228,002 202,575 251,791 250,228 257,300 2.83%
Employee Benefits 30,238 2,847 1,950 1,950 1,950 0.00%
Extended Year Services 73,974 110,879 122,864 121,580 127,000 4.46%
Manager 24,853 25,386 26,099 26,680 36,372 36.33%
Nurse 3,811 3,539 1,934 3,600 4,000 11.11%
Occupational Therapist 254,659 259,995 287,203 328,403 327,815 -0.18%
Physical Therapist 122,316 126,160 133,624 150,457 154,186 2.48%
Psychologist 382,285 403,188 461,160 490,277 511,757 4.38%
Physical Therapist 6,067 6,448 (0) - -
Revolving Fund Support (628,000) (528,000) (280,000) (370,000) (400,000) 8.11%
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЍЉ
Special Education
3,709,566 4,231,715 4,486,205 4,801,634 4,890,604 1.85%
Teacher
Speech Therapist 779,723 777,543 800,981 865,297 877,227 1.38%
Substitutes 66,442 17,153 61,067 - -
Team Chair 524,833 599,274 683,428 664,994 780,970 17.44%
Professional Salaries Total $5,578,769 $6,299,857 $7,100,261 $7,398,445 $7,634,461 3.19%
Clerical Salaries
Secretary $ 92,917 $ 94,561 $ 100,400 $ 102,510 $ 100,718 -1.75%
Clerical Salaries Total $ 92,917 $ 94,561 $ 100,400 $ 102,510 $ 100,718 -1.75%
Other Salaries
Employee Benefits $ 1,605 $ 1,211 $ 339 $ - $ - 0.00%
Extended Year Services 49,856 46,618 49,807 50,000 50,000 0.00%
Paraprofessional 1,965,018 2,122,685 2,064,737 2,505,046 2,550,676 1.82%
Substitutes 3,460 4,088 2,604 - - 0.00%
Other Salaries Total $2,019,939 $2,174,602 $2,117,487 $2,555,046 $2,600,676 1.79%
Contract Services
Districtwide Leadership $ 57,023 $ 60,822 $ 53,354 $ 68,250 $ 68,250 0.00%
Field Trip Travel 1,970 1,723 - 1,500 1,500 0.00%
Legal Services 127,003 143,408 80,998 130,000 130,000 0.00%
Other Instructional
6,847 2,630 4,688 5,500 5,500 0.00%
Services
Psychological Services 34,200 27,375 1,500 8,500 8,500 0.00%
Pupil Transportation 1,181,391 1,187,774 998,965 1,325,000 1,313,000 -0.91%
Testing & Assessment 7,053 6,517 12,332 6,500 6,500 0.00%
Therapeutic Services 337,635 203,274 177,081 264,000 264,000 0.00%
Contract Services Total $1,753,122 $1,633,523 $1,328,918 $1,809,250 $1,797,250 -0.66%
Supplies & Materials
Furnishings $ - $ - $ 100 $ - $ - 0.00%
General Supplies 2,109 286 2,582 2,450 2,450 0.00%
Instructional Equipment 209 80 - - 200
Office 272 309 (127) 1,000 1,000 0.00%
Other 167 2,590 (487) 190 1,500 689.47%
Postage 4,087 3,738 1,844 2,050 2,050 0.00%
Psychology - 512 - - -
Software 249 249 307 2,660 200 -92.48%
Special Education 14,200 10,194 17,412 16,151 17,090 5.82%
Testing 22,561 26,496 39,547 28,738 28,754 0.05%
Supplies & Materials Total $ 43,855 $ 44,454 $ 61,180 $ 53,239 $ 53,244 0.01%
Other Expenses
Advertising $ 313 $ 184 $ 256 $ 210 $ 210 0.00%
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЍЊ
Districtwide Leadership 383 91 - 1,000 1,000 0.00%
Dues & Memberships 2,245 2,145 2,145 2,300 2,500 8.70%
Equipment 3,063 3,280 (1,282) 4,100 4,100 0.00%
Instructional Equipment 497 - 2,493 - -
Instructional
376 4,890 479 5,000 5,000 0.00%
Technology
Other Fixed Charges 23,841 20,808 13,807 25,500 25,500 0.00%
Postage 1,621 614 318 2,000 2,000 0.00%
Professional
- 368 9,677 11,000 11,000 0.00%
Development
Pupil Transportation 16,513 19,229 991 800 100 -87.50%
Software Licensing &
18,004 24,448 31,942 27,950 39,000 39.53%
Support
Therapeutic & Adaptive
5,430 9,774 15,484 12,000 12,000 0.00%
Equipment
Travel 3,054 3,586 1,224 2,500 2,500 0.00%
Tuition - Out of District 3,025,294 3,422,893 2,695,285 4,000,000 4,038,150 0.95%
Other Expenses Total $3,100,633 $3,512,309 $2,772,819 $4,094,360 $4,143,060 1.19%
Special Education Total $12,589,236 $13,759,306 $13,481,064 $16,012,850 $16,329,409 1.98%
As described in Figure 19 above, salaries make up the largest share of the special education budget at
63.3% of the total for this cost center. The next largest category is other expenses which includes the
tuition for students who are placed out-of-district in specialized programs. Contract services follows and
this is where the transportation for both in-district and out-of-district students is budgeted. Supplies
and materials are the smallest percentage of this cost center budget.
The percentage of increase in professional salaries is driven by several factors, including, step, column
change, and cost of living increases, as well as the requested new position. Figure 20 below gives a
breakdown of the special education staffing that is funded out of the operating budget.
Figure 20: Special Education Staffing
Budgeted Budgeted
FY17 FY18 FY19 FY20 FY21 FY22
FTE FTE FTE FTE FTE FTE
Special Education 163.6 167.4 175.9 177.4 178.5 179.6
Behavior Analyst (BCBA) 1.0 1.6 1.0 1.0 1.0 1.0
District Administrator 1.0 1.0 1.0 1.0 1.0 1.0
Assistant Special Education
- - 0.6 0.6 0.6 0.6
Director
Special Education Literacy
- - - - - 1.0
Coach
District Administrator of
0.6 0.4 0.4 1.0 1.0 1.0
Support Services
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЍЋ
District Evaluator 1.0 1.0 1.0 1.0 1.0 1.0
Elementary Teacher 23.8 24.0 25.0 26.5 25.5 25.5
High School Teacher 10.0 11.0 11.0 11.0 12.0 12.0
Middle School Teacher 15.5 15.5 17.0 17.0 17.0 17.0
Occupational Therapist 3.1 3.1 3.1 3.1 3.5 3.5
Occupational Therapy
0.6 0.6 0.6 0.9 0.9 0.9
Assistant
Paraprofessional 76.8 78.0 84.2 82.1 82.2 82.2
Physical Therapist 1.5 1.5 1.5 1.6 1.6 1.6
Pre-School Teacher 5.9 7.3 7.3 7.5 7.5 7.5
School Adjustment Counselor 1.0 1.0 1.0 1.0 1.0 1.0
Secretary 2.0 2.0 2.0 2.0 2.0 2.0
Social Worker 4.0 3.0 3.0 3.0 3.0 3.0
Speech/Language Pathologist 9.6 9.8 9.8 9.8 9.8 10.0
Speech/Language Pathologist
- - - - 0.6 0.4
Assistant
Team Chair 6.2 6.6 6.4 7.4 7.4 7.4
District¶¨£¤ 0±®¦± ¬²
This cost center includes the budgets for Health Services, Athletic Programs, Extra-curricular Programs,
and Districtwide Networking and Technology Maintenance. These programs are grouped into the
Districtwide Programs cost center since none of the expenses can be allocated to either regular day or
special education. In other words, these expenses are for the benefit of both general education and
special education students.
The major changes to this cost center are as follows:
Funding for cost of living adjustments, salary steps, and column increases for nurses, athletic
coaches, advisory stipends and the athletic secretary according to collective bargaining
agreements. All five collective bargaining agreements are ending in the current fiscal year and
the School Committee will be negotiating new agreements with each collective bargaining unit.
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.
Anticipated increases in athletic and extra-curricular transportation. We will be negotiating a
new bus contract for athletic and extra-curricular transportation which will be effective for the
2021-2022 school year. Currently, the transportation market is volatile due to COVID.
Anticipated increases in facilities rentals costs associated with Athletics for Ice Hockey and
Swimming as actual rates are not yet set by either entity.
Funding for added malware protection for our Verizon Fios Internet service ($28,800). This is
critical for increased network security and protection of student privacy.
Funding for Extra-ordinary repairs for fiber optics ($10,000). Over the last year, we have had
two major network outages due to damage to the external fiber optic network caused by
natural environmental phenomena.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЍЌ
An overall increase in Network Technology software licensing and support due to licenses and
maintenance agreements up for renewal in FY22 ($14,774). These line items fluctuate from year
to year based on when renewals come due.
There are annual adjustments in offsets to the extra-curricular revolving account ($15,000
increase) to reflect the assumption of increased user fees and ticket sales across the middle
school and high school programs. Due to the impact of COVID, we will be monitoring both this
revolving account and the athletic account carefully and will adjust accordingly.
Overall, this cost center budget is projected to increase by 4.3%. This cost center accounts for just 4.3%
of the total budget and has remained between 4.0% and 4.5% 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 in Figure 21 below. The
largest program budget is for Health Services (33.6%), followed by Athletics (32.5%), District Technology
(29.8%); Extra-curricular is the smallest program budget at 3.9% of the total District-wide programs
budget. In total, there is an overall increase of $87,506 within this cost center.
Figure 21: District-wide Budget by Program
Actual Actual Actual Final Requested
%
Expended Expended Expended Budget Budget
Change
FY18 FY19 FY20 FY21 FY22
Health Services $622,834 $652,597 $696,358 $710,357 $710,385 0.00%
Athletics 535,857 609,796 540,866 658,204 688,662 4.63%
Extra-Curricular 81,878 59,584 96,108 91,583 84,388 -7.86%
Technology 471,327 558,206 596,073 566,325 630,540 11.34%
Grand Total $1,711,896 $1,880,182 $1,929,405 $2,026,469 $2,113,975 4.32%
Figure 22: District-wide Program Staffing
Actual Budgeted Budgeted
FY18 FY19 FY20 FY21 FY22
FTE FTE FTE FTE FTE
Athletics 1.5 1.5 1.5 1.5 1.5
Assistant Principal 0.5 0.5 0.5 0.5 0.5
Secretary 1.0 1.0 1.0 1.0 1.0
Extracurricular 0.3 0.3 0.3 0.3 0.3
Assistant Principal 0.3 0.3 0.3 0.3 0.3
Health Services 9.3 9.3 9.3 9.3 9.3
District Administrator 0.2 0.2 0.2 0.2 0.2
School Nurse 8.8 8.8 8.8 8.8 8.8
Secretary 0.3 0.3 0.3 0.3 0.3
District Technology 5.4 6.4 6.2 6.2 6.2
Computer Technician 4.5 5.5 5.5 5.5 5.5
District Administrator 0.7 0.7 0.7 0.7 0.7
Info Systems Specialist 0.2 0.2 - - -
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЍЍ
Health Services
The Health Services program budget funds the salaries and expenses for servicing the medical needs of
-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-seven percent of the health services budget funds salaries.
The Health Services budget is level funded in the School Committee FY22 Recommended Budget
primarily due to turnover in the nurse staff from this year to last year. The Nurse substitutes line item
has increased $2,000 (10%) due to anticipated need for additional nurse coverage for both field trips
and for other in school duties such as screening, testing and possible COVID vaccinations next fall for
students.
Figure 23 below breaks down the Health Services Program budget by detail. The district contracts with a
physician as required under MGL, c. 71, §53-55 who provides medical examinations to students as
needed. We do not anticipate an increase to this contracted amount in FY22. The funds allocated for
medical supplies will be used to support the safety-centered activities such as replacing expired items in
each emergency medical bags and adding equipment, as needed.
Figure 23: Health Services Program Budget by Detail
Actual Actual Actual Final Requested
%
Expended Expended Expended Budget Budget
Change
FY18 FY19 FY20 FY21 FY22
Professional Salaries
Director $ 85,611 $ 85,231 $ 83,700 $ 83,430 $ 86,000 3.08%
Nurse 495,758 522,582 541,793 571,144 564,877 -1.10%
Professional Salaries Total $ 581,369 $ 607,814 $ 625,493 $ 654,574 $ 650,877 -0.56%
Clerical Salaries
Secretary $ 12,835 $ 13,156 $ 13,589 $ 13,883 $ 14,208 2.34%
Clerical Salaries Total $ 12,835 $ 13,156 $ 13,589 $ 13,883 $ 14,208 2.34%
Other Salaries
Substitutes $ 10,929 $ 13,453 $ 7,902 $ 20,000 $ 22,000 10.00%
Other Salaries Total $ 10,929 $ 13,453 $ 7,902 $ 20,000 $ 22,000 10.00%
Contract Services
Professional
$ 1,150 $ 1,090 $ 60 $ 1,000 $ 1,000 0.00%
Development
School Physician 8,000 8,000 8,000 8,000 8,000 0.00%
Contract Services Total $ 9,150 $ 9,090 $ 8,060 $ 9,000 $ 9,000 0.00%
Supplies & Materials
COVID19 Expenses $ - $ - $ 28,647 $ - $ -
Medical 4,364 4,931 7,037 8,400 9,000 7.14%
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЍЎ
Office 119 163 340 500 500 0.00%
Supplies & Materials Total $ 4,483 $ 5,094 $ 36,024 $ 8,900 $ 9,500 6.74%
Other Expenses
Medical $ 4,069 $ 3,990 $ 5,282 $ 4,000 $ 4,800 20.00%
Postage - - 7 - -
Other Expenses Total $ 4,069 $ 3,990 $ 5,289 $ 4,000 $4,800 20.00%
Health Services Total $ 622,834 $ 652,597 $ 696,358 $ 710,357 $ 710,385 0.00%
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 68% of the athletics budget.
The major changes in the athletic budget are as follows:
Funding for cost of living adjustments, salary steps, and column increases for athletic coaches,
and the athletic secretary according to the projected collective bargaining agreements. Athletic
stipends are in the teacher collective bargaining agreement. All five collective
bargaining agreements are ending in the current fiscal year and the School Committee will be
negotiating new agreements with each collective bargaining unit. In addition, there is a cost of
living adjustment for the non-represented employee who is the assistant principal for athletics
and extra-curricular activities.
Anticipated increases in facilities rentals associated with Athletics for Ice Hockey and Swimming
as actual rates are not yet set by either entity.
Anticipated increases in athletic transportation. We will be negotiating a new bus contract for
athletic and extra-curricular transportation for the 2021-2022 school year as we are currently in
the final year of a five-year contract. Currently, the transportation market is volatile due to
COVID.
The athletics budget is offset by user fee and gate receipt revenue that is used as a direct offset to
We will be monitoring this athletic revolving account to see the impact that COVID
ently recommending
level funding the offset.
As Figure 24 below shows, the Athletics Program budget is projected to increase by 4.63% in the FY22
School Committee Recommended Budget
Figure 24: Athletics Program Budget by Detail
Actual Actual Actual Final Requested
%
Expended Expended Expended Budget Budget
Change
FY18 FY19 FY20 FY21 FY22
Professional Salaries
Director $56,672 $57,872 $62,539 $ 60,770 $62,200 2.35%
Professional Salaries Total $56,672 $57,872 $62,539 $60,770 $62,200 2.35%
Clerical Salaries
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЍЏ
Secretary $49,991 $51,552 $53,458 $54,438 $55,647 2.22%
Clerical Salaries Total $49,991 $51,552 $53,458 $54,438 $55,647 2.22%
Other Salaries
Coach $415,510 $428,817 $342,284 $471,002 $469,460 -0.33%
Event Detail 3,723 3,814 4,903 5,500 6,000 9.09%
Revolving Fund Support (366,900) (316,900) (246,900) (366,900) (366,900) 0.00%
Other Salaries Total $52,333 $115,731 $100,287 $109,602 $108,560 -0.95%
Contract Services
Athletic Services $297,966 $311,610 $255,953 $340,180 $371,955 9.34%
Contract Services Total $297,966 $311,610 $255,953 $340,180 $371,955 9.34%
Supplies & Materials
Athletic Services $11,613 $7,125 $4,747 $9,000 $9,000 0.00%
Office 959 724 1,035 1,500 1,500 0.00%
Team 16,892 23,023 23,344 15,000 15,000 0.00%
Uniforms 4,052 517 1,520 8,000 8,000 0.00%
Supplies & Materials Total $33,515 $31,389 $30,646 $33,500 $33,500 0.00%
Other Expenses
Athletic Services $4,489 $6,649 $3,645 $7,300 $7,300 0.00%
Awards 1,751 1,897 328 2,500 2,500 0.00%
Dues & Memberships 12,136 11,100 13,515 14,348 14,500 1.06%
Equipment 19,311 13,602 9,643 16,000 16,000 0.00%
Software Licensing &
7,694 8,394 10,851 19,565 16,500 -15.67%
Support
Other Expenses Total $45,380 $41,643 $37,983 $59,713 $56,800 -4.88%
Athletics Total $535,857 $609,796 $540,866 $658,204 $688,662 4.63%
Figure 25 shows the participation level in High School Athletics since 2013-14 school year. There were
not any spring sports in the 2019-2020 school year due to COVID and there were limited sports available
in the Fall and Winter of the 2020-2021 school year due to COVID. These figures will be monitored for
any impact to the recommended offset.
Figure 25: Participation in High School Athletic Programs (SY2013-14 to SY2020-21)
SCHOOL YEAR 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21
BASEBALL
54 51 50 51 47 48 * * *
BASKETBALL (B)
47 44 35 38 36 41 45 45
BASKETBALL (G)
42 38 37 34 30 29 30 45
CHEERLEADING
26 21 22 22 24 24 30 * *
CROSS COUNTRY
69 71 58 52 53 58 71 58
FIELD HOCKEY
49 31 41 55 58 59 54 53
FOOTBALL
100 89 109 103 102 89 84 * *
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЍА
GOLF
19 14 15 13 14 15 11 15
GYMNASTICS
29 17 17 20 22 20 25 23
ICE HOCKEY (B)
51 54 49 53 54 57 52 50
ICE HOCKEY (G)
23 18 17 22 21 20 17 14
INDOOR TRACK (B)
74 72 71 79 88 91 94 * *
INDOOR TRACK (G)
51 36 46 69 76 84 73 * *
LACROSSE (B)
66 71 66 65 61 50 * * *
LACROSSE (G)
77 60 61 77 70 67 * * *
OUTDOOR TRACK (B)
108 101 92 99 111 103 * * *
OUTDOOR TRACK (G)
53 73 69 58 78 76 * * *
SOCCER (B)
69 64 67 70 67 66 64 72
SOCCER (G)
65 66 62 59 59 62 55 53
SOFTBALL
41 42 39 37 42 39 * * *
SWIMMING (B)
27 34 24 14 21 20 17 * *
SWIMMING (G)
30 28 27 29 31 29 22 * *
TENNIS (B)
20 18 15 18 17 15 * * *
TENNIS (G)
17 16 14 17 13 16 * * *
VOLLEYBALL
43 42 44 44 37 42 40 * *
WRESTLING
34 34 37 31 23 21 23 * *
TOTAL
1284 1205 1184 1229 1255 1241 807 428
*Note: There were no spring sports in the 2019-2020 due to COVID and there were limited sports in
the fall and winter of the 2020-21 school year due to COVID.
**Note: Fall II and Spring Sports do not begin until late February and April, respectively.
Extra-curricular Activities
The Extra-curricular Activities Program budget funds the salaries, stipends, and a small portion of the
expenses necessary to offer extra-curricular activities at the high school. These activities include the
high 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.
Sixty-seven percent of the extra-curricular program budget funds salaries and stipends including 25% of
the salary of the Assistant Principal for Athletics and Extra-curricular Activities (representing the effort
required to manage this department), as well as the stipends for the various program advisors and the
wages for the fitness center monitors. This program budget is partially offset by user fee and ticket
revenues. This revolving fund revenue offsets 53% of the professional stipends. This year, the revolving
support is overall $15,000 higher to offset the increase of stipends now including the Coolidge and
Parker shows and drama offsets.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЍБ
As shown in Figure 26 below, the Extra-curricular Activities Program budget is projected to decrease
7.86% in the FY22 School Committee Recommended Budget. This decrease is due primarily to the
increase of the offset by $15,000 combined with the anticipated increase for extra-curricular
transportation.
All other increases/decreases, which may be large in percentage terms, are not significant in absolute
dollar figures and are used to support the goals and initiatives of the extra-curricular programs.
Figure 26: Extra-curricular Activities Program Budget by Detail
Actual Actual Actual Final Requested
%
Expended Expended Expended Budget Budget
Change
FY18 FY19 FY20 FY21 FY22
Professional Salaries
Coordinator $ 28,365 $28,936 $31,270 $30,385 $31,100 2.35%
Revolving Fund Support (30,000) (50,000) (15,000) (49,000) (64,000) 30.61%
Stipends 66,078 64,026 63,060 83,948 89,738 6.90%
Professional Salaries Total $64,443 $42,962 $79,329 $65,333 $56,838 -13.00%
Contract Services
Other Student Activities $11,985 $12,921 $8,089 $16,900 $16,650 -1.48%
Contract Services Total $11,985 $12,921 $8,089 $16,900 $16,650 -1.48%
Supplies & Materials
Other Student Activities $268 $100 $- $400 $400 0.00%
Performing Arts 845 355 - 1,500 1,500 0.00%
Supplies & Materials Total $1,113 $455 $- $1,900 $1,900 0.00%
Other Expenses
Dues & Memberships $1,321 $396 $860 $1,000 $1,000 0.00%
Equipment 557 160 4,952 1,450 3,000 106.90%
Other Student Activities 2,020 1,890 1,590 2,000 2,000 0.00%
Royalties 439 800 1,288 3,000 3,000 0.00%
Other Expenses Total $4,337 $3,246 $8,689 $7,450 $ 9,000 20.81%
Extra-Curricular Total $81,878 $59,584 $96,108 $91,583 $84,388 -7.86%
Figure 27 below shows the participation level in High School Extra-Curricular since 2015-2016 school
year. As with athletics, participation levels for last spring and this school year have been impacted by
COVID.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЍВ
Figure 27: Participation in High School Extra-Curricular (SY2015-16 to SY2019-20)
SCHOOL YEAR 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21
FALL DRAMA CAST/HEAD TECH 89 100 78 79 60 38
FALL DRAMA CREW 47 41 48 49 32 20
WINTER DRAMA CAST/HEAD TECH 58 83 47 49 29 23
WINTER DRAMA CREW 55 45 59 53 34 8
SPRING DRAMA CAST/HEAD TECH 81 46 55 42 * **
SPRING DRAMA CREW 46 48 34 48 * **
MARCHING BAND 35 42 38 56 53 56
JAZZ BAND 18 17 19 18 19 19
STAGE BAND 14 11 17 24 21 21
FALL GUARD 15 19 12 7 13 10
WINTER GUARD 12 17 13 13 14 **
TOTAL 470 469 420 438 275 195
*2019-20 No Spring Drama due to Covid.
**2020-2021 Spring data not yet available
Districtwide Networking and Technology Maintenance
The Districtwide Networking and Technology Maintenance budget funds the salaries and expenses
required to operate and maintain our technology infrastructure including our wide area network,
wireless networks, servers, computer hardware and peripheral devices, clocks and bells systems and
telecommunications equipment. The majority of this budget funds the salaries of the network
administrator (one-third of this salary is charged to district administration), and 5.5 FTE computer
technicians.
As shown in Figure 28, the Districtwide Networking and Technology Maintenance Budget for FY22 is
increasing by 11.34%. The major changes in this budget are as follows:
Cost of living adjustments for computer technicians and network manager.
Funding for added malware protection for our Verizon Fios Internet service ($28,800). This is
critical for increased network security and protection of student privacy.
Funding for extra-ordinary repairs for fiber optics ($10,000). Over the last year, we have had
two major network outages due to damage to the external fiber optic network due to natural
environmental causes.
An overall increase in Network Technology software licensing and support due to licenses and
maintenance agreements up for renewal in FY22 ($14,774). These line items fluctuate from year
to year based on when renewals come due as well as any increase in the number of
devices/users being covered. The FY22 increase reflects the renewal of our firewall software.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЎЉ
Figure 28: Districtwide Networking and Technology Maintenance Budget by Detail
Actual Actual Actual Final Requested
%
Expended Expended Expended Budget Budget
Change
FY18 FY19 FY20 FY21 FY22
Professional Salaries
Manager $74,952 $76,798 $82,726 $83,167 $85,090 2.31%
Technology Integration 19,030 16,812 - - -
Professional Salaries Total $93,982 $93,610 $82,726 $83,167 $85,090 2.31%
Other Salaries
Employee Benefits $ - $4,339 $- $- $-
Technician 266,797 290,234 315,912 323,132 331,150 2.48%
Other Salaries Total $266,797 $294,573 $315,912 $323,132 $331,150 2.48%
Contract Services
Consulting Services $- $5,449 $12,168 $25,200 $35,200 39.68%
Networking & Telecomm 5,980 6,240 6,680 7,200 36,000 400.00%
Software Licensing & Support 87,273 82,232 53,950 68,750 75,000 9.09%
Contract Services Total $93,252 $93,921 $72,798 $101,150 $146,200 44.54%
Supplies & Materials
Information Management $5,508 $32,985 $5,220 $4,000 $4,000 0.00%
Supplies & Materials Total $5,508 $32,985 $5,220 $4,000 $4,000 0.00%
Other Expenses
Networking & Telecomm $- $4,088 $- $11,700 $12,400 5.98%
Postage - - 33 200 200 0.00%
Software 11,663 38,426 119,311 41,476 50,000 20.55%
Software Licensing & Support 124 604 73 1,500 1,500 0.00%
Other Expenses Total $11,787 $43,118 $119,417 $54,876 $64,100 16.81%
Technology Total $471,327 $558,206 $596,073 $566,325 $630,540 11.34%
Figure 29 below shows the current inventory of technology devices (computer workstations and laptops)
deployed throughout the district by the year that they were deployed. This chart changes annually as
the older computers are replaced with new computers. Figure 29A shows the same inventory only by
funding source. This past year, due to COVID, several additional laptops were purchased for student
remote learning use and staff remote use. It should be noted that the inventory below includes all
computers that have been funded by both the operating budget and PTO/Donations/Grants.
Figure 29: SY20-21 Technology Inventory
School 2013 2014 2015 2016 2017 2018 2019 2020 Grand Total
District 1046 1046
Admin 1 1 4 3 3 2 20 2 36
Barrows 2 43 181 42 268
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЎЊ
Birch Meadow 1 45 36 85 1 168
1
Coolidge 3 31 263 140 119 69 626
Eaton 39 18 92 75 25 249
Killam 20 19 85 72 25 221
Parker 29 2 30 133 71 284 108 30 687
RISE 3 2 8 13
RMHS 30 36 5 88 125 413 61 758
Wood End 3 41 62 59 15 180
Grand Total 30 37 77 231 550 871 1140 1316 4252
Figure 29A: 2020-2021 Technology Inventory
School As of Added Using Replaced Using Covid Total
May-20 School Funds District Funds
District - - - 1,046 1,046
Admin 35 - - - 35
Barrows 230 39 33 - 269
Birch Meadow 168 7 - 168
Coolidge 560 66 88 - 626
Eaton 224 25 4 - 249
Killam 197 24 7 - 221
Parker 657 30 89 - 687
RISE 13 - 3 - 13
RMHS 713 45 185 - 758
Wood End 165 15 30 - 180
Grand Total 2,962 244 446 1,046 4,252
3¢§®®« "´¨«£¨¦ Facilities
The School Building Facilities budget funds the salaries and expenses necessary to clean our eight school
buildings. As shown in Figure 30 below, the School Building Facilities budget is projected to decrease
1.3% in the FY22 School Committee Recommended Budget.
The major changes in the FY22 School Building Facilities Budget are as follows:
A decrease of $180,000 of one-time COVID expenses budgeted within FY21. The COVID funding
was approved in two allocations at June ($60,000) and November ($120,000) Town Meetings.
Cost of living adjustments, salary steps, and column increases for school custodians according to
projected collective bargaining agreements. All five collective bargaining agreements are ending
in the current fiscal year and the School Committee will be negotiating new agreements with
each collective bargaining unit. In addition, there is also cost of living adjustments for the non-
represented employee in this cost center, the Facilities Manager.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЎЋ
Funding for additional hand sanitizer to refill the dispensers purchased and installed in each
classroom and required feminine hygiene dispensers for bathrooms.
Known increase in contractual cleaning services at Coolidge and RMHS as part of the three-year
service contract.
Decrease of $100,000 in the Offset from Extended Day as outlined above.
The School Building Facilities department includes the salaries of the facilities manager and custodial
staff. Salaries account for the largest share of the School Building Facilities budget at 69% 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. We have level funded this
offset from the Use of School Properties for FY22 and we will be monitoring it closely as we have had
minimal rentals since March 2020.
Figure 30: School Building Facilities Budget by Detail
Actual Actual Actual Final Requested
Expended Expended Expended Budget Budget % Change
FY18 FY19 FY20 FY21 FY22
Professional Salaries
Manager $76,608 $78,000 $90,991 $90,923 $93,700 3.05%
Professional Salaries Total $76,608 $78,000 $90,991 $90,923 $93,700 3.05%
Clerical Salaries
Secretary $13,325 $9,871 $- $ - $-
Clerical Salaries Total $13,325 $9,871 $- $ - $-
Other Salaries
Custodian $813,027 $810,407 $844,469 $895,585 $909,901 1.60%
Employee Benefits 573 571 9,178 3,600 3,600 0.00%
Overtime 36,082 45,185 28,359 69,140 71,214 3.00%
Revolving Fund Support (180,000) (180,000) (80,000) (180,000) (80,000) 0.00%
Substitutes 76,349 89,168 69,844 86,700 89,300 3.00%
Other Salaries Total $746,032 $765,331 $871,850 $875,025 $894,015 2.17%
Contract Services
Cleaning Services $200,750 $295,584 $329,365 $346,300 $357,600 3.26%
Contract Services Total $200,750 $295,584 $329,365 $346,300 $357,600 3.26%
Supplies & Materials
COVID19 Expenses $- $- $127,678 $180,000 $- 100.00%
Equipment 4,385 6,523 202 1,320 5,000 278.79%
Supplies 110,126 111,990 66,834 96,320 120,739 25.35%
Supplies & Materials Total $114,512 $118,513 $194,714 $277,640 $125,739 -54.71%
Other Expenses
COVID19 Expenses $- $- $16,000 $- $-
Equipment 2,458 38,083 8,043 5,665 5,950 5.03%
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЎЌ
Software Licensing
960 - - 960 - -100.00%
& Support
Uniforms 674 714 566 2,000 1,200 -40.00%
Other Expenses Total $4,091 $38,797 $24,608 $8,625 $7,150 -17.10%
School Facilities Total $1,155,318 $1,306,096 $1,511,529 $1,598,514 $1,478,204 -7.53%
Figure 31: School Building Facilities Staffing
Actual Budgeted Budgeted
FY17 FY18 FY19 FY20 FY21 FY22
FTE FTE FTE FTE FTE FTE
Facilities 19.9 19.9 19.9 19.5 19.5 19.5
Custodian 18.5 18.5 18.5 18.5 18.5 18.5
District Administrator 1.0 1.0 1.0 1.0 1.0 1.0
Secretary 0.4 0.4 0.4 - - -
3¯¤¢¨ « 2¤µ¤´¤ Funds
&¤£¤± «Ǿ StateǾ £ 0±¨µ ³¤ Grants
As outlined in Figure 32, in the current fiscal year, our district is supported by $4.1 million in federal,
state, and private grant funding. A complete list is below which shows the type of grant (Entitlement,
Competitive, Programmatic), the purpose of the grant funding, and the amounts. Each of these grants
has been presented to, and approved by, the School Committee as funding becomes available. The
members of Administration will continue to keep the Committee apprised as additional funding
opportunities become available.
There can be timing differences in the spending of the SPED IDEA, Title I, Title IIA, and Title IV grants.
stth
Federal grants typically run from October 1 to September 30 each year, while state grants follow the
stth
traditional state fiscal year (July 1-June 30). Under current regulations we are allowed to carryover
funds into the next fiscal year on the majority of the Federal Grants. We carried forward a significant
portion of our FY20 Title 1, Title IIA, Title IV and IDEA grants into FY21 as spending did not occur as
planned due to the school closures occurring in March. The members of Central Office Administration
meet regularly to review the grants and the associated spending plans.
Figure 32: Summary of Federal, State, and Private Grants
Type FY20 FY21
Change in
Grant Funding/Program Name of Primary Grant Use Grant Grant
Funding
Grant Award Award
FEDERAL GRANTS
Interventionists,
Materials, Stipend
for Curriculum
FY20 Title I, Part A E Coordinator to $119,517 $ 117,669 $(1,848)
assist with Grant
Administration on
3 small title grants
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЎЍ
FY20 Title II, Part A E PD 58,027 57,112 (915)
FY20 Title IV, Part A E PD 10,000 10,000 -
Teacher Salaries,
Individuals with Disabilities Education (IDEA) E Proportionate 1,040,162 1,075,163 35,001
Share
Early Childhood Special Education (IDEA) E Teacher Salaries 18,842 19,008 166
SPED Improvement Grant C PD - 26,152 26,152
Early Ed SPED Improvement and Safety Grant C Stipends 10,000 2,666 (7,334)
Coronavirus Relief Fund (CvRF) School Reopening
COVID19 - 894,150 894,150
Grants
Coronavirus Relief Fund (CvRF) School Meal Program COVID19 - 9,652 9,652
CARES Act: Elementary and Secondary Education
E COVID19 - 98,311 98,311
Emergency Relief Fund (ESSER; Fund Code 113)
FEDERAL GRANTS TOTAL $1,256,548 $2,309,883 $ 1,053,335
STATE GRANTS AND CIRCUIT BREAKER
Circuit Breaker - using FY20 in FY21 OOD Tuition $1,359,731 $1,311,360 $(48,371)
Improving Student Access to Behavioral and Mental
C PD 63,762 - (63,762)
Health Services
Early Literacy Screener, Pilot C PD 5,915 - (5,915)
METCO Director,
Racial Imbalance - METCO P Transportation, 453,509 453,509 -
Tutoring
STATE GRANTS AND CIRCUIT BREAKER TOTAL $1,882,917 $1,764,869 $ (118,048)
FEDERAL AND STATE TOTAL $3,139,465 $4,074,752 $935,287
E-Entitlement Grant
C-Competitive Grant
P-Program Grant
Grant Funding increased from FY20 to FY21 primarily due to three Coronavirus related grants for School
Reopening, School Meal Program, and Emergency Relief. These grants can only be used for specific
areas that are directly related to COVID expenses that were not factored into the districts operating
budget. The School Reopening and School Meal Programs had initial end dates of December 30, 2020,
but with the recent passage of the federal stimulus package that was signed into law on December 27,
2020 the availability of the funds was extended through December 31, 2021.
As shown in Figure 33 below, grant funded positions are projected to remain consistent in FY22 and are
dependent on the final funding available under each grant. The additional 2.0 FTE Tutor positions are
funded through Title 1 and are used for Parker Middle School.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЎЎ
Figure 33: Change in Grant Funded Positions
Budgeted Budgeted
FY17 FY18 FY19 FY20 FY21 FY22
FTE FTE FTE FTE FTE FTE
Grant Funded 16.8 16.2 16.1 15.7 15.7 17.7
Data Analyst 1.0 0.8 - - - -
District Administrator of Support
0.5 0.5 0.6 - - -
Services
Metco Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Elementary Teacher 3.6 3.6 5.0 5.0 5.0 5.0
High School Teacher 3.0 3.0 2.0 2.0 2.0 2.0
Middle School Teacher 2.5 2.5 2.0 2.0 2.0 2.0
Pre-School Teacher 2.0 1.6 1.0 1.0 1.0 1.0
Team Chair 2.0 2.0 1.0 1.0 1.0 1.0
Behavior Analyst (BCBA) 1.0 1.0 1.0 1.0
Paraprofessional - - 0.7 0.7 0.7 0.7
Tutor 1.2 1.2 1.8 2.0 2.0 4.0
3¯¤¢¨ « 2¤µ¤´¤ &´£² Ȩ2¤µ®«µ¨¦ £ $® ³¨® !¢¢®´³²ȩ
The district maintains thirty-one separate special revenue funds that were created and are maintained
ll as the Department of Revenue and
Department of Elementary and Secondary Education regulations.
Revolving funds are established to dedicate a specific source 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 34 below shows the revenues, expenses, and change in fund balance between July 1, 2019 and
thth
June 30, 2020. It should be noted that the period between March 13 and June 30 there was very little
revenue generated for any of these revolving accounts due to the closure of the schools and other state
restrictions related to COVID. Refunds, as approved by the School Committee were issued for RISE and
Full Day Kindergarten. Several revolving accounts showed a net loss or smaller net gain than presented
in previous end of year balances due to all of these factors.
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 and are detailed in Figure 34A below.
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.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЎЏ
Figure 34: Revolving Fund Activity and Status as of June 30, 2020
FY20
Balance FY20 FY20 Balance Net
Revolving Fund: Direct
30-Jun-19 Revenue Offsets 30-Jun-20 Gain/(Loss)
Expenditures
School Lunch Program $566,465 $1,006,168 $ - $1,133,303 $439,330 $(127,135)
School Transportation 4,952 30,150 - 35,103 (1) (4,953)
Guidance Revolving Fund 4,784 56,787 - 56,705 4,866 82
Coolidge Extracurricular 4,738 - - - 4,738 -
Parker Extracurricular 3,860 - - - 3,860 -
Parker After School Activities 52,628 27,035 17,574 62,089 9,461
Band Extracurricular
15,443 24,275 15,684 24,034 8,591
Activities
Adult Education Program 53,306 63,180 38,242 78,244 24,938
Summer School Program 58,141 10,102 30,608 37,635 (20,506)
Lost Books 27,976 468 104 28,340 364
Total $792,294 $1,218,164 $- $1,327,323 $683,136 $(109,158)
FY20
Balance FY20 FY20 Balance Net
Direct
30-Jun-19 Revenue Offsets 30-Jun-20 Gain/(Loss)
Expenditures
Revolving Fund:
Donation Revolving Funds:
Elementary Science Materials $1,640 $ - $- $- $1,640 $-
Burns Foundation (Coolidge) 163 - - - 163 -
District Donation Fund 37,868 1,275 - 35,758 3,385 (34,483)
Barrows Donations Fund 5,261 26,491 - 24,313 7,439 2,178
Birch Meadow Donation
7,362 6,634 - 5,339 8,657 1,295
Fund
Joshua Eaton Donation Fund 10,946 1,027 - 9,481 2,492 (8,454)
JW Killam Donation Fund 20,711 3,101 - 1,956 21,856 1,145
Wood End Donation Fund 2,289 8,835 - 1,833 9,291 7,002
Coolidge Donation Fund 11,113 8,187 - 8,200 11,100 (14)
Parker Donation Fund 10,593 3,635 - 5,273 8,955 (1,638)
High School Donation Fund 40,868 8,795 - 16,364 33,299 (7,569)
Special Education Donation
319 - - - 319 -
Fund
Total $149,133 $67,980 $- $108,517 $108,596 $(40,537)
FY20
Balance FY20 FY20 Balance Net
Direct
30-Jun-19 Revenue Offsets 30-Jun-20 Gain/(Loss)
Expenditures
Revolving Fund:
Revolving Funds that Offset
the Budget
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЎА
Athletic Activities $141,908 $342,027 $246,900 $50,766 $186,268 $44,360
Drama Activities RMHS 51,903 74,558 15,000 39,158 72,303 20,400
Drama Activities Coolidge 31,120 11,581 - 15,736 26,965 (4,155)
Drama Activities Parker 36,261 21,246 16,435 41,073 4,812
Extended Day Program 915,443 1,161,190 109,444 1,470,049 497,140 (418,303)
RISE Preschool Program 219,485 296,444 200,000 18,938 296,991 77,506
Use of School Property 85,134 208,615 85,556 78,983 129,210 44,076
Special Education Tuition 83,313 79,412 80,000 - 82,725 (588)
Full Day Kindergarten Tuition 832,234 914,310 800,000 - 946,544 114,310
Total $2,396,801 $3,109,383 $1,536,900 $1,690,065 $2,279,219 $(117,583)
TOTAL ALL FUNDS $3,338,229 $4,395,527 $1,536,900 $3,125,905 $3,070,950 $(267,279)
*
Figure 34A: Revolving Fund Revenue Sources
Revolving Fund: Specific Revenue Sources
School Lunch Program Breakfast and lunch sales, catering receipts and state and federal reimbursement for
qualifying meals
School Transportation Transportation fees for students opting in for the fee-based transportation (non-
mandatory transportation)
Guidance Revolving Fund Fees for AP exams, PSAT exam, college fairs, transcripts
Coolidge Extracurricular No activity since 2016, analysis to be completed on balance and appropriate use of funds.
Parker Extracurricular No activity since before 2015, analysis to be completed on balance and appropriate use of
funds.
Parker After School Activities Fees collected from Parker for after-school activities such as welcome to Parker, wind
ensemble, library activities after school
Band Extracurricular Activities High School Student User Fees includes jazz band, stage band, marching band, jazz fee
Adult Education Program Community education and drivers education; donations (historically for district wide
programs parent day)
Summer School Program Kids Club Summer program (run through extended day)
Lost Books Fees charged to students (school specific each school has an account) for lost books,
includes amounts received from Follett for surplus books
Donation Revolving Funds:
Elementary Science Materials Dormant account
Burns Foundation (Coolidge) Dormant account
District Donation Fund Donations received that are generally earmarked for a specific purpose, donations are
presented and approved by the members of School Committee
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЎБ
Barrows Donations Fund Donations received that are generally earmarked for a specific purpose, donations are
presented and approved by the members of School Committee; also includes funds from
American Textiles for the clothing bin donations located at each school.
Birch Meadow Donation Fund Donations received that are generally earmarked for a specific purpose, donations are
presented and approved by the members of School Committee; also includes funds from
American Textiles for the clothing bin donations located at each school.
Joshua Eaton Donation Fund Donations received that are generally earmarked for a specific purpose, donations are
presented and approved by the members of School Committee; also includes funds from
American Textiles for the clothing bin donations located at each school.
JW Killam Donation Fund Donations received that are generally earmarked for a specific purpose, donations are
presented and approved by the members of School Committee; also includes funds from
American Textiles for the clothing bin donations located at each school.
Wood End Donation Fund Donations received that are generally earmarked for a specific purpose, donations are
presented and approved by the members of School Committee; also includes funds from
American Textiles for the clothing bin donations located at each school.
Coolidge Donation Fund Donations received that are generally earmarked for a specific purpose, donations are
presented and approved by the members of School Committee; also includes funds from
American Textiles for the clothing bin donations located at each school.
Parker Donation Fund Donations received that are generally earmarked for a specific purpose, donations are
presented and approved by the members of School Committee; also includes funds from
American Textiles for the clothing bin donations located at each school.
High School Donation Fund Donations received that are generally earmarked for a specific purpose, donations are
presented and approved by the members of School Committee; also includes funds from
American Textiles for the clothing bin donations located at each school.
Special Education Donation Donations received for expenses earmarked for use by the Special Education Parents
Fund Advisory Council (SEPAC) for guest speakers and workshops.
Revolving Fund:
Athletic Activities Student User fees, donations (earmarked for specific purpose); gate receipts
Drama Activities RMHS Student User fees, donations (earmarked for specific purpose); show receipts and ad
receipt from playbills
Drama Activities Coolidge Student User fees, donations (earmarked for specific purpose); show receipts and ad
receipt from playbills
Drama Activities Parker Student User fees, donations (earmarked for specific purpose); show receipts and ad
receipt from playbills
Extended Day Program Student tuition fees for before and after school programs
RISE Preschool Program Student tuition fees for typical students attending the RISE integrated Pre-School
Use of School Property Rental fees from inside and outside agencies and organizations to utilize school property
Special Education Tuition Tuition charged to districts who send students to attend one of our in-district programs
Full Day Kindergarten Tuition Student tuition fees for full-day kindergarten students
th
The first group includes the School Lunch Program which accounts for 64.3% of the $683,136 June 30
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
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЎВ
salaries, food purchases, equipment, supplies and materials and other expense needed to operate the
program. The fund balance had a net loss of $127,135 between June 30, 2019 and June 30, 2020. This
loss is due to there being no lunch sales from March 16, 2020 to June 30, 2020 due to school being
closed. Expenses, including staff salaries continued during this time as decisions were made to maintain
payroll for the food services personnel for the school year. Food distribution funding from the Federal
Government, as well as, close fiscal management resulted in the loss to be less than anticipated. This
program by law can only carry forward three months of operating expenses. In the current fiscal year,
staff have been furloughed due to the decline in school lunch sales. Food distribution reimbursement
has helped in maintaining minimal levels of staffing within the program. The Director of School Nutrition
continues to monitor the balance closely and is also monitoring all food purchases to ensure
commodities and Federal Funds are utilized as effectively as possible.
The School Transportation revolving account shows a net loss of $4,953 in fund balance due to no
transportation fees being deposited during the school closure. There is not any fee-based
transportation during the 2020-2021 school year resulting in no prepayments coming in prior to June
th
30. We anticipate, once restrictions are lifted on transportation capacity, to be able to offer a paid-for
bus in the next fiscal year.
The Adult Education Revolving Fund had a net gain of $24,938 due to the timing of when revenue is
received for programs and when the associated expenses are paid out. The increase is due to tuition
ndemic and
refunds were not given out while the program was suspended. Our program,
including driving lessons, has resumed following all safety protocols.
The Summer School Revolving Account had a net decrease of $20,506 as the result of timing differences
between enrollment and pre-payment of tuition prior to the start of the program and the timing of
associated expenses. Since there was not a summer school program in 2020, we did not receive any
prepayments prior to June 30, 2020 and the expenses reflected are from the 2019 summer program.
The next group of accounts are donation revolving funds. The School Committee officially accepts all
donations during their regularly scheduled meetings as part of the consent agenda. Sources of
as well as individuals and various Booster
. Most donations are directed, for a specific purpose and can only be used for that
purpose. Depending upon the purpose and timing of the donation, the funding may span more than one
fiscal year resulting in fluctuating balances. These funds are not used to offset the operating budget.
The last grouping of Revolving Funds is those the district utilizes for offsets to the operating budget.
Figure 34 provides a rollforward summary of FY20 activity. Due to the uncertainty of these revolving
funds during the current fiscal year, we are not currently providing a model forecast for projected
ending balances for this group of funds for the current year or for the next fiscal year. We are reviewing
each account to determine usage and assess the associated revenue and any direct expenses. We will
continue to monitor these closely and adjust where necessary. We will provide the Committee updates
at future school committee meetings as to current year activity and impacts to current year offsets. In
building the FY22 budget, we assumed a return to normal and built the offsets off of historical figures
for all accounts except for Extended Day as has been described previously within this document.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЏЉ
In FY20 the district (including an offset for the Town) took a combined offset of $1,536,900, which is
$627,000 less from the previous fiscal year. The primary driver for a reduced offset is that there were
refunds given for RISE and Full Day Kindergarten, no athletic or extra-curricular fees collected for Spring
Sports or Spring Drama Activities, and no fees collected for the Spring Extended Day Program. In
addition, all rental activities (including Recreation activities) ceased effective March 13, 2020 and have
not yet resumed in the current fiscal year. Overall, the net loss in FY20 for this group was $117,583. We
continue to monitor our revolving accounts closely and have determined based on a review of
preliminary enrollment activity for our RISE Pre-School, Full Day Kindergarten and Extra-Curricular
activities we are increasing our overall offsets in the FY22 budget by $95,000. See Figure 3 for more
detail.
The Athletic Revolving Fund balance had a net gain of $44,360 which resulted from the timing difference
of expenses and revenue receipts. Also included within the ending balance of the Athletics Revolving
Account are donations received that have not yet been expended. Such donations, as mentioned
previously, are earmarked for specific purposes. The Chief Financial Officer works closely with the
Athletics Director to procure the donations based upon its intended purpose. As noted, participation
rates and a reduced user fee due to a shorter season are anticipated in the current year, this will be
monitored to determine any impact to future offsets.
The Drama Revolving fund balances for RMHS, Parker, and Coolidge had a net increase of $21,507 for
the year. This is due to the timing of when expenses are paid compared to when revenue is received.
This revolving fund is heavily dependent on user fee participation, ticket sales from the shows and the
cost of the royalties for the shows. There is a timing difference between when expenses are incurred for
a production and when user fee and ticket revenue are received. Because the shows have gone virtual
for the foreseeable future, there may be less expenses, but there will also be less revenue. This may
impact future offset amounts.
The Extended Day Program was impacted significantly in the spring due to the closure of the Schools on
th
March 13. As a result of refunds issued and the continuation of payroll through May the Revolving
Fund had a net decrease in the ending balance of $418,303. During the current fiscal year, refunds
totaling $155,954 have been processed related to the prior fiscal year have been processed to date with
additional amounts anticipated. Taking this into account, the ending balance would be $341,186.
Based upon a review of the Extended Day revolving accounts as part of the budget preparation process
it came to our attention that the projections initially prepared and submitted for the current year for the
Extended Day Revolving Account by Assistant Superintendent Kelley and Director Nelson were not
materializing due to COVID impacted enrollment. Based upon revised projections that were presented
by Assistant Superintendent Kelley and Director Nelson several decisions were made and implemented
immediately in order to maintain the program. As a result of the revised projection, the decision was
made to reduce the Adult and Community Education/Extended Day office staffing from four employees
to one employee as the enrollment figures did not support the need for four administrative positions.
The workload has been redistributed to members of Central Office for payroll, invoicing, and accounts
payable. A further review of each program was requested as additional cost saving measures were
needed in order to preserve the program and accounts. Based upon this review, the decision was made
that the before school program across all schools would not be offered for the remainder of Fiscal 2021
due to decreased enrollment figures. In addition, the RISE after school program was discontinued due
to low enrollment figures. It is our intention to offer the before and after school programs in Fiscal
2022. Due to uncertainty around Fiscal 2022, we are not in a position to determine enrollment figures
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЏЊ
related to the before and after school programs for Fiscal 2022. In order to address the decreased
enrollment and the resulting impact on the budgeted offsets, we are recommending a decrease of
$125,000 to the Extended Day Offset.
The RISE Preschool program had a net gain of $77,506 for the year. Included within the ending balance
are prepayments of $32,000 made in one fiscal year related to the next fiscal year. This revolving
account has been the least impacted by enrollment decreases, but still reflects refunds issued due to the
school closure in March 2020.
The Use of School Property had an $44,076 increase in the fund balance for FY20. There has been
minimal rental activity in the district since March 16,2020. Custodial compensation associated with
rentals is expended directly to this fund. We are concerned about offsets from this revolving account
for both FY21 and FY22 due to the lack of facilities rentals, including recreation. We will be monitoring
this revolving account closely.
The Full Day Kindergarten balance had an increase of $114,310 from last year. Reflected in the ending
balance is the impact on the first payment which is due in the spring of each year of approximately
st
$85,325. f October 1
kindergarten class which will have an impact on tuition being collected. We are also monitoring the
impact, if any, on the number of students who qualify for free and reduced tuition. The current year
offset was based upon a decline in enrollment and based upon preliminary figures the offset should be
able to be realized with the ending balance and current year receipts.
Except for increases to the Full Day Kindergarten, RISE Preschool, and Extra-curricular offsets, we are
recommending that all other offsets remain level funded in the School Committee FY22 Recommended
Budget. We will continue to monitor these revolving accounts carefully and adjust, as needed. For a
breakdown of revolving account offset changes for FY22, please refer to Figure 1 on page 5.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЏЋ
4®¶ ®¥ 2¤ £¨¦
The Town of Reading is in Middlesex County,
Massachusetts, United States, some 10 miles (16
km) north of central Boston. Reading was
incorporated on June 10, 1644 taking its name
from the town of Reading in England. Reading
encompasses 9.9 square miles and is located
approximately 12 miles North of Boston with easy
access to major routes including 125/I-95, I93 and
routes 28 and 129. In addition, commuter rail and
bus service are available in Reading. The Town of
Reading has a Representative Town Meeting form
of government. Town Meeting is comprised of 24
for a total of 192 members. Reading also has a 5
member Select Board 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 A1-Reading Public School Enrollment as of October 1, 2020
School Enrollment
RISE Pre-School (grades Pre-K) 97
Alice Barrows Elementary School (grades K - 5) 354
Birch Meadow Elementary School (grades K - 5) 345
Joshua Eaton Elementary School (grades K - 5) 395
J. Warren Killam Elementary School (grades K - 5) 395
Wood End Elementary School (grades K - 5) 249
A.W. Coolidge Middle School (grades 6 - 8) 399
Walter S. Parker Middle School (grades 6 - 8) 495
Reading Memorial High School (grades 9 - 12) 1222
Total Enrollment 3951
Reading participates in the Metropolitan Council for educational Opportunity (METCO), a voluntary
desegregation program which brings approximately 65 students, grades K-12, from Boston to Reading.
Reading is also one of eleven member districts of the SEEM Collaborative and one of twenty member
districts of the North Shore Education Consortium. Through these collaboratives, Reading Public Schools
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЏЌ
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 collaborative bid process for school and
custodial supplies. Through this collaborative purchasing arrangement, Reading Public Schools is able to
purchase items at a reduced cost.
/±¦ ¨¹ ³¨® 3³±´¢³´±¤
School Committee
The Reading School Committee consists of six members elected by the voters of Reading for three-year
-election. The current
membership and terms of the Reading School Committee are as follows:
Charles Robinson, Chairperson, Term Expires 2022
Tom Wise, Vice Chairperson, Term Expires 2022
Shawn Brandt, Term Expires 2021
Carla Nazzaro, Term Expires 2023
John Parks, Term Expires, 2021
Erin Gaffen, Term Expires, 2023
Under Massachusetts General Laws, Chapter 70, the School Committee has the power to select and to
terminate the Superintendent, review and approve the budget, and establish the educational goals and
policies for the schools in the district consistent with the requirements of law and statewide goals and
standards established by the Board of Education.
District Administration
The District is led by the Superintendent of Schools, the Central Office Leadership Team, District
Leadership Team, and Administrative Council. The Central Office Leadership Team includes the
Superintendent of Schools, Assistant Superintendent for Learning and Teaching, Chief Financial Officer
Director of Student Services, and Human Resources Director. The District Leadership Team includes the
Central Office Leadership Team, the eight building principals, the RISE Preschool Director, and Assistant
Director for Special Education and Department Directors (Facilities, Food Services, Network Manager,
METCO and Health Services). The Administrative Council includes the District Leadership Team as well
as all Assistant Principals and Special Education Team Chairs.
The Superintendent is the supervisor and evaluator of all District Level Administrators and Building
Principals. Each District Level Administrator is responsible for a number of different departments and
functional areas of district operations. Principals, under the 1993 Education Reform Act, are the
supervisors and evaluators of all building-based staff including professional and support staff
(paraprofessionals, clerical, custodial, food services).
Figure A-2 below provides an overview of the organizational structure of the district by function, not
FTE.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЏЍ
Figure A2: District Organizational Chart by Function (Not FTE)
Superintendent of Schools
Human Resources
Director of Student
Town Core FacilitiesChief Financial OfficerAssistant Superintendent
Services
Director
School Facilities
Adult and Community Staff Harassment and
Special Education
EducationBullying
Use of School Properties
Preschool and Early
Curriculum and InstructionAdministrative Searches
Intervention
Accounts Payable
Professional Development504FMLA and Other Leaves
Payroll
Special Education
METCOPersonnel Hiring
Transportation
Food Service
English Language LearningHealth ServicesLicensure
Budget Development and Homeless, Foster, and State/Federal Law
Instructional Technology
ForecastDisplaced StudentsCompliance
Technology InfrastructureGrant WritingMedicaid AdministrationADA
Student Bullying and
Grants ManagementGrant Writing
Harassment
Regular Day TransportationHome SchoolingTitle IX
Student Activities
Medicaid Financial
$¨²³±¨¢³ 0 ±³¤±²§¨¯²
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
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЏЎ
who enrich the lives of our students through their contributions of resources both financial and
volunteer time.
Town of Reading
t
important partner. We share in the tax revenues that represent the
ife that values education, public
service, and community engagement. We also share many resources
and collaborate to efficiently manage the operations of the community.
Reading Education Foundation
The Reading Education Foundation is a volunteer organization of
Reading residents working in partnership with the Superintendent of
Schools and Reading Public Schools. Its mission is to support innovation
and excellence within the Reading Public Schools by raising and
providing private money to fund initiatives that are beyond the reach of
public funds.
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 extra-
curricular activities including athletic teams, academic teams, and fine
and performing arts.
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЏЏ
This section provides student demographic information such as enrollment by school, by grade, and by
population and class size information.
$¨²³±¨¢³ %±®««¬¤³ £ 3³´£¤³ $¤¬®¦± ¯§¨¢²
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 (6.8%) since our
highest enrollment level in SY12-13. Over the last ten years we have decreased our enrollment by 215
students. The three largest increases in enrol---
07.
Table B1: Historical Enrollment by Level
2500
2000
t
1500
n
e
m
l
l
o
r
n
1000
E
500
0
10-1111-1212-1313-1414-1515-1616-1717-1818-1919-2020-21
Elementary
20402065203820091992201019421845185818921738
Middle
10831050105510131069102010381039995924894
High School
12461262128513071251127012701235125512301222
PreK-12 Enrollment has been on the slight decline over the past fourteen years, peaking in FY12-13 at
4,483. RISE enrollment has increased as the number of students requiring services has increased which
requires an increase in tuition paying students. Current PreK-12 enrollment is 3,951, a decrease of 200
students from October 1, 2019. This decrease is primarily at the elementary level and is due to a lower
enrollment at kindergarten than average and students opting for either homeschool or private school
due to COVID. This pattern is consistent throughout the state. This year, enrollment decreased at
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЏА
elementary by 154 students, primarily in Kindergarten. Middle school decreased by 30 students and
High School enrollment decreased by 8 students. Historically, anywhere from 4% to 13% of eighth grade
students do not move on to Reading Memorial High School. Tables B2 and B3 show the historical
enrollment by school and grade level.
Table B2: Historical Enrollment by School
09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19 19-20 20-21
Alice 390 399 389 388 369 359 385 385 377 374 385 354
Barrows
Birch 412 419 412 393 384 387 387 383 370 377 384 345
Meadow
Joshua 442 425 446 453 455 471 462 428 388 386 404 395
Eaton
J. Warren 455 447 451 446 463 440 460 427 420 412 415 395
Killam
Wood 346 350 367 358 338 335 316 319 290 305 304 249
End
A.W. 476 490 466 462 449 476 471 466 476 443 424 399
Coolidge
Walter S. 562 593 584 593 564 593 549 572 563 547 500 495
Parker
Reading 1,242 1,246 1,262 1,285 1,307 1,251 1,270 1,270 1235 1251 1230 1222
Memorial
RISE 67 90 100 105 103 95 94 91 94 115 105 97
District 4,392 4,459 4,477 4,483 4,432 4,407 4,394 4,341 4213 4210 4151 3951
% Change -0.8% 1.5% 0.4% 0.1% -1.1% -0.6% -0.3% -1.2% -2.9% -.07% -.01% -4.8%
Table B3: Historical Enrollment by Grade Level
PK K 1 2 3 4 5 6 7 8 9 10 11 12 Total
2009-10 67 280 345 349 363 318 390 353 341 344 334 298 298 312 4,392
2010-11 90 348 308 351 349 369 315 387 353 343 324 327 301 294 4,459
2011-12 100 319 362 315 356 347 366 311 390 349 312 327 326 297 4,477
2012-13 105 302 342 361 324 356 353 362 309 384 323 314 321 327 4,483
2013-14 103 287 319 351 370 327 355 347 362 304 353 323 308 323 4,432
2014-15 95 322 298 314 362 366 330 356 346 367 270 357 319 305 4,407
2015-16 94 319 337 305 308 375 366 326 357 337 328 273 346 323 4,394
2016-17 91 267 343 342 307 313 370 356 324 358 306 336 276 352 4,341
2017-18 94 293 273 341 334 299 305 360 353 326 325 306 331 273 4213
2018-19 115 325 296 277 338 324 294 291 355 344 293 329 307 322 4210
2019-20 105 318 330 297 282 331 334 292 291 341 301 294 331 304 4151
2020-21 97 238 312 316 290 270 312 319 288 287 299 301 292 330 3951
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 di
effective progress in the regular education program without special accommodations. Instructional or
ogram (IEP). Table B4 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 increased
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЏБ
by .5%, but an overall decrease of 16 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 2 students.
Table B4: Special Education Enrollment (2020-21 data as of 10/1/2020)
Academic Total # of % of % of # of Students
Year Enrollment Students Students Students Out of District
on IEP Statewide
2005-06 4282 694 16.2% 16.4% 73
2006-07 4332 707 16.3% 16.7% 67
2007-08 4416 753 17.1% 16.9% 73
2008-09 4428 771 17.4% 17.1% 63
2009-10 4392 758 17.3% 17.0% 59
2010-11 4459 734 16.5% 17.0% 51
2011-12 4447 768 17.3% 17.0% 64
2012-13 4483 737 16.4% 17.0% 64
2013-14 4432 767 17.3% 17.0% 50
2014-15 4407 809 18.4% 17.1% 61
2015-16 4394 791 18.0% 17.2% 64
2016-17 4377 727 16.6% 17.4% 53
2017-18 4275 724 16.9% 17.7% 69
2018-19 4270 752 17.6% 18.1% 62
2019-20 4202 727 17.3% 18.4% 51
2020-21 4000 711 17.8% 18.7% 49
Table B5 shows the enrollment for our high needs population, as defined by the Massachusetts
Department of 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 breaker) is driven by enrollments of certain populations of students. These
groups often need additional services beyond the general education classroom. These populations
include students receiving special education services, students whose first language is not English or
who have limited proficiency in English, or low income students. The figures below show enrollment for
these subgroups in our district. What is apparent from the table below is that we had an increase in our
low income population from the 2019-20 school year. As unemployment rates continue to increase, we
will most likely see this number continue to rise. The number of students who qualify has a financial
impact in the types of services that we offer and who will qualify for financial assistance in full day
kindergarten, bus transportation, athletics, and extra-curricular programs.
Table B5: Enrollment History for Other High Needs Populations (As of October 1, 2020)
Academic First Limited Low-Income Free Lunch Reduced Lunch Students on
Year Language English IEP
Not English Proficient
# % # % # % # % # % # %
2007-08 85 1.9 17 0.4 158 3.6 114 2.6 44 1.0 753 17.1%
2008-09 78 1.8 14 0.3 172 3.9 125 2.8 47 1.1 771 17.4%
2009-10 83 1.9 16 0.4 204 4.6 152 3.5 52 1.2 758 17.3%
2010-11 75 1.7 14 0.3 231 5.2 176 3.9 55 1.2 734 16.5%
2011-12 72 1.6 15 0.3 254 5.7 204 4.6 50 1.1 768 17.3%
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ ЏВ
2012-13 81 1.8 20 0.5 261 5.8 213 4.8 48 1.1 737 16.4%
2013-14 79 1.8 26 0.6 294 6.6 239 5.4 55 1.2 767 17.3%
2014-15 75 1.7 26 0.6 398 9.2 340 7.8 58 1.4 809 18.4%
2015-16 89 2.0 46 1.0 390 8.9 342 7.8 48 1.1 791 18.0%
2016-17 94 2.2 46 1.1 380 8.8 333 7.7 47 1.1 727 16.6%
2017-18 100 2.3 43 1.0 437 10.2 345 8.1 92 2.2 713 16.7%
2018-19 90 2.1 42 1.0 409 9.6 322 7.5 87 2.0 735 17.2%
2019-20 101 2.4 47 1.1 377 9.1 281 6.8 96 2.3 727 17.3%
2020-21 98 2.5 43 1.1 436 10.9 316 7.9 120 3.0 711 17.8%
#« ²² 3¨¹¤
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 Table B6 shows, the vast majority of the
elementary schools are within these ranges. Please note that current class sizes include both remote,
in person, and hybrid students.
Table B6: Average Class Size by Grade and School (2020-21 School Year)
School Grade Grade Grade Grade Grade Grade Grade Grade Grade Grade Grade Grade Grade
K 1 2 3 4 5 6 7 8 9 10 11 12
Barrows 15.0 18.6 20.0 22.0 17.7 19.25
Birch Meadow 13.6 18.3 20.3 18.0 20.7 19.0
Joshua Eaton 13.3 22.3 18.8 21.0 22.0 21.3
Killam 16.6 19.8 22.3 21.0 22.3 23.3
Wood End 12.5 20 17.3 20.5 22.0 22.5
Coolidge 24.0 21.0 21.0
Parker 22.0 20.0 20.0
High School 20.0 20.1 19.4 22.1
Average 14.2 19.8 19.7 20.5 20.9 21.1 23.0 20.5 20.5 20.0 20.1 19.4 22.1
Middle school class size ideally should be between 20 and 25 students. As Figure B6 shows, middle
school class sizes are all essentially within the ideal range at both middle schools with the class sizes
slightly higher at Coolidge.
types of programs and levels of each program offered (college prep, strong college prep, honors, and
advanced placement) and the number of courses taught, both required and elective. The average class
sizes shown in Table B6 above are for required classes at each grade level for the current school year.
The class sizes above are based on the total enrollment for that grade divided by 15 sections of a
required class in a grade
LƓƭƷźƌƌźƓŭ ğ ƆƚǤ ƚŅ ƌĻğƩƓźƓŭ ğƓķ źƓƭƦźƩźƓŭ ƷŷĻ źƓƓƚǝğƷźǝĻ ƌĻğķĻƩƭ ƚŅ ƷƚƒƚƩƩƚǞ tğŭĻ АЉ
Summary of Budget Questions FY22 Budget
School Committee Questions
General:
1. Not for the packet next Thursday, but as discussed last Thursday, I would like to see a regular
process of documenting the cost per program we run and comparing each individual program vs.
those offered by the Collaboratives we are part of and the private placements they list as
comparable programs. The purpose of this request is to demonstrate both the financial benefit of
staying in district, that we are running good programs and that our children benefit from staying in
district when we have the right staff in the right program vertically aligned. I would like to see this
as part of the regular program review process and the financials should be updated annually, at a
minimum.
We are working on the analysis as requested and will report back to the members of School
Committee at a future meeting. We will also incorporate the annual analysis as part of the budget
book in future years. This analysis will include the average cost per student in each program based
on the average staff salaries, para educator salaries, related service provider salaries and
consultants to the program. This information will then be compared with the private/collaborative
placements that coincide with the in-district programs. Transportation and any additional costs will
be compared across placements as well.
Regular Day:
2. Do we have estimates / forecasts on how much the math curriculum materials may cost based on
the short list of materials we are looking at? If so, can we share ballpark figures of the materials we
are looking at?
We entered the process with a given cost ceiling that we feel will allow for two grades to be funded
next year (Grade six and one elementary grade). However, we do not have more specific estimates
yet. The process of deciding about curriculum tools includes determining which components are
critical to invest in for which grade levels. That work is still in process by the curriculum committee.
3. Can you please provide the software tools that was purchased on the ESSER Grant and how much
was spent per software tool in FY20?
At the District Level we purchased the following tools from our ESSER Grant (CVRF) funding
specifically for remote teaching support:
EdPuzzle (all levels)
PearDeck (all levels)
SeeSaw (PreK-3)
IXL (Grade 6 only)
Stemscopes online support (MS only)
Edgenuity (we expanded from the HS limited contract to include MS and HS
subscriptions)
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We are looking at usage reports, as available and will also be surveying staff to see what tools
should be continued as many of the tools are great for in-person as well as remote Teaching.
The Chart below reflects the curriculum tools and associated professional development that to date
have been included within the ESSER Grant in the current fiscal year. The Assistant Superintendent
of Teaching and Learning along with the STEM Coordinator made the determination on how to
utilize the ESSER Grant within the current fiscal year.
ESSER
Grant
Vendor
Funded
In FY21
SeeSaw
$7,205
iXL
$3,995
STEMScopes
$1,600
EdPuzzle
$6,219
Peardeck
$9,100
Edgenuity
$26,914
$55,033
Total
4. Can you confirm or correct that the Instructional Coach in Figure 11 is the part-time Data Coach?
Yes, the Instructional Coach in Figure 11 is the Part-Time Data Coach.
Special Education
5. Can you please provide program enrollment by school. Essentially, disaggregating the Learning
Center data from many of the data points in Figure 18 and breaking down the High School number.
Included is a chart that identifies students in specific district wide programming. The SOAR and SAIL
numbers are presented more specifically as this year is the transition to a continuum of service
model in these programs versus more than one program at a school based on the service delivery
model. All other students in special education at that school would be placed in the Learning Center
or receiving services only.
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Program K 1 2 3 4 5 6 7 8 9 10 11 12 SP TOTAL
SOAR TOTAL (Birch
Meadow, Coolidge, RMHS) 7 10 7 3 9 5 10 9 6 9 6 2 3 0 86
SOAR: Substantially
Separate 4 1 2 1 2 1 1 2 0 4 0 0 0 0 18
SOAR: Partial or Full
Inclusion 3 9 5 2 7 4 9 7 6 5 6 2 3 0 68
SAIL TOTAL (Wood End,
Coolidge, RMHS) 1 3 3 2 4 3 3 4 5 2 1 0 0 0 31
SAIL: Substantially Separate 0 1 1 0 1 1 0 0 0 0 0 0 0 0 4
SAIL: Partial Inclusion 1 2 2 2 3 2 3 4 5 2 1 0 0 0 27
LEAD (Joshua Eaton, Parker,
RMHS) 0 0 0 0 2 3 4 6 3 2 5 6 4 1 36
REACH (Killam, Coolidge,
RMHS) 0 4 1 1 0 4 3 0 6 3 2 3 9 0 36
POST 0 0 0 0 0 0 0 0 0 0 0 0 0 4 4
193 Students currently
placed in a district program
6. Is a placement of a student in SEEM or NSEC considered an Out of District placement even though
we are part of those Collaboratives?
Placement of a student in SEEM or NSEC is considered and Out-of-District placement and the
associated tuition and transportation are included within those line items within the Special
Education Budget.
7. In regards to the 12 plus special education positions funded under the IDEA grants, would you
please speak to the reliability of these grants on a year-to-year basis? How do we handle cuts in
these grants and our ability to absorb these positions into the budget if grant funding is
decreased? Also, do these grants stipulate that funding is to be used specifically for salaries?
Our IDEA funding has been relatively consistent over the last several years and we currently do not
anticipate any decrease in funding at the Federal level. We closely monitor the funding each year
and look for strategic ways to allocate the funding. The grant does not stipulate that funding is to be
used for salaries.
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8. Figure 20, Special Education Staffing:
Would you please comment on the following positions (Occupational Therapist, Occupational
Therapist Assistant, Physical Therapist, Speech/Language Pathologist Assistant) that have portions of
FTE assigned to them. Are these portions of FTEs part time positions or are these positions spread
over 2 different line items?
OT 3.5 FTE
OTA .9 FTE
PT 1.6 FTE
S/LPA .4 FTE
The Occupational
schools based upon the required services to be provided.
The OTA (Occupational Therapy Assistant) FTE of 0.9 represents one individual who had their hours
increased from a 0.6 FTE to a 0.9 FTE during Fiscal 2020 due to an analysis of resources and required
services.
The PT (Physical Therapist) FTE of 1.6 represents two individuals: 1 is a 1.0 FTE and one is a 0.6 FTE.
services to be provided.
The S/LPA (Speech/Language Pathologist Assistant) FTE of 0.4 represents an open position that was
previously budgeted as a 0.6 FTE. Upon the departure of the incumbent employee hours were
reallocated to the Speech/Language Pathologist increasing the total FTE from 9.8 to 10.0.
District Wide Programs:
Districtwide Networking and Technology Maintenance:
ĻĭŷƓƚƌƚŭǤ LƓǝĻƓƷƚƩǤ
9. It appears as we legitimately have a 1-to-1 device program available to us now.
staff and student laptops only. The laptops purchased in 2020 were for those students who needed
technology for remote learning. It does not include iPads or any other assistive technology that may
be required for special education. If we were to go to a 1 to 1 model, we would need to make a
determination as to what device would be appropriate for each level, come up with a maintenance
and distribution program by school, and perhaps change our model to either a leasing model or
some other model that would make sense.
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a. Can you describe / outline the plan to replenish and keep the devices up to date?
We replenish the inventory with a combination of district funds, donations, and building
based budgets. Our technology department has a replenishment cycle based on age.
Since the override we have been able to maintain a 5 to 6-year replenishment cycle.
Because we purchased so many computers this year due to the pandemic, we will need
to plan in the FY25 and FY26 budgets for an increase in funding for replenishment.
b. Can you talk about the average usable life the district forecasts for a device?
The average usable life span of a laptop is approximately 4 to 5 years.
c. Can you (only if easy) breakdown the devices by
type? iPad? Laptop? Chromebook? Etc.
The Technology Inventory detailed in Figure 29 represent Windows Laptops.
Special Revenue Funds:
DƩğƓƷƭ
10. I am aware the Town carried over a significant amount of Coronavirus Relief money from 2020 to
2021. Did we and if so, how much?
The federal stimulus package that was signed into law on December 27, 2020 extends the
availability of CvRF funds through December 31, 2021. This extension allows Districts to use their
CvRF School Reopening Grant funds (fund code 102) for another year.
We received additional clarification and guidance from DESE in January regarding the CvRF grant
extension. While the grant has been extended from its original December 30, 2020 expiration to
December 31, 2021, the Department expects that districts will draw down and expend all CvRF
funds by June 30, 2021 because the purpose of these funds was to support school reopening costs
this fiscal year.
We received a total CvRF grant of $894,150 and through December 30, 2020 we had spent or
encumbered $782,404.71. With the extension of the grant expiration date we will be able to
continue with allotting additional hours with the cleaning contractor through the end of the year. In
addition, we will be able to continue to fund the full-time remote kindergarten teacher that was
added this year for the 2 fully remote ½ day kindergarten classes.
collaboratively with the Town (Town Accountant for CARES Act and Fire Chief for FEMA/MEMA) to
track all expenses directly attributable to COVID19 to ensure we are seeking reimbursement through
the appropriate channels for such expenses. Regular meetings are held to review expenditures as
well as the method to obtain reimbursement for qualifying expenditures.
I know the Town monitors information as it becomes available as to reimbursable expenses and
added a mortgage and rental assistance which was open to Reading residents and those with
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students in the Reading Public School system including our METCO families. We have had many
internal meetings to review the spending across all grants. I am confident that any COVID related
needs would be discussed and the right source of funding allocated.
I want to stress that we have been working very collaboratively with the Town and the Fire
Department to ensure that all sources of funds are being utilized. Through our regular meetings and
discussions regarding COVID expenditures I know the town is seeking reimbursement for the
purchases made through June 30, 2020 by the Schools for technology as well as PPE (this will be a
mix of FEMA and CARES Act). We have continuous discussions to ensure all items are being
reflected and that each reimbursable expense is being reflected once. As you can imagine there are
many moving parts.
To date all COVID related expenses in the current fiscal year have fit within our CvRF funding. We
also have the $180,000 of operating funds made available through our work with the Town
Manager, FinCom and Town Meeting. That funding is earmarked for COVID related expenses and
not for general operating budget use. Any additional expenses that arise, now that we have
expended all of our CvRF funding, will be discussed and reviewed with the Town Manager and the
Town Accountant to determine (if applicable) if reimbursement is available through the CARES Act
(such items could include pooled testing, additional nurse hours for contact tracing, special
education COVID compensatory services and cleaning).
11. With the extension of the Coronavirus Relief Grants, are we expecting to get new money? Do we
ted?
The federal stimulus package that was signed into law on December 27, 2020 includes additional
funding as outlined below based upon preliminary information we have seen:
$54.3B in ESSER Funds was distributed as $815M to Massachusetts (90% going out to
schools) using the Title 1 formula. Our initial understanding is that the estimated
funding per district is approximately 3.7 times the ESSER1 funding.
$4.1B Governor's Emergency Education Relief estimate is that there might be $46.5M
distribution in Massachusetts (although half of that amount might be dedicated to non-
public schools in the federal summary)
To date, we have not received any formal notification of actual funding allocated to the Reading
Public Schools nor have we received any guidance as to what the funds can be utilized for.
Our understanding is that the expiration of the various funding allocated directly to the schools is
as follows:
CvRF funds expire December 31, 2021 with expectation to spend by June 30, 2021. We
have reconciled and reviewed the grant, are in process of filing amendments based on
our revised spending plan and have allocated all funds. In addition, we have a plan in
place to ensure funds are spent down by June 30, 2021.
ESSER1 funds expire September 30, 2022 we have received an allocation of $98,311
(with $15,278 for equitable allocation to private schools). Of the total allocation,
$55,756 has been spent. The remaining funds have been allocated by the Assistant
Superintendent of Teaching and Learning for professional development ($10,000) and
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tutoring ($18,000). Per the latest update from the Office of Teaching and Learning - we
have not used any of this funding as we have been drawing down our title 2 A funds for
PD and tutoring has not happened. When we started the year, we thought that we
might be able to provide tutoring (much like COVID compensatory) but with staffing
.
ESSER2 funds expire September 30, 2023 based upon preliminary information provided.
Our estimate (based on 3.7 times ESSER1 Funds) would be that our allocation following
the Title formula could be $363,750.70 with approximately $57,000 going towards our
equitable allocation to private schools. Initial information provided was that this might
be targeted to HVAC, but we have not received any formal documentation.
12. Can you breakdown the staff in Figure 33 by Administration, Regular Day, Special Education, etc.?
Figure 33: Change in Grant Funded Positions
Budgeted
FY22
FTE
Regular Education
METCO Coordinator 1.0
Special Education
Elementary Teacher 5.0
Special Education
High School Teacher 2.0
Special Education
Middle School Teacher 2.0
Special Education
Pre-School Teacher 1.0
Special Education
Team Chair 1.0
Special Education
Behavior Analyst (BCBA) 1.0
Special Education
Paraprofessional 0.7
Regular Education
Tutor 4.0
Grant Funded 17.7
13. The METCO Grant seems to include an Offset of $70K in FY20 vs. the grant amount of $453,509.
a. Is it correct to assume the $70K came from the $453,509?
Yes, the $70,000 Offset is taken from the $453,509 Grant Allocation.
b. If so, where did the rest of the $453,509 get allocated? Would it be in part of the Grant
Funded position list?
The remaining $453,509 is broken down between the remainder of the expenses, the vast
majority going to transportation. Additional expenses are the METCO Director salary, cell
phone expenses, laptop and book purchases. In addition, there is money allocated for
Metco Directors Association dues, tutoring, and funding staffing at the elementary schools
for before and after school supervision as needed.
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Revolving Funds:
14. Can you remind us of how the offsets work? Transfer into or transfer out of the Operating
budget? Is it correct to say that we transfer the cost of employees, materials, etc. OUT of the
Operating Budget and INTO the relevant Revolving Account?
The offsets taken from the Revolving Account reflect transfers into the Operating budget to cover
certain expenses that are borne out of the Operating budget for which revenue received in the
Revolving account can be allocated towards. Such expenses for which the offsets are taken can
include portions or staff across all disciplines (including administrative), stipends, materials,
contracted services (including transportation, facility rentals). Revenue is collected during the
course of the year and throughout the year the revenue is reviewed,
Operating Account to account for costs associated with the revenue collection.
15. Can you please provide the number of FTE supported directly by each Revolving Account, both
before and after offsets?
The offsets taken from the Revolving Account reflect allocations of staffing and are often not a
direct one-to-
School Lunch Program fully supports all of its staffing and expenses. In the current fiscal
year there are 21 employees being directly paid out of the School Lunch Program Revolving
Account. There are no staff paid outside of the Program.
RISE preschool The RISE program is a fully integrated Pre-School program. The offset is
meant cover a portion of the teachers, specialists, RISE Director, RISE secretary, Director of
Student Services, paraprofessionals as it relates to the regular education students as the
staff are responsible for both regular/typical students and special education students. If we
did not operate a fully integrated model, a staffing assessment would be completed to
determine the number of FTE required to support the program within staff/student ratio
requirements. Supplies directly tied solely to regular education students are typically
expenses directly to the Revolving account.
Kindergarten - we are required to provide half day kindergarten so while there would be a
reduction in staffing within the operating account if full-day kindergarten was discontinued
we would still have the teachers (reduction from 1.0 to .06 potentially depending upon
change in students and number of classrooms), specialists (art, gym, music, library),
paraprofessionals (reduction from 1.0 to 0.6 depending upon number of students and
classrooms) , building nurse, building principal and building secretary.
Extended Day all staff directly associated with the program are charged directly to the
program and there are no direct FTE within the Operating Budget. The Extended Day
revolving account supports the full salary of the 4 Office/Administrative staff along with the
staff assigned to the program. The Extended Day Revolving Account started the year with
30 employees including the 4 previously mentioned. As of January 15th, the Extended Day
Revolving Account reduced staffing and now has 27 employees. We will be closing the
before school program and RISE H.S. after-school program on January 29th. This change will
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reduce the number of Extended Day Revolving employees to 15. The building-based staff
fluctuates depending upon the number of students enrolled in the program. The offsets
taken from Extended Day into the Operating Budget reflect the portion of time spent by
members of Central Office (including the Assistant Superintendent of Teaching and
Learning, CFO, Human Recourses Director, Human Resources Coordinator, Payroll
Coordinator, School Business Assistant and the Accounting Assistant), supplies and materials
utilized by the custodial staff as well as an allocation for the hours of custodial staff to
open/close and clean each location associated with the program along with time spent by
the Custodial Manager.
Use of School Property there are no direct FTE associated with this program. The Rental
Coordinator position was eliminated in Fiscal 2020 and the associated responsibilities were
reallocated among existing staff within the School Custodian and Town Core cost centers.
Extra-Curricular and Athletics
All expenses reflect stipends paid to staff or external individuals who coach or participate in
extra-curricular.
Special Education Tuition
estimate of the teacher and support staff hours for each student (similar to an out-of-district
placement). A reduction of students who we tuition-in would not have a direct impact to
our FTE.
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16. Can you please create a quick table aligning the specific revenue source(s) for each Revolving
Account? The budget includes descriptions for some accounts, but not all.
See table below for a description of the specific revenue sources for each Revolving Fund.
Specific Revenue Sources
Revolving Fund:
Breakfast and lunch sales, catering receipts and state and federal
School Lunch Program
reimbursement for qualifying meals
Transportation fees for students opting in for the fee-based transportation (non-
School Transportation
mandatory transportation)
Fees for AP exams, PSAT exam, college fairs, transcripts
Guidance Revolving Fund
No activity since 2016, analysis to be completed on balance and appropriate use of
Coolidge Extracurricular
funds.
No activity since before 2015, analysis to be completed on balance and appropriate
Parker Extracurricular
use of funds.
Fees collected from Parker for after-school activities such as welcome to Parker, wind
Parker After School Activities
ensemble, library activities after school
Band Extracurricular High School Student User Fees includes jazz band, stage band, marching band, jazz
Activities fee
Community education and drivers education; donations (historically for district wide
Adult Education Program
programs parent day)
Kids Club Summer program (run through extended day)
Summer School Program
Fees charged to students (school specific each school has an account) for lost
Lost Books
books, includes amounts received from Follett for surplus books
Donation Revolving Funds:
Dormant account
Elementary Science Materials
Dormant account
Burns Foundation (Coolidge)
Donations received that are generally earmarked for a specific purpose, donations
District Donation Fund
are presented and approved by the members of School Committee
Donations received that are generally earmarked for a specific purpose, donations
Barrows Donations Fund are presented and approved by the members of School Committee; also includes
funds from American Textiles for the clothing bin donations located at each school.
Donations received that are generally earmarked for a specific purpose, donations
Birch Meadow Donation
are presented and approved by the members of School Committee; also includes
Fund
funds from American Textiles for the clothing bin donations located at each school.
Donations received that are generally earmarked for a specific purpose, donations
Joshua Eaton Donation Fund are presented and approved by the members of School Committee; also includes
funds from American Textiles for the clothing bin donations located at each school.
Donations received that are generally earmarked for a specific purpose, donations
JW Killam Donation Fund are presented and approved by the members of School Committee; also includes
funds from American Textiles for the clothing bin donations located at each school.
Donations received that are generally earmarked for a specific purpose, donations
Wood End Donation Fund are presented and approved by the members of School Committee; also includes
funds from American Textiles for the clothing bin donations located at each school.
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Donations received that are generally earmarked for a specific purpose, donations
Coolidge Donation Fund are presented and approved by the members of School Committee; also includes
funds from American Textiles for the clothing bin donations located at each school.
Donations received that are generally earmarked for a specific purpose, donations
Parker Donation Fund are presented and approved by the members of School Committee; also includes
funds from American Textiles for the clothing bin donations located at each school.
Donations received that are generally earmarked for a specific purpose, donations
High School Donation Fund are presented and approved by the members of School Committee; also includes
funds from American Textiles for the clothing bin donations located at each school.
Special Education Donation SEPAC
Fund
Revolving Fund:
Student User fees, donations (earmarked for specific purpose); gate receipts
Athletic Activities
Student User fees, donations (earmarked for specific purpose); show receipts and ad
Drama Activities RMHS
receipt from playbills
Student User fees, donations (earmarked for specific purpose); show receipts and ad
Drama Activities Coolidge
receipt from playbills
Student User fees, donations (earmarked for specific purpose); show receipts and ad
Drama Activities Parker
receipt from playbills
Student tuition fees for before and after school programs
Extended Day Program
Student tuition fees for typical students attending the RISE integrated Pre-School
RISE Preschool Program
Rental fees from inside and outside agencies and organizations to utilize school
Use of School Property
property
Tuition charged to districts who send students to attend one of our in-district
Special Education Tuition
programs
Student tuition fees for full-day kindergarten students
Full Day Kindergarten Tuition
17. Can you please align the offsets from the revolving accounts with the Operating budget to show
how each Operating budget revolving account is made up / totaled? (Gail)
See table below for summary of the offsets within each cost center by source of offset.
a. Administration of $50K via ???
b. Regular Day of $1.1MM via Full Day Kindergarten Revolving
c. Regular Day of $60K via METCO State Grant
d. Special Education of $400K via Special Education Tuition and RISE and ???
e. Athletics of $366.9K via Athletic Activities
f. Extra-curricular Activities of $64K via Drama Activities RMHS, Parker and Coolidge. Can you
break down the proportional share?
g. School Buildings of $180K via Use of School Property and ???
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FY22 Regular Special District Wide School
Town
Administration
Offsets Education Education Programs Facilities
Athletic Activities 366,900 366,900
Drama Activities RMHS 34,000 34,000
Drama Activities Coolidge 15,000 15,000
Drama Activities Parker 15,000 15,000
25,000
Extended Day Program 175,000 50,000 100,000
RISE Preschool Program 350,000 350,000
25,000
Use of School Property 105,000 80,000
Special Education Tuition 50,000 50,000
Full Day Kindergarten Tuition 1,100,000 1,100,000
METCO Grant (State Grant) 60,000 60,000
$50,000
Total $2,270,900 $50,000 $1,160,000 $400,000 $430,900 $180,000
18. The Athletics budget offset seems significantly larger comparable to Figure 34 if the only source is
the Athletics Revolving Fund and more than the Revenue for 2019. This may be especially
concerning with the drop in Student fees and the lack of gate revenue. Are there enough costs
taken out of the program to make it work? Reduction in coaching stipends and bussing costs
perhaps?
Within Fiscal 2021 the originally budgeted offset reflected the initial assumption upon building the
budget that all activities would return to pre-COVID19 levels. We have been closing monitoring the
balances with the Athletics Revolving Account throughout the year. As discussed during the various
updates provided at each School Committee Meeting the current year is divided into 4 seasons as
compared to the traditional three seasons. To date, we have received $63,000 in student generated
fees for one season. The current year we are anticipating that each season will be charged a
reduced user fee (currently 75% for season 1 and season 2). We have also successfully negotiated a
reduction in coach stipends to mirror the shortened season and reduced student fee which will
result in savings within the operating budget. As also has been communicated, we are also currently
not transporting students which will result in additional savings within the operating budget. We
are currently reviewing the fee structure for the Burbank Ice Arena and anticipate savings from
rentals due to the shortened season. Based upon the analysis completed at the beginning of
January, while a reduced offset will most likely be recommended to the Committee for the current
fiscal year we are comfortable that there will be savings within the operating account (associated
with athletics) to cover the reduction. The offset for next year is once again built upon the
assumption that athletics will be back to historical program levels, but we will continue to monitor
as the year progresses.
19. Are there any older curriculum materials that we can replace using some of the Lost Book Revolving
Account funds.
The purpose of the lost book revolving account is to replace existing curriculum material that has
been lost or damaged. We are not allowed to use these funds to purchase new curriculum material
or programs.
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20. What was the District Donation Fund money spent on? I ask as it is such a drastic adjustment
relative to the total value from one year to the next.
In FY20, $31,100 0f the total District Donation Funds expenditures were spent on professional
development at the Middle Schools:
Middle Schools - $5,500 Michael Fowlin
presentation
Middle Schools - $10,800 Anti-Defamation League (ADA A World of Difference)
Middle Schools - $14,800 Challenge Day
The donations were received in June of 2019, and as such there is a timing difference between when
the donations are received and accepted by the School Committee and when the funds are spent.
Other:
21. Demographic Data : Is it correct to assume that Free + Reduced Lunch = Low Income
The Free + Reduced represents economically disadvantaged for families earning below established
thresholds. From March of 2020 through June of 2021 (or until funding runs out) all meals provided
through the School Nutrition Department rather on-site or through the food distribution program
are free and for the district are reimbursable at the free meal rate.
22. Given the rise in Low Income to 10.9% (the highest in recent recorded history), is there anything in
particular we need to consider and/or you did consider when building the budget?
We continue to monitor the number of students eligible for Free + Reduced lunch as those rates
potentially impact our other fee-based programs (FDK, RISE, Athletics, Extra-Curricular). At this
point, especially given the suspension of the traditional process for the school nutrition program, we
do not know the full scope of the economic impact of COVID19 on all of our programs any impact on
income thresholds of families as it relates to the Free + Reduced program. The eligibility guidelines
are based on the Federal income poverty guidelines and are stated by household size. The
guidelines are used to determine eligibility for free and reduced-price meals and free milk in
accordance with applicable program rules. We will be closely monitoring it as we receive
applications throughout the fall. We anticipate continuing with the family caps on the athletics and
extra-curricular programs which is meant as a safeguard for our families who wish to participate but
who may not qualify for Free + Reduced Status. Our FDK offset is based on enrollments known to
date which did not factor in any applications which come in after the deadline which is typically over
30.
23. Should we expect fewer full paying FDK students?
Our FDK enrollment and associated offset is based on enrollment figures known to date, review of
the census data and historical figures. We did factor in any late applications which come in after the
deadline which is typically over 30 as this was done in order to hedge the impact of free + reduced.
Our FDK registration for the 2021-22 school year are back to pre-COVID levels. We will continue to
monitor this on an on-going basis as more data becomes available.
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24. Should we expect a lower income level to the School Lunch Program Revolving Account?
The School Lunch Program Revolving account does receive reimbursements for every free + reduced
meal that is served. In the current fiscal year, we will have a lower income level due to the school
shut down and current remote model. We are able to submit for reimbursement for every meal
served in school and for every meal served as part of the weekly food distribution. Danielle Collins
had been monitoring expenses (particularly staffing expenses) to ensure we are running as lean as
possible. Currently we are utilizing existing full-time staff to assist with food distribution so as to
limit any additional costs associated with the program.
25. unds?
We are not able to use Title 1 funding to cover Free or Reduced lunch costs.
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Town of Reading
Meeting Minutes
2016-09-22 LAG
Board - Committee - Commission - Council:
Finance Committee
Date: 2020-11-04 Time: 7:00 PM
Building: Location:
Address: Session: Open Session
Purpose: General Business Version: Draft
Attendees: Members - Present:
Chair Ed Ross, Vice Chair Dan Dewar, Nick Boivin, Jeanne Borawski, Eric
Burkhart, Marianne Downing, Andrew Mclauchlan, Mark Zarrow
Members - Not Present:
Sean Jacobs
Others Present:
Town Manager Bob LeLacheur, Town Accountant Sharon Angstrom, Facilities
Director Joe Huggins, School Superintendent John Doherty, School CFO Gail
Dowd, Karen Herrick, Vanessa Alvarado, Tom Wise, Jack Devir
Minutes Respectfully Submitted By: Jacquelyn LaVerde
Topics of Discussion:
This meeting was held remotely via Zoom.
Chair Ed Ross called the meeting to order at 7:03 pm.
Discussion of Additional Free Cash:
Capital Projects
Town Manager Bob LeLacheur stated that he met with Schools and Facilities to discuss some
of the concerns raised by the Finance Committee. Looking at unfunded projects, the
Schools felt that the stadium track and turf, and ropes course were a priority. The
gymnasium floor and bleachers were a second choice, but can last another few years.
Another high priority issue is the roof replacement at Parker Middle School. The roofs at
Parker, Coolidge, and Birch Meadow Schools are all included in the plan as debt projects,
but Parker roof maintenance issues are high priority.
The proposed $125,000 for a generator at Town Hall was removed from the capital plan.
The generator would be needed to keep the Health Department refrigerator powered in the
event of a power failure, as it is used to store things such as temperature sensitive
vaccines. The refrigerator was moved to the Police Department, which already has a
generator, so there is no longer a need for one at Town Hall.
In order to work on the Parker roof and High School stadium, each project would require
$250,000 of design money starting in July. The projects would be designed in the fall, put
out to bid in the winter, and construction could begin in spring 2022.
Overall, the Capital Plan is in good shape with a projected $12 million in surplus over the
next 10 years.
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The Finance Committee agreed with moving these projects up in the Capital Plan.
COVID-19 Expenses
The Town has until the end of December to spend the money received through the CARES
Act. It is still unknown if the deadlines to use the funds will be extended past December.
But coverage for COVID costs is in good shape through the rest of this year. If COVID costs
need to be built in the next budget, it will be requested at April Town Meeting.
Minutes for Approval:
On a motion by Mr. Dewar, and seconded by Mr. Mclauchlan, the Finance
Committee voted to approve the meeting minutes of October 21, 2020 as written
by a vote of 7-0-1, with Ms. Borawski abstaining, as she was not present at the
meeting.
Roll call vote: Eric Burkhart-Yes, Andrew Mclauchlan-Yes, Dan Dewar-Yes, Mark
Zarrow-Yes, Marianne Downing-Yes, Nick Boivin-Yes, Jeanne Borawski-Abstain, Ed
Ross-Yes.
On a motion by Ms. Borawski, and seconded by Mr. Dewar, the Finance Committee
voted 8-0-0 to adjourn at 8:38 pm.
Roll call vote: Eric Burkhart-Yes, Andrew Mclauchlan-Yes, Dan Dewar-Yes, Mark
Zarrow-Yes, Marianne Downing-Yes, Nick Boivin-Yes, Jeanne Borawski-Yes, Ed
Ross-Yes.
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