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2022-03-09 Finance Committee Packet
Town of Reading Meeting Posting with Agenda 2018-07-16 LAG Board - Committee - Commission - Council: Finance Committee Date: 2022-03-09 Time: 7:00 PM Building: Reading Town Hall Location: Conference Room Address: 16 Lowell Street Agenda: Purpose: General Business Meeting Called By: Jacquelyn LaVerde on behalf of Chair Ed Ross Notices and agendas are to be posted 48 hours in advance of the meetings excluding Saturdays, Sundays and Legal Holid operation and make necessary arrangements to be sure your posting is made in an adequate amount of time. A listing of topics that the chair reasonably anticipates will be discussed at the meeting must be on the agenda. All Meeting Postings must be submitted in typed format; handwritten notices will not be accepted. Topics of Discussion: This meeting will be held in-person at the Town Hall Conference Room, remotely via Zoom, and will be streamed on RCTV as usual. WƚźƓ ƚƚƒ aĻĻƷźƓŭ ŷƷƷƦƭʹΉΉǒƭЉЏǞĻĬ͵ǩƚƚƒ͵ǒƭΉƆΉББЉЋЎЊЊЎЏЍЉ aĻĻƷźƓŭ L5ʹ ББЉ ЋЎЊЊ ЎЏЍЉ hƓĻ ƷğƦ ƒƚĬźƌĻ њЊЏЍЏЎЊБВБЉЎͲͲББЉЋЎЊЊЎЏЍЉϔ { ΛbĻǞ ƚƩƉΜ њЊЏЍЏЎЎББЏЎЏͲͲББЉЋЎЊЊЎЏЍЉϔ { ΛbĻǞ ƚƩƉΜ Dial by your location +1 646 518 9805 US (New York) +1 646 558 8656 US (New York) Meeting ID: 880 2511 5640 Find your local number: https://us06web.zoom.us/u/kuGp8E86i AGENDA: Liaison Reports FY23 Budget Presentation Town Approve Meeting Minutes: o March 2, 2022 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 4®¶ ®¥ 2¤ £¨¦ &¨²¢ « 9¤ ± ΑΏΑ3 *´«¸ ΐǾ ΑΏ22 *´¤ ΒΏǾ ΑΏΑ3 4®¶ - ¦¤± 3¤«¤¢³ "® ±£ 2®¡¤±³ 7ȁ ,¤, ¢§¤´± *±Ǿ #&! + ±¤ ' ³¤«¸ (¤±±¨¢ªǾ #§ ¨± &¨£¤« - «³¤¹ !¤ $* , £±¸Ǿ 6¨¢¤ #§ ¨± ³®¶¬ ¦¤±͔¢¨ȁ±¤ £¨¦ȁ¬ ȁ´² - ±ª , $®¢ª²¤±Ǿ 3¤¢±¤³ ±¸ # ±«® " ¢¢¨ 16 Lowell Street #§±¨² ( «¤¸ Reading, MA 01867 ²¤«¤¢³¡® ±£͔¢¨ȁ±¤ £¨¦ȁ¬ ȁ´² 4®¶ - ¦¤¬¤³ 4¤ ¬ *¤ $¤«¨®² !²²¨²³ ³ 4®¶ - ¦¤± ©£¤«¨®²͔¢¨ȁ±¤ £¨¦ȁ¬ ȁ´² * ¤ +¨²¤«« 3§ ±® !¦²³±®¬Ǿ #0! 0´¡«¨¢ 7®±ª² $¨±¤¢³®± 4®¶ !¢¢®´³ ³ lj &¨ ¢¤ $¨±¤¢³®± ©ª¨²¤«« ͔¢¨ȁ±¤ £¨¦ȁ¬ ȁ´² ² ¦²³±®¬͔¢¨ȁ±¤ £¨¦ȁ¬ ȁ´² - ³³§¤¶ +± ´¤«¨²Ǿ %²°ȁ '±¤¦®±¸ "´±² !£¬¨¨²³± ³¨µ¤ 3¤±µ¨¢¤² Director &¨±¤ #§¨¤¥ ¬ª± ´¤«¨²͔¢¨ȁ±¤ £¨¦ȁ¬ ȁ´² ¦¡´±²͔¢¨ȁ±¤ £¨¦ȁ¬ ȁ´² !¬¸ , ®Ǿ -,)3 $ µ¨£ #« ±ª ,¨¡± ±¸ $¨±¤¢³®± 0®«¨¢¤ #§¨¤¥ , ®͔®¡«¤¤³ȁ®±¦ £¢« ±ª͔¢¨ȁ±¤ £¨¦ȁ¬ ȁ´² !£¤³®ª´¡® 3®« ±¨Ǿ -0( *®²¤¯§ (´¦¦¨² (¤ «³§ $¨±¤¢³®± $¨±¤¢³®± ®¥ & ¢¨«¨³¨¤² ²®« ±¨͔¢¨ȁ±¤ £¨¦ȁ¬ ȁ´² ©§´¦¦¨²͔¢¨ȁ±¤ £¨¦ȁ¬ ȁ´² 4 ¡«¤ ®¥ #®³¤³² 3 "´£¦¤³ -¤²² ¦¤ ȁȁȁ ¯ȁ Β 2¤¢®¬¬¤£¤£ 2¤µ¤´¤² ȁ pȁ Θ &¨ ¢¨ « &®±¤¢ ²³ .¯ȁ ΐΐ .. ¯ȁ ΐΓ FY23 3§ ±¤£ #®²³² .. ¯ȁ ΐΕ FY23 4®¶ "´£¦¤³ $¤³ ¨« ¡¸ $¤¯ ±³¬¤³ .. ¯ȁ ΑΔ a. !£¬¨¨²³± ³¨µ¤ 3¤±µ¨¢¤² b. 0´¡«¨¢ 3¤±µ¨¢¤² c. F¨ ¢¤ $¤¯ ±³¬¤³ d. 0´¡«¨¢ 3 ¥¤³¸ e. P´¡«¨¢ 7®±ª² f. 0´¡«¨¢ ,¨¡± ±¸ g. Facilities FY23 ²¤¯ ± ³¤ § £®´³ FY23 %³¤±¯±¨²¤ &´£ "´£¦¤³² ¯ȁ Ζ6 a. Water b. Sewer c. 3³®±¬ 7 ³¤± d. 0%' # ¡«¤ !¢¢¤²² e. Landfill Appendix 90 a. FY22-FY32 # ¯¨³ « 0« b. FY22-FY39 $¤¡³ 3¢§¤£´«¤ c. 4 ¡«¤ ®¥ /±¦ ¨¹ ³¨® T OWN M ANAGERS FY23 B UDGET M ESSAGE The following document constitutes the Town Manage3 Budget for the Town of Reading, beginning July 1, 2022. Overview: The Budget Process Following state law and the Town Charter, the budget authorities are listed below in chronological order: Superintendent of Schools (School budget early January) School Committee Budget (School budget late January) Town Manager (balanced School and Town budgets late February) Finance Committee (balanced School and Town budgets late March) Town Meeting (final approval of balanced School and Town budgets early May) Note that for the annual budgets both the Board of Library Trustees and the Select Board are advisory to the Town Manager. There is one bottom line budget for the School department. Only the School Committee or Superintendent may decide how funds are spent. Other budget authorities listed above may only change (up or down) the bottom line figure for the Schools. There are over 20 individual lines for the Town budget. All budget authorities listed above (aside from the Superintendent/School Committee) may change these lines, for example almost every Town department has one line for wages and another for expenses. Only the Town Manager has the authority to determine how the components of each voted wage and expense line are spent. The Budget Calendar Both the Town and Schools begin the annual budget process by September each year, for the fiscal year that begins in the following July. Due to the impact of the pandemic, we have spent a bit more time on the budget process recently because of the changing financial landscape. FINCOM has taken the lead and been instrumental in leading us through these volatile financial times, including two Financial Forums in August and October 2021 to review the financial health of the Town and look towards the future. Once Revenues are established by the Town Accountant, and FINCOM decides Free Cash usage, the two are combined as Estimated Revenues. Previously agreed to shared or volatile costs such as Benefits, Capital, Debt and Out of District Special Education otherwise known as Accommodated Costs are subtracted from these Estimated Revenues as follows: Estimated Revenues Accommodated Costs = Op From these remaining funds, both the town departments (currently a ~36% share) and the school department (~64% share) get the same percentage year-over-year increase. In FY23 the Operating budgets are increasing by +3.85%, a figure that is historically higher than the typical +3.25% to +3.50% range. If the Town or Schools have new significant Community Priorities to add to their budgets, those are discussed well in advance in a collaborative manner, and revenues are taken off the top before using the 64/36 split. Recent examples have been additional social/emotional resources for the Schools, and an additional School Resource Officer for the Town. &9ΑΒ 3 The three elected boards then hold public meetings to discuss their budgets in December and in January. st By Charter, the School Committee must present a budget to the Town Manager by February 1, and the st Town Manager must present a balanced budget to FINCOM by March 1. In some years the School Committee votes a budget higher than the balanced Operating budget figure and the Town Manager must cut any surplus to match FINCOM guidance, but has no authority as to specific cost reductions within the School budget. The balanced budget target has been clearly identified to the School Committee, and they cite how they plan to balance their budget when/if it is too high. This year the School Committee voted a balanced FY23 budget. In March the Finance Committee holds public meetings, and must vote a balanced budget in advance of April Town Meeting. They may increase or decrease any budget line submitted by the Town Manager. If they increase in total, they must also provide Free Cash as a source of revenues, since only the Town Accountant may determine other revenue projections. FY23 Revenues The total FY23 estimated revenues for general government will be $111.6 million, which is a 3% increase from the FY22 figures. State Aid is assumed to be +2.5% at $15.15 million, as we return to using that guidance from FINCOM. In the fall 2021, FINCOM approved $2.75 million in FY23 Free Cash budget funding, with $475,000 of that specifically aimed at the 5.5% capital spending, purposefully higher than their 5% policy target. FY23 Accommodated Costs An increase of 2.6% is forecast, which is low by historical standards. The Shared Costs budget section has more details. By formula there is therefore $111.6 million Revenues + $2.75 million Free Cash - $41.6 million Accommodated Costs = $72.75 million of remaining revenues to be shared by the Town and School Operating budgets, or an increase of +3.85% compared to FY22. Under the budget model, when combining accommodated costs with this +3.85% operating budget figure, total Town department balanced budgets are $32.02 million and the total School balanced budget is $51.78 million for FY23. The so-called town/school budget split has worked well over the years. This design was greatly influenced when, as a FINCOM member for eight years, I watched arguments between special education (SPED) and regular day parents about school funding priorities. Allowing the schools to place out of district SPED costs, which are very difficult to forecast, and very personal in nature, into the accommodated costs section has largely removed that horrible argument among parents from the budget process. As noted above, both the town and schools have used a mechanism within that model to request additional funds in a given year. The current budget model has encouraged ongoing dialogue from all departments, and as a result Reading may have the most collaborative budget process in the state. Our focus is on growing revenues and spending efficiently, in order to best meet community needs. Note the charts of FY23 and FY18 budget sector allocations in the Spending Scorecard section Schools and Public Safety (largely due to Public Health addition) have grown a bit more but nothing has substantially changed. &9ΑΒ 4 There are no major new initiatives in this budget, as it is a time to recognize the upheaval caused by the pandemic; give our new Superintendent and Town Manager time to be acclimated and learn and grow together; give our employees flexibility and working conditions where they may thrive in offering services to our residents; complete previous projects with challenging supply chains; and time for the community to sort out priorities for the future. The +3.85% operating budget levels are good by historic standards. First and foremost, it allows us to address employee attraction and retention the stated top goal of the Select Board and Town Manager. Our employees, the lifeblood of the organization, are compensated below +3.85% but at competitive rates at a time when inflation and a shortage of workers makes all workforces more mobile. There are additional undesignated funds set aside to help fund the results of a non-union pay and classification study, something the new Town Manager will take up next summer. The culture we have built for the Town government is remarkable we openly demand top decile performance in exchange for median pay. That some employees, especially those beginning careers and families - leave for significantly higher pay is not surprising. However, it is a bit astonishing at how many of them want to return after absences ranging from days to months. That culture of teamwork and top decile performance is simply not present in many other jobs, and the Town should treasure that quality in their employees in the years ahead. That undesignated funding coupled with two more planned elections next year, cause the Administrative Services budget to a +6.9% increase for FY23 (it would be +2.7% otherwise). All other Town departments range from +2.2% (Public Services) to +3.9% (Finance) for an average of +3.2%. There is one new support staff position added for Public Health, some changes in part-time staffing hours, and two outsourcing of regional work under Intermunicipal agreements with other communities. There are no notable one-time additional expenses in this budget. The organization is still busy implementing changes brought on by the pandemic and funded by Town Meeting in the FY22 budget. At this writing, bids are being solicited to construct the new home for Public Health within Public Safety, and it is worth noting that this organizational model is being discussed in several other communities. Additional outsourced mental health resources for the Coalition have been very useful and in fact oversubscribed, and hiring the new mental health position has been very difficult but interviews are scheduled. A Director of Equity and Social Justice has been hired by the Library and is scheduled to begin work in March 2022. Several capital projects are moving ahead, some at slow paces because of the supply chain dislocations. As of this writing, replacement of the Parker MS roof has been delayed from the summer 2022 for one year because of specific product shortages and the need to schedule work when school is not in session. Public Service During a Pandemic Again! The past two years has been exceptionally difficult for all of us. Sadly, we lost an additional three residents to the Covid-19 pandemic this year, bringing the total to 53 residents lost over two years. While the physical risks and impacts are still clearly seen, the toll on mental health has soared during the past year. Arguments about vaccine and mask policies, parking spots, inaccurate food orders, inattentive drivers, and other seemingly minor issues are common place, and patience seems generally in short supply. We all just want things to go back to normal, while wondering even what that means. Residents continue to struggle with income worries, food insecurity, and at times that same loss of hope we cited last year &9ΑΒ 5 country struggles with Equity and Social Justice issues, and we have seen that further the divide in our community that I began writing about six years ago. Yet on the horizon, for those that choose to look carefully, there remains the hope that we are still a community in spite of all of the challenges. Families argue at the dinner table, but when there is an outside threat the family then bonds together. So too the Reading community, as we have seen with countless examples of self-sacrifice and of neighbors helping neighbors. A special thanks to members of our organization, in large measure a repeat of last year as colleagues help colleagues, and importantly they help the most fragile and frail members of the community. The 625 Main Street flood was another example where the Town government organization turned the entire state upside down until we found help for those displaced residents, and kudos to our community partners that stepped forward. Looking Back As I head towards the exit sign, I am grateful for the opportunity to have served as our second Town Manager. About 26 years ago I volunteered to be on the Finance Committee, but was rejected and instead assigned work, and did manage to serve on the Finance Committee for eight years. When an opportunity presented itself to work nearer to home in Reading, attractive especially because of our two young daughters, I applied as a long shot to be the Assistant Town Manager/Finance Director. Town Manager, Peter Hechenbleikner, decided to take a chance and hire me. Years later, the late Superintendent of Schools Pat Schettini confessed to me that he warned Peter against hiring me because of my complete lack of municipal experience. With a smile, he admitted that things had not been quite as disastrous as he expected. When Peter retired, many people urged me to apply. The late Camille Anthony gave me the best advice When I meet with other Town Managers, many of them are industry professionals that move from community to community. They bring a wealth of training and experience whenever they change jobs. As this knucklehead looks back, it is remarkable that Reading has allowed a volunteer at heart not a professional manager - to become Town Manager. Pat was right at the heart of the matter, but so was Camille. My previous careers computer programmer, Wall Street quantitative analyst, portfolio manager/client services were very challenging and demanding. I had the good fortune to work with some legends in the business, who took the time to push me to my limit. However, my colleagues here in Reading have been by far the most decent, compassionate, caring and intelligent people I have had the good fortune to work with and learn from, which made the never-ending challenges here worth conquering. I leave behind a strong and experienced management team. As of year-end 2021, these 19 employees had service time in Reading ranging from 1 month to over 43 years, with a median of 16 years. Only one, Fire Chief Greg Burns, was in their current position when I joined the organization. Four of this team left for other opportunities, only to be called back here for that strong culture and sense of team. Together they have been woven together with a diverse set of skills and experiences, which when assembled makes for a stronger fabric. Many thanks to this team and to all of the employees, past and present, that I have had the good fortune to work with over the years. &9ΑΒ 6 Looking Ahead Cautious News Inflation flashes a warning sign that must be watched carefully. Proposition 2½ puts the Town on a fixed income, and when expenses go up faster, spending must be reduced. The healthy balances of reserves could be used to bridge a temporary gap, but they could run out quickly. model, and see what the recent 7.5% inflation might do. Currently FY24 operating budgets are forecast at +3.0% using $2.5 million of Free Cash (this is the last year of 5.5% capital & debt, so about $2.0 million of Free Cash supports operations). Property taxes, the RMLD dividend payment no longer linked to inflation, and state aid will not change. Flowing through a 7.5% increase through other revenues causes a 0.6% increase in total revenues for FY24 compared to what we have forecast. spending unchanged but acknowledge that less equipment or project work will be accomplished with higher prices. Pension costs will not change. Flowing through a 7.5% increase through other Budget Summary expenses results in a $2.5 million hole in the FY24 operating budget, compared to our forecast. That can be fixed by cutting operating budgets by 0.5% instead of increasing them by 3.0%. Reserves can save the day and spending $5 million of Free Cash to balance works in FY24, and the 3.0% increase stays in place. Because of collective bargaining contracts in place, wages will not increase by 7.5%, but if they did as in capital, less employees would be affordable even before the cuts to the operating budgets. A new baseline of $4.5 million of Free Cash will be needed for FY25 (instead of $2 million) and every year (reserves) statement above. Another round of +7.5% inflation in FY25 digs another $2.5 million hole in the budget, so really $7.0 million of Free Cash is needed, and so on, surely ad nauseum. While the future is uncertain, what is described above will not happen. However, the illustration of the threat of inflation is quite real, and has always been the single largest risk to Proposition 2½. Annual inflation since Prop 2½ was passed has been just under 3%, and even low during the last decade. Looking Ahead Excellent News FY23 budget is submitted to FINCOM. His energy seems boundless as he reaches out to meet people - who are the very reason this organization exists. I am both excited and gratified at his skill set, knowing that the community will be in good hands. Fidel will learn whatever local experiences he needs, and combine this with a fresh look at how things might be for the future. He is already well liked and respected by Town staff I tip my cap to the Select Board for unanimously finding such a strong successor. I am confident that he will be able to reach places that I did not, and continue to make changes, because that is what organizations need to do in order to thrive. Reading has many positive attributes. Again, this year a major international bond rating agency affirmed our AAA rating and cited our efforts at economic development and financial diligence as positioning us well to withstand the pandemic and prosper in the years ahead. We have a well-educated work force, and are fortunate to enjoy strong community wealth. We have good levels of service from our schools and &9ΑΒ 7 municipal government, and a strong sense of community volunteerism. We have done an excellent job in caring for our infrastructure at a time when many municipalities have not. Working together, there is very little we cannot accomplish in the days and years ahead. Working alone, or in conflict, there is very little we will accomplish. In closing, please continue to care for the community. We are in the strongest financial position in our history with $20 million in Reserves, and an additional $7.6 million in one-time federal ARPA funding. It is my hope, believe it or not, that a portion of these funds are spent somewhat frivolously on things that bring joy and pleasure to the community, to help us all climb up and away from the effects of the pandemic. Yet there are dark and threatening financial clouds gathering on the horizon in the forms of inflation and economic dislocation, which will require serious long-term financial planning, and these cash balances can serve as a buffer for local services in the years ahead. We believe that our close-knit organization and thorough planning process will continue to offer the community both high quality and volume of services given the available funding in other words, good taxpayer value. As always, we will all strive to meet the expectations with whatever level of resources made available. On behalf of the entire Town government, thank you for the opportunity to help make the Town of Reading a very special place to work and to live. Take it away, Fidel! Robert W. LeLacheur, Jr. CFA (outgoing) Town Manager Fidel Maltez (incoming) Town Manager February 15, 2022 &9ΑΒ 8 T OWN A CCOUNTANT'S R ECOMMENDED FY23 R EVENUES Summary of Revenues The total FY23 estimated revenues for the general government will be $111.6 million, plus the use of $2.75 million of Free Cash an overall 2.83% increase from FY22. FY23ChangeShare Property Taxes$ 84.83.6%74% Local Revenues$ 7.6-1.7%7% State Aid$ 15.12.5%13% Transfers$ 4.01.7%4% Free Cash$ 2.8-4.2%2% $ 114.3 2.8%100% Property Taxes ($84.8 million or 74% of revenues) The forecasted 3.6% increase in FY23 includes a 2.5% increase over the FY22 tax levy plus New Growth. As the following table shows, recent New Growth has trended higher than projections (5yr average $971,000 and 10yr average $865,000). The Town has made significant progress on Economic Development; New Growth projections for FY23 are $1,050,000, with more New Growth to follow. Actual New Growth (000)s FY22FY21FY20FY19FY18FY17FY16FY15FY14FY13 $ 1,614$ 967$ 593$ 840 842 717 912 844 741 579 The Assessor's overlay account has increased to $787,252 in FY23. This amount is set aside for the Board of Assessors to handle abatements and exemptions. The actual amount may vary from the budgeted amount when the Town Accountant finalizes the tax rate in November 2022. If the overlay account is not used for abatements, it is released to Free Cash. (See" Operating transfers/Available Funds" below.) Local Revenues ($7.6 million or 7% of revenues) Local revenues are forecasted to decrease 1.7% from the prior year. There is an expectation that some reduced revenues during the pandemic will recover in FY23, while others continue to be impacted by the ongoing pandemic. Below are the most significant components of these revenues. Motor Vehicle Excise ($3.90 million) This revenue source is challenging to forecast, as we have been both over and under budget by $300,000 in recent years, although the longer-term average has been in line. Next year, we forecast a 1.3% increase to $3.90 million, $100,00 less than the pre- pandemic revenue projection for motor vehicle excise. Charges for Services ($2.1 million) This revenue source has been trending low during the pandemic; in FY21, this revenue source came in just under budget, and FY22 seems to be just in line with projection. Thus the revenue projection is level to FY22 as this revenue source is slower to rebound from the economic effects of the pandemic. &9ΑΏΑΑ 0 ¦¤ ΐ 9 Meals Tax ($0.42 million) This local option tax has modestly added revenues in recent years. During the pandemic, meal tax projections were significantly reduced; the actual revenues in FY22 are outpacing our forecasts. Next year, we forecast a 15.1% increase to $420,000, $20,000 more than the pre-pandemic revenue projection for meals tax. Interest Earnings ($0.21 million) Interest rates have decreased significantly over the last couple of years. Next year's forecast is reduced by 47.5% to $210,000, a $190,000 decrease from the prior year's projections as FY22 revenues are trailing projections. Intergovernmental Revenue ($15.1 million or 13% of revenues) The final figure for State Aid for FY23 is still unknown at this point. We use an assumption of +2.5%. FINCOM has agreed to make up any shortfall from +2.5% with the use of Free Cash this adjustment would typically happen at a November Town Meeting after the fiscal year begins. Operating Transfers/Available Funds ($4.0 million or 4% of revenues) The amount of money available from the cemetery sale of lots has remained constant. The Board of Assessors released $300,000 from the overlay surplus last year and is planning to release $325,000 for use in FY23; this figure is expected to decline in future years. The RMLD annual payment is projected at $2.4 million, the same as the prior-year projections. A figure of $2.75 million is being used from Free Cash to balance the FY23 budget. The Chart below shows Free Cash history and a projection for FY22 and forward using a conservative $1.5 million regeneration estimate for FY22, FY23, and FY24. Free Cash Use is projected at $2.5 million to balance the FY24 and FY25 budgets : Town of Reading, Massachusetts Certified "Free Cash" Last Ten Fiscal Years (Amounts Expressed in Thousands) $18,000 $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $0 1213141516171819202122 est23 est24 est Fiscal Year &9ΑΏΑΑ 0 ¦¤ Α 10 Town Accountant's Financial Forecast 3.15%3.20%3.85%2.85%3.00% Town of Reading Budget Summary One YrOne YrOne YrOne YrOne Yr 2/24/22 9:49 AMFinalChngFinalChngProjectedChngProjectedChngProjectedChng No.FY21FY21FY22FY22FY23FY23FY24FY24FY25FY25 Revenues A1Total Property Taxes78,077,6273.6%81,837,5074.8%84,804,3483.6%87,909,6723.7%89,833,8492.2% A2Total Other Local Revenues7,250,000-7.3%7,730,0006.6%7,595,000-1.7%8,000,0005.3%8,285,0003.6% A3Total Intergov't Revenues14,400,000-1.0%14,777,4712.6%15,150,0002.5%15,528,7502.5%15,916,9692.5% A4Total Transfers & Available4,017,513-1.1%3,982,684-0.9%4,050,2051.7%4,167,4962.9%4,263,7432.3% A98Revs before Free Cash$ 103,745,1401.93%$ 108,327,6624.42%$ 111,599,5533.02%$ 115,605,9183.59%$ 118,299,5602.33% A5Free Cash2,082,000108.2%2,110,0001.3%2,275,0007.8%2,000,000-12.1%2,000,0000.0% A6Extra for Capital00.0%760,0000.0%475,000-37.5%460,000-3.2%-100% A99Net Available Revenues$ 105,827,1402.97%$ 111,197,6625.07%$ 114,349,5532.83%$ 118,065,9183.25%$ 120,299,5601.89% Accommodated Costs B Benefits18,416,6701.5%19,108,5343.8%20,082,5005.1%21,113,2085.1%22,073,2084.5% C Capital2,304,500-36.1%3,955,00071.6%2,681,000-32.2%2,696,0000.6%2,736,5001.5% Debt (inside levy)2,145,41539.9%1,970,801-8.1%3,250,95965.0%3,436,6015.7%3,155,619-8.2% D Debt (excluded)2,848,182-1.9%2,792,043-2.0%2,732,582-2.1%2,686,112-1.7%1,279,700-52.4% E Energy2,000,000-4.5%2,015,0000.8%2,045,0001.5%2,115,0003.4%2,185,0003.3% F Financial1,030,00013.7%1,010,000-1.9%1,005,000-0.5%1,030,0002.5%1,055,0002.4% G Education - Out of district5,325,0005.5%5,446,2502.3%5,580,0002.5%5,803,2004.0%6,035,3284.0% H Education - Vocational550,00021.6%788,00043.3%840,0006.6%873,6004.0%1,108,54426.9% J Miscellaneous3,539,9275.3%3,340,650-5.6%3,400,0001.8%3,503,0003.0%3,608,2463.0% K Community Priorities931,8030.0%150,0000.0%00.0%00.0%00.0% L2Net Accommodated Costs$ 39,091,4972.17%$ 40,576,2773.80%$ 41,617,0412.56%$ 43,256,7213.94%$ 43,237,146-0.05% $ 13,180$ 17,364$ 26,826 Operating Costs OC1Municipal Gov't Operating 22,928,4273.46% 23,888,3743.20% 25,262,9393.85% 26,042,5862.85% 26,823,8633.00% prior year adjustments 219,222 438,000 58,000 adjustments (EF+RF) 1,115,0463.15% 1,150,7273.20% 1,195,0303.85% 1,229,0892.85% 1,265,9623.00% TOTAL Muni Govt OPER 24,262,6954.39% 25,477,1015.01% 26,515,9694.08% 27,271,6752.85% 28,089,8253.00% OC2School Operating 42,805,4632.77% 44,249,7483.20% 45,953,3633.85% 47,520,1592.85% 48,945,7643.00% prior year adjustments 72,200 250,000 TOTAL School OPER 42,877,6632.95% 44,249,7483.20% 46,203,3634.41% 47,520,1592.85% 48,945,7643.00% OC4Operating Budgets$ 67,140,3573.46%$ 69,726,8493.85%$ 72,719,3334.29%$ 74,791,8332.85%$ 77,035,5883.00% Municipal Gov't Operating36.1%36.5%36.5%36.5%36.5% School Operating63.9%63.5%63.5%63.5%63.5% TOTAL SPENDING$ 106,231,8542.98%$ 110,303,1263.83%$ 114,336,3743.66%$ 118,048,5543.25%$ 120,272,7341.88% ` Muni Govt OPER$ 24,262,6954.39%$ 25,477,1015.01%$ 26,515,9694.08%$ 27,271,6752.85%$ 28,089,8253.00% Muni Govt ACCOM$ 5,534,550-0.95%$ 5,405,500-2.33%$ 5,500,0001.75%$ 5,679,2503.26%$ 5,860,2783.19% Muni Govt TOTAL$ 29,797,2453.36%$ 30,882,6013.64%$ 32,015,9693.67%$ 32,950,9252.92%$ 33,950,1023.03% School OPER$ 42,877,6632.95%$ 44,249,7483.20%$ 46,203,3634.41%$ 47,520,1592.85%$ 48,945,7643.00% School ACCOM$ 5,325,0004.07%$ 5,446,2502.28%$ 5,580,0002.46%$ 5,803,2004.00%$ 6,035,3284.00% School TOTAL$ 48,202,6633.07%$ 49,695,9983.10%$ 51,783,3634.20%$ 53,323,3592.97%$ 54,981,0923.11% 11 Town Accountant's Financial Forecast ATown of ReadingOne YrOne YrOne YrOne YrOne Yr Revenues - Details ChangesProjectedChngProjectedChngProjectedChngProjectedChngProjectedChng No.2/24/22 9:49 AMFY21FY21FY22FY22FY23FY23FY24FY24FY25FY25 Property Taxes Tax levy (within levy limit)75,011,4603.3%78,200,0004.3%81,809,0184.6%84,930,4933.8%88,181,2563.8% New Growth967,30363.2%$ 1,613,676 66.8%$ 1,050,000-34.9%1,100,0004.8%1,200,0009.1% Tax levy (debt exclusion)2,848,182-1.9%2,791,882-2.0%2,732,582-2.1%2,686,112-1.7%1,279,700-52.4% Abatements and exemptions(749,318)2.5%(768,051)2.5%(787,252)2.5%(806,934)2.5%(827,107)2.5% A1Total Property Taxes78,077,6273.6%81,837,5074.8%84,804,3483.6%87,909,6723.7%89,833,8492.2% Other Local Revenues Motor Vehicle Excise3,700,000-7.5%3,850,0004.1%$ 3,900,0001.3%4,050,0003.8%4,200,0003.7% Meals Tax250,000-37.5%365,00046.0%$ 420,00015.1%435,0003.6%450,0003.4% Penalties/interest on taxes205,0000.0%215,0004.9%$ 215,0000.0%220,0002.3%225,0002.3% Payments in lieu of taxes385,0002.7%385,0000.0%$ 400,0003.9%405,0001.3%410,0001.2% Charges for services2,000,0002.6%2,100,0005.0%$ 2,100,0000.0%2,200,0004.8%2,275,0003.4% Licenses & permits160,000-5.9%165,0003.1%$ 150,000-9.1%160,0006.7%165,0003.1% Fines75,000-25.0%100,00033.3%$ 75,000-25.0%100,00033.3%100,0000.0% Interest Earnings375,000-16.7%400,0006.7%$ 210,000-47.5%300,00042.9%325,0008.3% Medicaid Reimbursement100,000-42.9%150,00050.0%$ 125,000-16.7%130,0004.0%135,0003.8% A2Total Other Local Revenues7,250,000-7.3%7,730,0006.6%7,595,000-1.7%8,000,0005.3%8,285,0003.6% Intergovernmental Revenue State Aid14,400,000-1.0%$ 14,777,4712.6%15,150,0002.5%15,528,7502.5%15,916,9692.5% A3Total Intergov't Revenues14,400,000-1.0%14,777,4712.6%15,150,0002.5%15,528,7502.5%15,916,9692.5% Operating Transfers and Available Funds Cemetery sale of lots25,0000.0%25,0000.0%25,0000.0%25,0000.0%25,0000.0% RMLD payment2,468,7280.0%2,400,000-2.8%2,400,0000.0%2,460,0002.5%2,521,5002.5% Enterprise Fund Support1,115,0463.2%1,150,7273.2%1,195,0303.9%1,229,0892.9%1,265,9623.0% School Revolving Funds50,000-50.0%100,000100%100,0000.0%100,0000.0%100,0000.0% Premiums Reserve for Debt8,739-17%6,957-20%5,175-26%3,407-34%1,281-62% Overlay surplus350,000-6.7%300,000-14.3%325,0008.3%350,0007.7%350,0000.0% A4Total Transfers & Available4,017,513-1.1%3,982,684-0.9%4,050,2051.7%4,167,4962.9%4,263,7432.3% OPERATING REVENUES103,745,1401.93%108,327,6624.42%111,599,5533.02%115,605,9183.59%118,299,5602.33% A5Free Cash2,082,000108.2%2,870,00037.8%2,750,000-4.2%2,460,000-10.5%2,000,000-18.7% TOTAL REVENUES105,827,1402.97%111,197,6625.07%114,349,5532.83%118,065,9183.25%120,299,5601.89% Town of Reading Acc. Costs - Summary One YrOne YrOne YrOne YrOne Yr 2/24/22 9:49 AMChangesProjectedChngProjectedChngProjectedChngProjectedChngProjectedChng No.FY21FY21FY22FY22FY23FY23FY24FY24FY25FY25 BBenefits 18,416,670 1.5% 19,108,534 3.8% 20,082,500 5.1% 21,113,208 5.1% 22,073,208 4.5% CCapital 2,304,500 3,955,000 2,681,000 2,696,000 2,736,500 Debt (inside levy) 2,145,415-13.4% 1,970,801 33.2% 3,250,959 0.1% 3,436,601 3.4% 3,155,619-3.9% DDebt (excluded) 2,848,182 2,791,882 2,732,582 2,686,112 1,279,700 EEnergy 2,000,000-4.5% 2,015,000 0.8% 2,045,000 1.5% 2,115,000 3.4% 2,185,000 3.3% FFinancial 1,030,000 13.7% 1,010,000-1.9% 1,005,000-0.5% 1,030,000 2.5% 1,055,000 2.4% GEducation - Out of district 5,325,000 5.5% 5,446,250 2.3% 5,580,000 2.5% 5,803,200 4.0% 6,035,328 4.0% HEducation - Vocational 550,000 21.6% 788,000 43.3% 840,000 6.6% 873,600 4.0% 1,108,544 26.9% JMiscellaneous 3,539,927 5.3% 3,340,650-5.6% 3,400,000 1.8% 3,503,000 3.0% 3,608,246 3.0% KCommunity Priorities 931,803$ 150,000 TOTAL Accomm. COSTS$ 39,091,4972.2%$ 40,576,1163.8%$ 41,617,0412.6%$ 43,256,7213.9%$ 43,237,1460.0% 12 Town Accountant's Financial Forecast Town of ReadingOne YrOne YrOne YrOne YrOne Yr Acc. Costs - Details ChangesProjectedChngProjectedChngProjectedChngProjectedChngProjectedChng BFY21FY21FY22FY22FY23FY23FY24FY24FY25FY25 B1Contributory Retirement5,228,67025.0%5,568,5346.5%$ 5,930,5006.5%6,315,9836.5%6,726,5216.5% B3OBRA fees & OPEB study40,000-20.0%40,0000.0%$ 40,0000.0%40,0000.0%40,0000.0% B4OPEB contribution100,000-82.6%100,0000%$ 500,000400.0%500,0000.0%500,0000.0% B5Workers Compensation352,0000.6%395,00012.2%$ 405,0002.5%415,1252.5%425,5032.5% B6Unemployment Benefits95,00026.7%75,000-21.1%$ 75,0000.0%80,0006.7%85,0006.3% B7Group Health / Life Ins.11,486,000-2.5%11,800,0002.7%$ 12,002,0001.7%12,602,1005.0%13,106,1844.0% B8Medicare / Social Security987,000-1.3%1,000,0001.3%$ 1,000,0000.0%1,025,0002.5%1,050,0002.4% B9Police / Fire Indemnification128,0006.7%130,0001.6%$ 130,0000.0%135,0003.8%140,0003.7% B99Acc. Costs - Benefits$ 18,416,6701.5%$ 19,108,5343.8%$ 20,082,5005.1%$ 21,113,2085.1%$ 22,073,2084.5% C99Acc. Costs - Capital$ 2,304,500-36.1%$ 3,955,00071.6%$ 2,681,000-32.2%$ 2,696,0000.6%$ 2,573,500-4.5% D1Debt Service - Principal 4,155,00015.4% 4,085,000-1.7% 4,919,00020.4% 5,270,0007.1% 3,750,000-28.8% D2Debt Service - Interest 829,8580.6% 670,726-19.2% 1,059,36657.9% 849,306-19.8% 684,038-19.5% D3Excluded debt (2,848,182)-1.9% (2,791,882)-2.0% (2,732,582)-2.1% (2,686,112)-1.7% (1,279,700)-52.4% Total Included Debt$ 2,136,67640.3%$ 1,963,844-8.1%$ 3,245,78465.3%$ 3,433,1945.8%$ 3,154,338-8.1% Premiums for general fund$ 8,739-17%$ 6,957-20%$ 5,175-26%$ 3,407-34%$ 1,281-62% D99Acc. Costs -Debt$ 4,993,59712.6%$ 4,762,683-4.6%$ 5,983,54125.6%$ 6,122,7132.3%$ 4,435,319-27.6% E1Street Lighting (DPW)145,000-12.0%150,0003.4%$ 130,000-13.3%135,0003.8%140,0003.7% E2Electricty (FacCORE)875,000-2.7%875,0000.0%$ 900,0002.9%925,0002.8%950,0002.7% E3Natl Gas (FacCORE)635,000-5.1%635,0000.0%$ 650,0002.4%670,0003.1%690,0003.0% E4Water/Sewer (FacCORE)180,0004.8%190,0005.6%$ 200,0005.3%210,0005.0%220,0004.8% E6Fuel - vehicles (DPW)165,000-13.2%165,0000.0%$ 165,0000.0%175,0006.1%185,0005.7% E99Acc. Costs - Energy$ 2,000,000-4.5%$ 2,015,0000.8%$ 2,045,0001.5%$ 2,115,0003.4%$ 2,185,0003.3% F1Casualty Ins (AD SVC)560,00014.1%660,00017.9%$ 680,0003.0%700,0002.9%720,0002.9% F2Vet's Assistance (PUB SVC)170,000-20.9%150,000-11.8%$ 125,000-16.7%$ 130,0004.0%$ 135,0003.8% F3FINCOM Reserve Fund300,00050.0%200,000-33.3%$ 200,0000.0%200,0000.0%200,0000.0% F99Acc. Costs - Financial$ 1,030,00013.7%$ 1,010,000-1.9%$ 1,005,000-0.5%$ 1,030,0002.5%$ 1,055,0002.4% G1SPED transp OOD (Sch)1,325,00010.4%1,391,2505.0%$ 1,035,000-25.6%1,076,4004.0%1,119,4564.0% G2aSPED tuition OOD (Sch)5,100,0007.4%5,355,0005.0%$ 5,575,0004.1%5,798,0004.0%6,029,9204.0% G2bSPED contingency$ 470,000100.0%488,8004.0%508,3524.0% G3SPED offsets OOD (Sch)(1,100,000)21.8%(1,300,000)18.2%$ (1,500,000)15.4%(1,560,000)4.0%(1,622,400)4.0% G99Acc. Costs - OOD SPED$ 5,325,0005.5%$ 5,446,2502.3%$ 5,580,0002.5%$ 5,803,2004.0%$ 6,035,3284.0% H1Voc School - NERMVS455,00032.6%572,00025.7%$ 610,0006.6%634,4004.0%859,77635.5% H2Voc School - Minute Man35,000-21.7%46,00031.4%$ 50,0008.7%52,0004.0%54,0804.0% Voc School - Essex North60,000-6.9%170,000183.3%$ 180,0005.9%187,2004.0%194,6884.0% H99Acc. Costs - Vocational$ 550,00021.6%$ 788,00043.3%$ 840,0006.6%$ 873,6004.0%$ 1,108,54426.9% J1Rubbish (DPW) 1,850,0009.2% 1,905,5003.0%$ 1,975,0003.6% 2,034,2503.0% 2,095,2783.0% J2Snow and Ice Control (DPW) 675,0000.0% 675,0000.0%$ 675,0000.0% 700,0003.7% 725,0003.6% J3State Assessments735,3771.7%760,1503.4%$ 750,000-1.3%768,7502.5%787,9692.5% Cemetery (DPW)279,5504.1% J99Acc. Costs - Misc.$ 3,539,9275.3%$ 3,340,650-5.6%$ 3,400,0001.8%$ 3,503,0003.0%$ 3,608,2463.0% 13 FY23 Spending Scorecard FY23 TM % TM % FY22 Revised FY23 Town FINCOM TM Gen'l Voted LineCategoryBudgetManager BudgetBudgetyoy%FundTotal 5.1%17.7%15.3% $19,108,534 B99Benefits$20,082,500 -24.9%2.4%2.8% $3,570,000 C99Capital$2,681,000 25.6%5.3%3.8% $4,762,844 D99Debt service$5,983,550 6.6%0.7%0.6% $788,000 E99Education - Vocational$840,000 0.0%0.2%0.2% $200,000 F99Finance Committee Reserves$200,000 4.8%26.2%22.7% Total Shared Costs $ 28,429,378 $ 29,787,050 5.0%1.4%1.2% $1,551,400 G91Administrative Svcs wages$1,629,475 8.5%1.8%1.5% $1,856,152 G92Admin Svcs expenses$2,013,600 -0.1%1.2%1.1% $1,378,300 H91Public Services wages$1,377,150 16.0%0.2%0.2% $224,500 H92Public Services expenses$260,500 4.2%0.7%0.6% $801,350 I91Finance wages$835,050 2.2%0.1%0.1% $152,250 I92Finance expenses$155,650 3.3%11.2%9.8% $12,327,475 J91Public Safety wages$12,739,675 -9.1%0.6%0.6% $773,350 J92Public Safety expenses$703,250 4.5%2.7%2.3% $2,881,475 K91Public Works wages$3,010,925 -2.9%0.8%0.7% $893,500 K92Public Works expenses$867,200 0.0%0.6%0.5% $675,000 K93Public Works Snow & Ice$675,000 0.0%0.1%0.1% $130,000 K94Public Works Street Lights$130,000 3.6%1.7%1.5% $1,905,500 K95Public Works Rubbish$1,975,000 3.4%1.4%1.2% $1,544,550 L91Library wages$1,596,850 3.1%0.4%0.3% $387,400 L92Library expenses$399,450 3.1%2.9%2.5% $3,184,100 M91Core Facilities$3,283,600 4.4%0.3%0.3% $348,150 M92Town Buildings$363,550 3.2%28.2%24.8% Total Municipal Gov't $ 31,014,452 $ 32,015,925 4.2%45.6%39.7% $49,695,998 U99School Department$51,783,363 4.1%100% $ 109,139,828 $ 113,586,338 VOTED GENERAL FUND -1.3%0.6% State Assessments$760,150$750,000 4.0% TOTAL $ 109,899,978 $ 114,336,338 8.1%6.1% $7,662,625 W99Water Enterprise Fund$8,282,447 2.7%5.8% $7,300,075 X99Sewer Enterprise Fund$7,498,050 46.1%0.4% $535,378 Y99Storm Water Enterprise Fund$782,325 2.2%0.5% $611,500 Z99PEG Access$625,250 0.0%0.0% $37,000 ZZ9Lanfill Enterprise Fund$37,000 $16,146,578$17,225,0726.7%12.9% TOTAL ENTERPRISE FUNDS $125,286,406$ 130,811,4104.4%99.4% GRAND TOTAL VOTED 14 CЋЌΫ ΛƷƚƦΜ ğƓķ CЊБ ΛĬƚƷƷƚƒΜ DĻƓĻƩğƌ CǒƓķ CLb/ha wĻƭĻƩǝĻƭͲ Љ͵Ћі /ğƦźƷğƌ ε 5ĻĬƷͲ А͵Џі .ĻƓĻŅźƷƭͲ ЊА͵Аі {ĭŷƚƚƌƭͲ ЍЏ͵Ќі ƚǞƓ IğƌƌͲ Ў͵Ўі tǒĬ {ğŅĻƷǤͲ ЊЊ͵Бі tǒĬ ƚƩƉƭͲ Ў͵Ві CğĭźƌźƷźĻƭͲ tǒĬ \[źĬƩğƩǤͲ Ќ͵ЋіЊ͵Бі .ĻƓĻŅźƷƭͲ ЊА͵Ві /ğƦźƷğƌ ε 5ĻĬƷͲ А͵Ві {ĭŷƚƚƌƭͲ ЍЎ͵Ќі CLb/ha wĻƭĻƩǝĻƭͲ Љ͵Ћі ƚǞƓ IğƌƌͲ Ў͵Аі tǒĬ {ğŅĻƷǤͲ ЊЉ͵Ві CğĭźƌźƷźĻƭͲ tǒĬ ƚƩƉƭͲ tǒĬ \[źĬƩğƩǤͲ Њ͵Аі Ќ͵ЏіЏ͵Ћі 15 S HARED C OSTS FY23 B UDGETS Shared costs are spent on behalf of the general community or both school and town departments. The two largest components are Benefits (for school, town and retired employees) and Infrastructure (capital projects in the community, sometimes financed by debt payments). Some of these shared costs are subject to long term financial planning, and their annual increases can be managed. However, some of these costs fluctuate without pattern and are challenging to manage. Shared costs are shown below as a +4.8% increase in FY23. It should be noted that some spending was reduced in FY21 related to covid-19, but this budget puts all spending back on a regular pace. Details are available in the following budget sections. FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown ManagerChange Benefits$ 16,906,231$ 17,827,986$ 19,108,534$ 20,082,500 5.1% Capital & Debt$ 7,425,284$ 7,545,597 $ 8,325,726$ 8,659,3664.0% FINCOM Reserves$ -$ -$ 200,000$ 200,000 0.0% Vocational Schools$ 485,775$ 660,000$ 788,000$ 840,000 6.6% Total Shared Costs$ 24,817,290$ 26,033,583$ 28,422,260$ 29,781,866 4.8% State Assessments*$ 712,157$ 745,771$ 760,150$ 750,000 -1.3% *not voted by Town Meeting (FY23 estimated) Benefits ($20.1 million; +5.1%) FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown ManagerChange Retirement$ 4,918,763$ 6,079,433 $ 5,708,534$ 6,470,50013.3% Medicare$ 857,472$ 866,894$ 1,000,000$ 1,000,0000.0% Heath & Life Insurance$ 10,442,131$ 10,218,075$ 11,800,000$ 12,002,000 1.7% Worker Compensation$ 321,867$ 367,860$ 395,000$ 405,000 2.5% 111F Indemnification$ 192,812$ 292,304$ 130,000$ 130,000 0.0% Unemployment$ 173,187$ 3,420$ 75,000$ 75,0000.0% Total Benefits$ 16,906,231$ 17,827,986$ 19,108,534$ 20,082,500 5.1% Health Insurance premiums dominate total spending in this budget segment, and the rate of annual increases have been below revenue growth for the past decade, but there is always concern looking ahead. Retirement costs have grown at rates exceeding revenues and are forecasted to continue in the years ahead. The OPEB portion of this expense is optional today, but may become required one day. Retirement ($6,470,500; +13.3%): The Retirement Board voted a large increase just before Covid-19 arrived in order to speed up the full pension funding date to 2029. They subsequently reduced that amount to a smaller increase, but each year would follow with a +6.5% increase that would be well above annual &9ΑΒ 3§ ±¤£ #®²³² 16 revenues. In FY23 this budget funds that +6.5% amount and also restores prior levels of OPEB funding to $500,000 annually, compared to the actuarial liability closer to $2 million annually. Once the pension is fully funded it is expected that sufficient funds will be diverted to fully fund the OPEB liability, and there will be a net balance available for the operating budgets or other budget areas. FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown ManagerChange Retirement Assessment$ 4,182,630$ 5,245,931 $ 5,568,534$ 5,930,5006.5% OPEB Contributions$ 700,000$ 793,400$ 100,000$ 500,000 400.0% OBRA fees & Actuarial$ 36,133$ 40,102 $ 40,000$ 40,0000.0% Total Retirement$ 4,918,763$ 6,079,433 $ 5,708,534$ 6,470,50013.3% Medicare ($1,00,000; +0%): No increase is needed for FY23 as shown below. The expense is directly related to the Town and School payroll, and increases for newer employees. The pandemic and interruptions in full-time employment have slowed down the expected growth in this expense. FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown ManagerChange Total Medicare$ 857,472$ 866,894$ 1,000,000$ 1,000,0000.0% Health & Life Insurance ($12,000,200; +1.7%): Once again this budget continues to perform well as a result of successful teamwork among management and labor, and we continue to be proud that MIIA uses the Town as the model community in this sector. Over the past ten years, our average annual increase spending is below +3% for the town and school departments. These figures include increases in premiums plus increases in enrollment. FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown ManagerChange Benefits Coordinator$ -$ 37,651.81$ 65,000 $ 67,0003.1% Health Insurance$ 10,304,269$ 9,998,975$ 11,510,000$ 11,710,000 1.7% Opt Out Payments$ 108,625$ 154,708 $ 150,000$ 150,0000.0% Payments to Other Towns$ -$ -$ 15,000 $ 15,0000.0% Professional Services$ -$ -$ 25,000 $ 25,0000.0% Life Insurance$ 29,236 $ 26,740$ 35,000 $ 35,0000.0% Total Health & Life Ins.$ 10,442,131$ 10,218,075$ 11,800,000$ 12,002,000 1.7% The FY23 budget reflects an expected modest 1.7% increase in health insurance expenses, which is the fifth consecutive year of very low changes to this budget. The pandemic has greatly impacted this budget in the short run, as both the Town and employees have shared in significant one- As the table above shows, a ½ month payment holiday in FY21 drove costs lower than the previous year; although actual FY22 spending is not shown, there was a full one-month premium holiday to reduce spending. Recall that the October 2021 Special Town Meeting was able to use $375,000 of these FY22 funds to offset costs of a few capital projects, and more surplus is available at April 2022 Town Meeting to fund OPEB or other budget needs. The medium/longer term impact of the pandemic on health care costs is largely unknown. Premium holidays were driven by a slowing in routine medical care, which could jeopardize longer-term health and increase future utilization of services, which could drive costs and premiums up. A large amount of federal funding has offset large amounts of covid-19 costs in the medical community, but that funding will dissipate. &9ΑΒ 3§ ±¤£ #®²³² 17 The Town has negotiated the first three-year agreement with the Public Employees Committee, a group with one representative with weighted votes from every Town, School and RMLD unions, plus Retiree representation. This contract will allow the new Town Manager ample time to develop relationships with the PEC in this key employee attraction/retention and large financial obligation. The FY23 costs will be within this budget presented including the town offering a premium holiday in December 2022. Costs in the second and third years will rely on future premium increases, and include a partial premium holiday in December 2023. Importantly, the premium split remains at 71% Town/ 29% Employee/Retiree. Per FINCOM policy, future budgets should allow a +7% increase in premiums. Any higher costs are absorbed by Free Cash while any surplus funds should be directed at funding OPEB. The Benefits Coordinator position was filled in late 2020 to help make sure the bills we receive are accurate. This has become more valuable during the pandemic. FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown ManagerChange Worker Compensation$ 321,867$ 367,860 $ 395,000$ 405,0002.5% 111f Retire. Pending Wages$ 73,000 $ 150,000 $ -$ - 0.0% 111f Expenses$ 119,812$ 142,304 $ 130,000$ 130,0000.0% Total 111f Indemnification$ 192,812$ 292,304 $ 130,000$ 130,0000.0% Unemployment - Schools$ 139,451$ -$ 55,000 $ 55,0000.0% Unemployment - Town$ 30,315 $ -$ 15,000 $ 15,0000.0% Professional Services$ 3,420$ 3,420$ 5,000$ 5,000 0.0% Total Unemployment$ 173,187$ 3,420$ 75,000 $ 75,0000.0% Worker Compensation ($405,000; +2.2%): The town has received acclaim at the federal and state levels for safety policies and practices, which have kept budget increases modest. However, in FY21 the actual cost increased significantly. Once the pandemic is further behind us, we will have a better idea about this sector. Insurance costs have notably risen in classrooms due to a variety of incidents in the industry but outside of Reading. Indemnification ($130,000; +0%): Police & Fire on duty injury related expenses can vary widely. Unemployment Compensation ($75,000; 0%): Pervasive fraud at the federal and state level have made this budget line difficult to track. The Town Accountant forecasts no change in FY23, given the backdrop of the strong job market. Capital & Debt ($8.66 million; +3.9%) Capital $2.68 million; -25.0% Debt $5.98 million; + 25.7% The FY23 Town Man follows previous guidance received from FINCOM to fund capital & debt at 5.5% of the total budget for the period FY22 through FY24, and purposely above their long-term policy target of 5.0%. This change responded to the financing opportunity of low long-term interest rates and backstopped the need to fund infrastructure after pandemic-induced reductions to capital spending in June 2020. FINCOM has allowed the use of additional Free Cash to support these temporary increases. As the chart on the next page demonstrates, debt service (bottom - blue) for projects inside the tax levy represent $3.25 million in FY23 and that total declines to $1.5 million by FY33. Reading is well known among &9ΑΒ 3§ ±¤£ #®²³² 18 global Credit Agencies for paying off debt quickly, which helps the credit rating and in turn allows significant room for future capital (red) and debt- Planned Spending Inside Tax Levy $8,000,000 $6,000,000 $4,000,000 $2,000,000 $- Debt (approved)CapitalDebt (planned) Future Debt Issuance The Town has issued a one-year Bond Anticipation Note (BAN) for the $2 million of water tank funding approved by October 2021 Special Town Meeting. By September 2022, the Select Board should decide if any ARPA funds will be directed towards that project. Any amount not funded by ARPA will need to be borrowed, either using another bond anticipation note issued November 2022 through June 2023 or funded permanently. In March 2022, the Town will be advised whether or not the MSBA invites the Killam Elementary School to receive funding. If the answer is no, then there will be no short-term work aside from a decision of resubmitting an application and addressing anything the MSBA might have questioned. If the answer is yes, then an exact timeline is not crystal clear, but under the fastest scenario, November 2022 Town Meeting could be asked for design funding ($2+ million), and then Town Meeting in November 2023 and the voters s share of the project costs. Based on the current Capital Plan: In June 2023, there are three possible projects that will require debt issuance: $2.0 million water tank (already approved by Town Meeting) $2.0 million Downtown Phase II Streetscape *A state bond bill funds an additional $5 million of improvements In June 2024, there are three possible projects that will require debt issuance: $2.0 million Birch Me $4.0 million Smart Meters TBD - Killam elementary school excluded debt (ask TM & voters in advance) In June 2026, there is one possible project that will require debt issuance: $1.7 million In June 2027, there is one possible project that will require debt issuance: $5.2 million In June 2028, there are two possible project that will require debt issuance: $ $ &9ΑΒ 3§ ±¤£ #®²³² 19 Summary temporary Free Cash to fund this additional infrastructure has worked well. October Special Town Meeting authorized debt for a few projects, clearing the path to borrow at historic low interest rates before recent abrupt rate increases. It is important to note that supply chain dislocations and materials cost inflation is very much a factor in current capital planning. The Capital Plan (including both capital + debt) is balanced through FY27, and then from FY28 through FY33 there is a total surplus of $10.1 million in funds available for projects or expenses not yet currently scheduled for funding (shown in red in the chart below). New capital costs typically arise as time goes by and they will help use up some of this surplus, but there should be funding available to add larger projects in the years ahead. Naturally this is only a plan, and community needs may change. Surplus Available $8,000,000 $6,000,000 $4,000,000 Surplus $2,000,000 Total $- This surplus could be handy, as there are several projects listed in the Capital Plan summary, but not yet currently scheduled for specific funding requests. These include: $325,000 RMHS ropes course (might be done as part of the RMHS Stadium turf project TBD); $2.0 million Parker MS turf replacement; about $10 million remaining for the Birch Meadow Master Plan phases. In addition, there are unspecified amounts for a possible Killam building project (excluded debt), a Community Center (excluded debt if above $5million), DPW Building Improvements, and other as yet unidentified requests from the community. The Town and Schools work on capital/debt collaboratively, and with a ten-year focus. Recent projects such as building security and energy improvements have been done at lower total costs because of this approach, and also with lower and more efficient future maintenance costs. In the chart below, the green represents this increasing collaboration. Note the near-term downward slope is due to both the High School and Library excluded debt being repaid soon. Type of Capital & Debt $10,000,000 $8,000,000 Surplus $6,000,000 $4,000,000 Shared total $2,000,000 Town total $- School total &9ΑΒ 3§ ±¤£ #®²³² 20 Before exploring the FY23 Capital Plan and the FY23 Debt Schedule budget details, a final reminder about the capital planning process. Almost twenty years ago, the failure to pass an Override led to a decision to severely cut back on capital spending. Coupled with the choice to fund two large elementary school projects inside the tax levy with debt, this meant that annual capital spending dropped to below $100,000. This proved to be a decision with several long term serious negative consequences, including deteriorating buildings, equipment that posed safety risks to employees and the community, and escalating maintenance costs. About 16 years ago Town finance staff created a budget framework, and one portion included the notion of setting aside 5% of revenues for capital & debt, and it was endorsed by FINCOM as a policy. This approach has significantly improved the condition of buildings and equipment, important both from a safety and financial standpoint as repair and maintenance costs have since dropped. It is important for the reader to understand that this 5% set aside (increased temporarily to 5.5% through FY24) is therefore not available to fund school or town annual operational costs, although certainly that 5% FINCOM policy could change in the future. The 5% allocation happens at Annual Town Meeting. Quite often at Subsequent or Special Town Meetings, additional funds for capital are appropriated. When reviewing year-over-year historic capital spending, it is important to note that the planned 5% allocation at Annual Town Meeting may therefore look relatively small compared to past total actual spending. Since this 5% FINCOM policy was instituted 16 years ago, capital and debt have been an example of strong collaborative long-term planning by various volunteer boards and committees. Recently the Birch Meadow Master Planning exercise was interrupted by the pandemic, because our near-term financial footing was unclear and our ability to hold public meetings was impacted. Last summer the project came back after a one-year hiatus, received $150,000 design funding by November 2021 Town Meeting, and the first phase is now scheduled for debt funding once the design cost estimates are received and discussed by the community. This past winter, some comparatively smaller process, outside of the typical protocol for carefully adding items to the Capital Plan. After a discussion with elected officials, some of whom supported these late requests, they may instead be placed in front of April 2022 Town Meeting for funding. Thoughtful Capital Planning must encompass a wide array of equipment and projects. Conversations on how to improve the process are always a good idea. However, a word of caution - changes to the Capital Planning process should be made thoughtfully, carefully, and with input from all stakeholders. Our current important that any changes to the process do not regress to the past practice of not taking care of the essential needs of the community. Changes Approved at October 2021 and November 2021 Town Meetings As a reminder, the following capital items were approved by recent Town Meetings: $385,000 October Special Town Meeting $185,000 DPW snow holder moved up 1yr $140,000 Window safety film added $ 60,000 GIS project/state moved up 1yr &9ΑΒ 3§ ±¤£ #®²³² 21 debt authorizations for three projects (2 general fund, 1 water fund $400,000 November Subsequent Town Meeting $150,000 DPW Road repairs $150,000 Birch Meadow Master Plan design work for phase 1 $100,000 DPW sidewalk repairs/pedestrian safety Changes in this budget since November 2021 Town Meeting All changes for FY22 and FY23 are listed; significant changes in outer years are also listed: +$145,000 in FY22 (requested at April Town Meeting) $110,000 Funding requested by ad hoc PARC comittee for four multi-space parking kiosks in Brande Court and Upper Haven municipal parking lots, and for two handheld enforcement devices. This request will be discussed by the Select Board in March 2022. $35,000 in Technology Security equipment: $20,000 for multi-factor authentication for external secure mobile access to the Town firewall for internal segmentation to minimize impact of any external security breach +$117,000 in FY23 $ 12,000 RMHS/RISE playground design (project follows in FY24) $ 15,000 Facilities town doors & windows +$ 5,000 added to Ambulance & equipment $185,000 DPW Snow holder (moved up two years) -$100,000 Strout Avenue improvements (concerns at November eting) Future years Coolidge & Birch Meadow roof projects (debt) moved out 5 years from FY24/25 to FY29/30 Coolidge MS roof increased to $3.7mil from $2.8mil Birch Meadow ES roof increased to $1.9mil from $1.5mil Birch Meadow Field project phase I ($2mil) added as debt in FY25 (design work is underway) RISE playground surface added FY24 ($120k) RMHS Field House safety improvements added in FY27 ($1.7mil) HVAC work ($1.7mil) for Barrows & Wood End added back to plan Barrows $710k in FY28/FY29; Wood End $1.012mil in FY29/FY30 Please see the text below and both the Capital Plan and the Debt Schedule in the Appendix for further details. FY22 Capital +$145,000 As described above. FY23 Capital ($2,681,000); -24.9%) $62,000 for Core Facilities: $50,000 for use by the Permanent Building Committee; $12,000 for the RMHS/RISE playground design. $15,000 for School Buildings: carpet/flooring at Parker MS. $15,000 for Town Buildings: various doors & window repairs. $110,000 for Schools: $100,000 for large scale technology projects; $10,000 as ongoing phone system work. $100,000 for Administrative Services for large scale Town technology projects. $10,000 for the Public Library for shelving and equipment. $25,000 for Public Services: $25,000 for playground improvements at Memorial Park. &9ΑΒ 3§ ±¤£ #®²³² 22 $435,000 for Public Safety: $400,000 to replace ambulance#2 (2010) and for related ambulance equipment; $35,000 for Fire Hoses. $1,909,000 for Public Works: $925,000 for road repairs ($500,000 for work on Lowell Street; note an additional ~ $600,000 of Chapter 90 grant funds will supplement the road repair budget); $100,000 for skim coating & seal crack road repairs; $100,000 in general curb and sidewalk repairs for pedestrian safety; $50,000 for general parking lot improvements; $50,000 for general fence improvements; $100,000 for rock wall repairs at Memorial Park; $210,000 for a Chipper/Loader(2008); $185,000 for a snow holder (2015); $150,000 for a gang lawn mower (2007); $24,000 for a trailer for the stump grinder; and $15,000 for a replacement trailer (1985). FY23 Debt Service ($5,978,366; +25.7%) All debt spending for FY23 has already been approved by prior Town Meetings and debt has been issued. The FY23 debt schedule includes $3.25 million of debt inside the tax levy, and $2.73 million excluded from the tax levy (additional taxes previously approved by voters). The table below summarizes the approved debt financed projects inside the tax levy and therefo, and shows the projected changes over the next few years: Debt SummaryFY22FY23FY24FY25FY26FY22-26 Energy Improvements476,456857,004796,731769,813418,875(57,581) Building Security474,500460,300446,100427,000413,000(61,500) RMHS Turf II + Turf I219,300602,125561,025541,875522,725303,425 RMHS litigation167,400162,000156,600151,200145,800(21,600) Parker MS Roof0358,677324,000312,500301,000301,000 Barrows/Wood End312,988304,438283,08800(312,988) Modular Classrooms165,000159,000153,00000(165,000) Police Station/Public Health0197,939182,250175,750164,375164,375 West Street Road Improvements148,200144,300140,400135,2000(148,200) INSIDE THE TAX LEVY1,963,8443,245,7843,043,1942,513,3381,965,7751,931 Over this period of time, debt approved by November 2021 Town Meeting has replaced debt fully repaid. In the interim years, less capital was funded, although FINCOM did add more Free Cash to support the 5.5% level. Future planned debt is shown below, and the impact was shown previously Debt SummaryFY22FY23FY24FY25FY26FY22-26 INSIDE THE TAX LEVY1,963,8443,245,7843,043,1942,513,3381,965,7751,931 *Community Sustainability00130,000127,000124,000 124,000 *Econ Development Downtown II00260,000254,000248,000 248,000 *Birch Meadow Fields Phase I000260,000254,000 254,000 *INSIDE THE TAX LEVY3,927,6896,491,5686,476,3895,667,6754,557,550629,862 *indicates projects NOT yet approved by Town Meeting. Lastly, it is important to note that the debt exclusion for the High School (which includes lesser amounts for Barrows and Wood End) will be fully repaid in FY24. The Library was repaid on an aggressive fast schedule and will be fully repaid in FY25. This combination allows a Killam project to slide in when both current debt exclusions are repaid, minimizing the impact to taxpayers. &9ΑΒ 3§ ±¤£ #®²³² 23 Debt SummaryFY22FY23FY24FY25FY26FY22-26 RMHS1,324,0001,306,7501,312,50000(1,324,000) Barrows/Wood End59,98257,33244,51200(59,982) Killam Library1,407,9001,368,5001,329,1001,279,7000(1,407,900) EXCLUDED FROM LEVY2,791,8822,732,5822,686,1121,279,7000(2,791,882) FINCOM Reserves ($200,000; unchanged): The Finance Committee has an emergency reserve fund for unforeseen expenses. Typically funding requests during the fiscal year are brought to Town Meeting. However, there are occasions when the matter is needed but sufficiently small that FINCOM can resolve the issue, without needing to resort to calling a Special Town Meeting. If the Reserves balance is too small to fund an unforeseen expense, state law does allow a joint meeting of FINCOM and the Select Board to authorize a transfer from another line with a surplus. That approach has only been used once in Reading, when in June many years ago the Board of Assessors had such a request. Regional Vocational Schools ($840,000; +6.6%): Tuition for the primary vocational school Northeast Metropolitan Regional Vocation High School in lthough we do not know their final budget at Annual Town Meeting. Students may enroll in two other vocational schools, Minuteman and Essex North Vocational schools, through school choice. Those tuitions are set by actual attendance, which by state law is not confirmed until late fall during the school year. The estimates for those costs are therefore much more variable in fact we rarely know what our current year costs are until later in the spring, despite our many inquiries. Note that the Wakefield school has received MSBA and regional voter approval for funding a new building. Within the next few years Reading will be assessed a cost of about $250,000 annually for 30-40 years, in addition to tuition. FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown ManagerChange North East Regional$ 342,028$ 453,782$ 572,000$ 610,000 6.6% Essex North$ 109,164$ 165,770$ 170,000$ 180,000 5.9% Minuteman$ 34,583$ 40,448 $ 46,000$ 50,0008.7% Total Vocational School$ 485,775$ 660,000$ 788,000$ 840,000 6.6% State Assessments ($750,000; -1.3% estimate): Town Meeting does not vote on these charges, they are deducted from any State Aid payments the Town receives. Federal monies available have slowed the recent growth of the MBTA Assessment. FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown ManagerChange MBTA$ 582,206$ 567,507$ 600,000$ 590,000 -1.7% School Choice$ 55,401$ 78,587 $ 69,000$ 70,0001.4% Charter School$ 20,456$ 43,537 $ 34,000$ 33,000-2.9% SPED Assessment$ 14,947$ 17,639 $ 18,000$ 18,0000.0% RMV, MAPC, Air Polltin$ 39,147$ 38,501 $ 39,150$ 39,000-0.4% TOTAL$ 712,157$ 745,771$ 760,150$ 750,000 -1.3% &9ΑΒ 3§ ±¤£ #®²³² 24 T OWN DEPARTMENTS FY23 B UDGETS As seen in the nex23 budget for Town departments shows a 3.2% increase when compared to FY22. Town MeetingTown Manager DepartmentFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Administrative Services$ 3,016,025$ 3,072,329$ 3,407,552 $ 3,643,075 6.9% Public Services$ 1,376,707$ 1,220,534$ 1,602,800 $ 1,637,650 2.2% Finance$ 835,512 $ 873,313 $ 953,600$ 990,7003.9% Public Safety$ 11,294,794 $ 11,752,963 $ 13,100,825$ 13,442,9252.6% Public Works$ 5,695,021$ 5,944,997$ 6,485,475 $ 6,658,125 2.7% Library$ 1,750,001$ 1,771,611$ 1,931,950 $ 1,996,300 3.3% Facilities$ 3,124,153$ 2,908,171$ 3,532,250 $ 3,647,150 3.3% Town Departments Total$ 27,092,213 $ 27,543,918 $ 31,014,452$ 32,015,9253.2% The table above includes an $80,000 FINCOM transfer for Covid-19 in FY22. If that were removed as a one- time expense, the annual change in FY23 is +3.5%. Wages Town MeetingTown Manager DepartmentFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Administrative Services$ 1,471,047$ 1,531,079$ 1,551,400 $ 1,629,475 5.0% Public Services$ 1,195,090$ 1,114,849$ 1,378,300 $ 1,377,150 -0.1% Finance$ 725,395 $ 758,216 $ 801,350$ 835,0504.2% Public Safety$ 10,768,623 $ 11,264,261 $ 12,327,475$ 12,739,6753.3% Public Works$ 2,801,112$ 2,746,413$ 3,011,475 $ 3,140,925 4.3% Library$ 1,379,101$ 1,410,891$ 1,544,550 $ 1,596,850 3.4% Facilities$ 852,298 $ 868,562 $ 899,525$ 928,8003.3% Town Department Wages$ 19,192,666 $ 19,694,269 $ 21,514,075$ 22,247,9253.4% Town departments are projected to spend +3.4% on wages costs for FY23, as shown in the table above. All town unions settled on collective bargaining agreements that extend through June 2024. Town non-union personnel have 2.0% steps (when eligible) plus 1.7 +3.85% guidance. Of note for FY23 is the $60,000 increase in poll worker wage costs for additional elections; a new support staff position for Public Health; and positions in both Police and Public Services changing to an outsourced regional consulting model through inter-municipal agreements (IMAs). Below is a table of full-time equivalent (FTE) staffing levels. It is important to recognize that this does not capture employment in a way perfectly related to the net wage costs. For example, the shared regional Assessor is shown in the town budget as an expense line item; elections staffing is not included; full time &9ΑΒ 4®¶ $¤¯ ±³¬¤³² 25 could be between 35 and 40 hours/week; and estimates are used for part-time and especially seasonal staffing. None-the-less, the trends below while not precise, are helpful in general. Full Time Equivalents (FTEs) Town MeetingTown Manager DepartmentFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Administrative Services 16.8 17.3 17.6 17.6 0.0% Public Services 24.2 25.2 21.8 21.0 -3.7% Finance 11.5 11.8 11.8 11.9 0.8% Public Safety 114.8 115.2 118.2 119.00.7% Public Works 44.0 43.2 43.6 44.0 0.9% Library 22.3 23.4 24.4 24.9 2.0% Facilities 11.0 11.0 11.0 11.0 0.0% Town Departments Total 244.6 247.1 248.4 249.40.4% FY22 figures are revised to refleHealth under Public Safety. For FY23, as mentioned regional outsourced agreeemnts remove staffing from Public Services and Police; increases in part-time hours are seen in Public Services, Finance, Police, and the Library. One new full-time support staff postion is proposed for Public Health. Expenses Town MeetingTown Manager DepartmentFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Administrative Services$ 1,544,978$ 1,541,250$ 1,856,152 $ 2,013,600 8.5% Public Services$ 181,617 $ 105,685 $ 224,500$ 260,50016.0% Finance$ 110,117 $ 115,097 $ 152,250$ 155,6502.2% Public Safety$ 526,171 $ 488,702 $ 773,350$ 703,250-9.1% Public Works$ 2,893,909$ 3,198,584$ 3,474,000 $ 3,517,200 1.2% Library$ 370,900 $ 360,721 $ 387,400$ 399,4503.1% Facilities$ 2,271,855$ 2,039,610$ 2,632,725 $ 2,718,350 3.3% Town Department Expenses$ 7,899,548$ 7,849,649$ 9,500,377 $ 9,768,000 2.8% Election expenses and Pay & Class funding drive the Administrative Services budget higher. A total of $85,000 is set aside to help fund results of the Pay & Class project, with a target of November 2022 Town Meeting to move these funds to the needed wage lines in Town departments. Outsourced regional IMAs drive Public Services expenses higher; not repeating a large FY22 Covid-19 expense in Public Health reduces spending in Public Safety. Please refer to the following Town department budget sections for more detailed information. &9ΑΒ 4®¶ $¤¯ ±³¬¤³² 26 Administrative Services Department Department Overview FY23 Budget Summary Ɏ The Administrative Services Department is As shown below, the Administrative Services designed to promote organizational efficiency and FY23 budget increased by 6.9%, driven by communication. The Administrative Services including funding for results of a non-union Director serves as the department head and also as compensation study, funding more scheduled the role of Ombudsman an advocate for the elections, and a new $15,000 line for the Select public required by the Town Charter. Board to allocate funds to their appointed Administrative Services has six divisions as boards and committees. shown below. The first four work collaboratively There are no changes in staffing levels proposed with all departments. Some organizational costs for FY23. Wage and Expense lines are shown such as Law and Property/Casualty Insurance are separately both for informational purposes and because those lines are voted by Town Meeting. Town MeetingTown Manager DivisionsFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Operations$ 673,819$ 701,392 $ 740,550$ 768,3253.8% Technology$ 881,193$ 835,381 $ 947,052$ 1,021,0507.8% Human Resources$ 178,654$ 178,829 $ 227,800$ 281,05023.4% Town Manager Office$ 1,069,855$ 1,098,686$ 1,269,100 $ 1,298,2002.3% Town Clerk Office$ 147,102$ 152,260 $ 160,050$ 164,9503.1% Elections$ 65,402 $ 105,781 $ 63,000$ 109,50073.8% Department Total$ 3,016,025$ 3,072,329$ 3,407,552 $ 3,643,0756.9% Line G91 FY23 Administrative Services Wages Town MeetingTown Manager Administrative ServicesFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Operations$ 528,818$ 549,055 $ 582,550$ 609,3254.6% Technology$ 421,481$ 417,722 $ 434,700$ 445,1502.4% Human Resources$ 146,062$ 148,247 $ 151,200$ 157,0503.9% Town Manager Office$ 188,383$ 193,852 $ 199,900$ 192,000-4.0% Town Clerk Office$ 146,882$ 153,656 $ 154,050$ 159,9503.8% Elections$ 39,421 $ 68,547$ 29,000$ 66,000 127.6% Department Wages$ 1,471,047$ 1,531,079$ 1,551,400 $ 1,629,4755.0% 27 Line G92 FY23 Administrative Services Expenses Town MeetingTown Manager Administrative ServicesFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Operations$ 145,001$ 152,338 $ 158,000$ 159,0000.6% Technology$ 459,712$ 417,660 $ 512,352$ 575,90012.4% Human Resources$ 32,592 $ 30,582$ 76,600$ 124,00061.9% Town Manager Office$ 881,472$ 904,834 $ 1,069,200 $ 1,106,2003.5% Town Clerk Office$ 220$ (1,397)$ 6,000$ 5,000-16.7% Elections$ 25,981 $ 37,234$ 34,000$ 43,500 27.9% Department Expenses$ 1,544,978$ 1,541,250$ 1,856,152 $ 2,013,6008.5% Department Highlights Procurement was able to move two large projects to their final stage. A newly designed water tank and a town wide security initiative. 692 Service requests through SeeClickFix, up from 511 last year. Potholes (172), Sidewalks (71), and Trees/branches (51) were most popular requests again this year along with 1,103,142 website pageviews last year. 57.2% of visitors use a Desktop computer, 40.0% use a mobile phone, and 2.8% use a tablet. 3,491 FB page like; 1,576 Twitter Followers 1,034 Registered email addresses on SeeClickFix up from 851 last year 20,540 Contacts in CodeRED, up from 19,948 last year 2,329 calls sent through CodeRED last year, down from 2,334 calls last year, mostly internal police department calls 2,271 Help Desk IT tickets successfully resolved Assisted in bargaining 3-year contracts with all Town Unions. Non-Union Pay/Class Study to be completed by fiscal year-end. Consistent hiring across organization including key managerial positions of Health Director and Assistant Fire Chief. 7,517 Census forms received and processed for 2021 11,947 Census forms sent for 2022 2,774 Dog Licenses issued for 2021 5,398 Certified signatures for nomination and petition papers for 2021 499 Town Records Request processed for 2021 1,114 New Vital Records processed for 2021 Held 4 Virtual Town Meetings in 2021 Held 1 Historical Election in 2021 Set new precinct boundaries for 2022 28 Operations Overview Division Activities Operations and Procurement continues to manage This division includes the department head, risk, communications, and procurement during the Business Administrator, Procurement Officer pandemic providing all-online bidding services, (shared by town & schools), part-time Operations contract management across departments, Specialists (financial software and special projects) and support staff shared with the department. This 2022 end of Q1 launch, supporting the ICS division is the centralized location for Command staff as PIO, and managing the Safety procurement, risk management, communications Committee and Risk Management. and constituent services. Postage is centralized in Special Projects- Rental & Mortgage Assistance, 625 this division, as well as equipment maintenance. Main Street multi-agency re-housing operation, Town wide Security Project. FY23 Budget Summary Support staff for the Town Clerk and Human Resources as well as overtime for evening meetings are contained in this budget. Multifunction devices (copiers) across all town departments are supported by this division. Some professional development funding is added for the new Town Manager. Town MeetingTown Manager OperationsFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChangeChange Admin. Services Director$ 110,921$ 113,669 $ 116,625$ 121,1503.9% Business Administrator$ 86,379$ 88,531$ 90,825$ 94,375 3.9% Procurement Officer$ 78,533$ 80,472$ 82,600$ 85,800 3.9% Support Staff$ 227,718$ 243,869 $ 277,500$ 293,0005.6% Overtime$ 9,925 $ 17,957$ 15,000$ 15,000 0.0% Buyback$ 15,341$ 4,558$ -$ - Division Wages$ 528,818$ 549,055$ 582,550$ 609,325 4.6% Postage$ 85,914$ 102,038 $ 87,500$ 87,500 0.0% Copier Leases & Supplies$ 38,278$ 38,935$ 45,000$ 45,000 0.0% Professional Development$ 11,843$ 7,612$ 17,000$ 18,000 5.9% Supplies. Repairs,Other$ 8,966 $ 3,753$ 8,500$ 8,5000.0% Division Expenses$ 145,001$ 152,338$ 158,000$ 159,000 0.6% 29 Technology Overview Division Activities This division provides centralized The Technology Division continued to work with the various computer network and town departments to adapt the services and solutions telecommunications services as well as provided, as the needs of the town departments continued to distributed internet, audio/video, evolve. An increase in staff needs to remotely access systems, software, and personal computer support as well as solutions that provide additional online interactions and geographic information systems with the residents were our primary focus. Additionally, we (GIS) mapping. This division also provided solutions that support a combination of remote and coordinates many technology activities in person participation, and were involved with projects that with both the School and Light involved multiple departments, like the building security Departments, as well as with other project, the public safety radio upgrade, and public safety communities in order to support dispatch renovation project. regionalization agreements. FY23 Budget Summary Overtime is increased for special projects and night meeting support. A partial implementation of Office- 365 should bring productivity gains and save hardware costs. License costs are expected to increase as vendors pivoted to respond to the pandemic. Town MeetingTown Manager TechnologyFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChangeChange Technology Director$ 115,706$ 119,230 $ 122,400$ 124,5501.8% GIS Administrator$ 86,714$ 88,864$ 91,150$ 84,100 -7.7% Software Training Coord.$ 69,998$ 71,727$ 73,600$ 76,400 3.8% Computer Technicians$ 129,485$ 114,614 $ 136,550$ 143,1004.8% Technology Overtime$ 16,951$ 7,374$ 11,000$ 17,000 54.5% Buyback$ 2,626 $ 15,913$ -$ - Division Wages$ 421,481$ 417,722$ 434,700$ 445,150 2.4% Landlines & Wireless Phones$ 108,486$ 113,312 $ 112,052$ 115,0002.6% Professional Services$ 12,666$ 4,819$ 19,000$ 24,000 26.3% Technical Licenses/Support$ 34,542$ 40,412$ 27,500$ 63,000 129.1% Parts, Supplies. Other$ 18,179$ 15,745$ 42,000$ 44,000 4.8% PC Hardware$ 2,217 $ 3,150$ 32,500$ 35,000 7.7% Network Hardware$ 1,734 $ (5,986)$ 15,000$ 15,000 0.0% Parts&Equipment$ 177,824$ 171,452$ 248,052$ 296,000 19.3% Financial software$ 88,974$ 93,434$ 98,000$ 103,0005.1% Public Safety software$ 47,952$ 50,464$ 54,000$ 57,300 6.1% Permits & Lic. software$ 83,354$ 31,683$ 34,000$ 37,000 8.8% GIS Mapping software$ 16,033$ 15,300$ 17,000$ 17,000 0.0% Document storage$ 13,611$ 13,611$ 15,000$ 15,000 0.0% Facilities Work Order$ 9,102 $ 18,381$ 20,000$ 22,000 10.0% Website & Communication$ 10,057$ 10,030$ 11,800$ 13,000 10.2% Assessor software$ 8,825 $ 9,225$ 10,000$ 11,000 10.0% Other software$ 3,980 $ 4,080$ 4,500$ 4,6002.2% Software Licenses$ 281,888$ 246,208$ 264,300$ 279,900 5.9% 30 Human Resources Overview Division Activities This division provides support to the Town (Town Since the COVID-19 pandemic began the Human Resources Division experienced a Manager & Administrative Services Director); to major shift in responsibilities, working to the Schools (Superintendent); to the Light process ongoing changes from both state & Department (General Manager) and to all Retirees federal guidance on the pandemic while (in conjunction with the independent Retirement also continuing to process the increased workload during these trying times. System). Collaboration with the Finance Organized committee to review personnel policy (hoping to have finalized in CY22). Department occurs on a daily basis. The pandemic Assisted with collective bargaining for all has caused massive disruptions to Human eight unions. HR is looking forward to Resources in all organizations, and a big task for partnering with the new Town Manager on the new Town Manager is to assess staffing levels all personnel-related initiatives. for the future. FY23 Budget Summary A total of $85,000 is set aside to assist the new Town Manager in implementing the results of the non-union Pay & Class study, possibly at November 2022 Town Meeting through transfers to wage lines as needed. The organization is very strong with a remarkable culture combining hard work and team work. Employee retention should be the top goal for the next few years. Several employees have left for more pay in recent years, and a good number of them have been welcomed back, as perhaps they realize the invisible value of that culture in Reading. The amount of night meetings and extra work needs to be monitored as the pandemic has reminded us all about work/life balances, and sustainable paces. Town MeetingTown Manager Human ResourcesFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange HR Director$ 84,690 $ 82,955$ 85,600$ 88,900 3.9% HR Generalist$ 59,134 $ 63,923$ 65,600$ 68,150 3.9% Buyback$ 2,237$ 1,369$ -$ - Division Wages$ 146,062 $ 148,247$ 151,200$ 157,050 3.9% Prof/Tech Services$ 6,631$ 415$ 5,000$ 6,50030.0% Advertising$ 906$ 1,887$ 5,000$ 5,0000.0% Employee Physicals$ 8,615$ 24,430$ 18,000$ 18,500 2.8% DOT Certifications$ 3,544$ 3,850$ 3,600$ 4,00011.1% Training Initiatives$ 12,896 $ -$ 5,000$ 5,0000.0% Funding for Non Union P&C$ -$ -$ 40,000$ 85,000 112.5% Division Expenses$ 32,592$ 30,582$ 76,600$ 124,000 61.9% 31 Division Activities Town Manager Office Overview -As part of Incident Command Structure Under the Reading Home Rule Charter, the Town leadership, respond to Covid-19 pandemic Manager is appointed by the Select Board and serves with regards to the health of the Reading as the Chief Administrative Officer to be responsible community as well as the Town/School for the efficient administration of all functions placed organizations. under his control. The Town Manager serves as the -Maintain oversight of all typical annual Town Chief Procurement Officer and has certain fiduciary operational activities. responsibilities over the Town, School, and Light -Supervise Town capital projects and change Departments. schedules in light of covid-19 impacts. -Oversee budget and financial long-term centralized costs planning. such as Legal and Property/Casualty Insurance, as -Plan transition to new Town Manager. well as some costs associated with the elected Select Board and appointed Finance Committee. FY23 Budget Summary The new Town Manager wages are set by contract. Property/casualty insurance expenses are driven higher by complexities brought on by the pandemic and will remain at those levels for a while. Legal expenses have become difficult to predict, as a few complex and time-consuming issues have come before the Select Board. In order to provide more funding to volunteer boards, the Select Board has received a $15,000 reserve fund allocation. For the first-year, a suggestion to continue funding $1,500 each for the Town Forest, Trails, and Historic are requested, as their funding has been removed from other departments. The Town Manager Reserves are reduced and should no longer fund Board and Committee requests. The Cultural Council line is continued because of their long-lead time to give out grants, but it is possible this could be rolled into the Select Board reserve fund in future years. Town MeetingTown Manager Town Manager's OfficeFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Town Manager$ 188,383$ 193,852 $ 199,900$ 192,000-4.0% Division Wages$ 188,383 $ 193,852$ 199,900$ 192,000 -4.0% P&C Insurance$ 491,640$ 538,523 $ 660,000$ 680,0003.0% Town Cousel$ 269,381$ 302,017 $ 270,000$ 275,0001.9% Other legal$ 18,927 $ 23,251$ 40,000$ 40,000 0.0% Town Mgr Reserves$ 3,127$ 6,555$ 20,000$ 15,000 -25.0% Town Mgr other$ 30,645 $ (15,400) $ -$ - Cultural Council$ 5,000$ 8,000$ 8,000$ 8,0000.0% Select Board$ 2,972$ 1,608$ 2,600$ 17,600 576.9% Finance Committee$ 59,780 $ 40,280$ 68,600$ 70,600 2.9% Division Expenses$ 881,472 $ 904,834$ 1,069,200 $ 1,106,2003.5% 32 Town Clerk Office/Elections Division Activities Town Clerk is the Primary Public Records Access Overview Officer for Town, School, Library, Fire and Light The Town Clerk is guided by Federal, State, and local departments laws and policies in overseeing Elections, voter -Run efficient Elections and Town Meetings registration, the census process, Town Meeting, and -Centralized Document Storage for Town and local licenses as well as historic and legal documents Schools for the Town. The Office is responsible for providing -Local and Federal Census reliable and efficient service to the public, and to keep and preserve all public records and historic documents, for current and future residents. FY23 Budget Summary There is a significant increase in the elections line items this year due to a tripling of elections in the fiscal year. Due to the increased complexity of public records requests (PRR), it is suggested that upon a retirement this summer that the Assistant Town Clerk position receive a classification upgrade and the Town Clerk be encouraged to share the PRR responsibility in the office. FY23 Budget Town Clerk Office Wages and Expenses Town MeetingTown Manager Town Clerk's OfficeFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Town Clerk$ 88,448 $ 90,629$ 93,000$ 96,600 3.9% Assistant Town Clerk$ 58,053 $ 59,492$ 61,050$ 63,350 3.8% Buyback$ 381$ 3,536$ -$ - Division Wages$ 146,882 $ 153,656$ 154,050$ 159,950 3.8% Prof/Tech Services$ 220$ (1,397)$ 6,000$ 5,000-16.7% Division Expenses$ 220 $ (1,397)$ 6,000 $ 5,000-16.7% FY23 Budget Elections Wages and Expenses Town MeetingTown Manager ElectionsFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Election Workers$ 39,306 $ 89,935$ 25,000$ 80,000 220.0% Registrars$ 2,365$ 2,072$ 2,500$ 2,5000.0% Town Meeting Monitor$ 806$ -$ 1,500$ 1,000-33.3% State Grant support$ (3,056) $ (23,460) $ -$ (17,500)100.0% Division Wages$ 39,421$ 68,547$ 29,000$ 66,000127.6% Elections expenses$ 20,719 $ 28,903$ 22,000$ 29,500 34.1% Census expenses$ 3,652$ 8,076$ 10,000$ 12,000 20.0% Town Meeting expenses$ 1,609$ 255$ 2,000$ 2,0000.0% Division Expenses$ 25,981$ 37,234$ 34,000$ 43,50027.9% 33 Public Services Department Department Overview FY23 Budget Summary The Public Services Department (PSD) provides a wide As shown below, the PSD FY23 budget is increased range of services to the community and is divided into by 2.2%. Some organizational changes are Administration, Community Services and Community reflected in this budget with a heavier reliance on Development. Community Services includes outsourced professional services than in past years. Services; Community Development includes Planning & Historical Commission expenses (formerly in PSD) Economic Development, Inspections, Conservation and have moved to the Select Board budget. Historical. Town MeetingTown Manager DivisionsFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Administration$ 316,795 $ 316,020$ 364,050$ 369,9001.6% Community Services$ 535,160 $ 458,656$ 613,600$ 639,9754.3% Community Development$ 524,326 $ 444,262$ 623,150$ 627,7750.7% Department Total$ 1,376,281$ 1,218,938$ 1,600,800 $ 1,637,650 2.3% Line H91 - FY23 Public Services Wages Town MeetingTown Manager DivisionsFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Administration$ 294,702 $ 305,061$ 324,050$ 324,9000.3% Community Services$ 369,397 $ 339,214$ 458,100$ 484,4755.8% Community Development$ 530,566 $ 468,978$ 594,150$ 567,775-4.4% Department Wages$ 1,194,664$ 1,113,253$ 1,376,300 $ 1,377,150 0.1% Line H92 - FY23 Public Services Expenses Town MeetingTown Manager DivisionsFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Administration$ 22,093 $ 10,959$ 40,000$ 45,00012.5% Community Services$ 165,764$ 119,442 $ 155,500$ 155,5000.0% Community Development$ (6,240) $ (24,716) $ 29,000$ 60,000106.9% Department Expenses$ 181,617 $ 105,685$ 224,500$ 260,50016.0% 34 FY23 Budget Summary Administration Overview This division includes the department head Support staff includes two full-time and two part-time and the support staff for the entire employees. Additional administrative support is department. Some expenses (Professional provided Development, Office Supplies) are centralized specialist. in this division. This division also is responsible for financial transactions ranging from payroll to invoices and receipts. Town MeetingTown Manager AdministrationFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Assistant Town Manager$ 134,635$ 135,355 $ 139,000$ 141,4501.8% Support Staff$ 153,009$ 165,724 $ 172,550$ 178,4503.4% Overtime$ 5,769$ 3,981$ 12,500$ 12,5000.0% Revolving Fund support$ -$ -$ -$ (7,500)-100.0% Buyback$ 1,288 $ -$ -$ - Division Wages$ 294,702 $ 305,061$ 324,050$ 324,900 0.3% Outsourced Prof Svcs$ (135)$ (6,371)$ 5,000$ 10,000100.0% Prof. Development$ 7,442$ 2,390$ 10,000$ 10,0000.0% Office Supplies$ 6,351$ 4,063$ 9,000$ 9,0000.0% Mileage$ 7,828$ 6,386$ 10,000$ 10,0000.0% Advertising/Utilities$ 607$ 4,492$ 6,000$ 6,0000.0% Division Expenses$ 22,093$ 10,959$ 40,000$ 45,000 12.5% 35 FY23 Budget Summary Community Services Due to the pandemic, virtual tools were used to Overview deliver services - Community Services includes: offered including tax preparation services. EHS Elder/Human Services (EHS) provided thousands of calls to our seniors to offer a Recreation (REC) friendly voice and lend an ear. The Pleasant Street Veterans Services Office (VSO) Center reopened slowly and has not fully returned to offering all activities prior to the pandemic. Increased hours have been implemented for some part-time staff in EHS and is requested in FY23 for Recreation staff. Town MeetingTown Manager Community ServicesFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Community Svcs Director$ 28,707$ 83,133$ 87,325 $ 88,900 1.8% Elder/Human Services$ 190,365 $ 149,938$ 227,900$ 246,1758.0% Recreation$ 109,830 $ 106,143$ 110,425$ 116,2005.2% Veteran's Services$ 40,494$ -$ 32,450 $ 33,200 2.3% Comm Services Wages$ 369,397 $ 339,214$ 458,100$ 484,4755.8% Elder/Human Svcs Administrator$ 38,808$ 4,624 $ 68,700 $ 75,000 9.2% Senior Center Coordinator$ 31,090$ 38,041$ 26,300 $ 34,125 29.8% Van Drivers$ 51,553$ 43,949$ 70,000 $ 70,100 0.1% Nurse Advocate$ 67,375$ 69,138$ 71,000 $ 73,800 3.9% Senior Case Manager$ 54,902$ 56,451$ 57,900 $ 60,150 3.9% Overtime$ 4,304$ 3,182 $ 1,000$ --100.0% Buyback$ 7,781$ -$ -$ - Grants/Offsets$ (65,448)$ (65,448) $ (67,000)$ (67,000)0.0% Elder/Human Service Wages$ 190,365 $ 149,938$ 227,900$ 246,1758.0% Recreation Administrator$ 72,817$ 74,609$ 76,600 $ 79,600 3.9% Recreation Coordinator$ 35,891$ 31,533$ 33,825 $ 36,600 8.2% Overtime$ 1,122$ -$ -$ - Buyback$ - $ -$ -$ - Recreation Wages$ 109,830 $ 106,143$ 110,425$ 116,2005.2% Veteran's Service Officer$ 40,494$ -$ 32,450 $ 33,200 2.3% Veteran's Service Wages$ 40,494$ -$ 32,450 $ 33,200 2.3% 36 Town MeetingTown Manager Community ServicesFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Elder/Human Services$ 23,735 $ 21,836$ 29,500$ 29,5000.0% Recreation (Revolving Fund)$ -$ -$ -$ -0.0% Veteran's Services$ 142,029$ 97,607$ 126,000$ 126,0000.0% Comm Services Expenses$ 165,764$ 119,442 $ 155,500$ 155,5000.0% Community Organizations$ 7,000$ 7,000$ 7,000$ 7,0000.0% Meal Delivery$ 5,593$ 5,567$ 11,000$ 11,0000.0% Programs$ 7,505$ 7,477$ 3,000$ 3,0000.0% Volunteer Support$ 161$ 120$ 1,000$ 1,0000.0% Other$ 3,476$ 1,671$ 7,500$ 7,5000.0% Elder/Human Service Expenses$ 23,735$ 21,836$ 29,500$ 29,5000.0% Recreation (Revolving Fund)$ -$ -$ -$ -0.0% Recreation Expenses$ -$ - $ -$ -0.0% Veteran's$ 142,029$ 97,607$ 126,000$ 126,0000.0% Veteran's Expenses$ 142,029 $ 97,607$ 126,000$ 126,0000.0% Elder & Human Services Division Activities Elder and Human Services (EHS) provides programs -PSC reopened on June 14, 2021, to an overwhelmingly positive response. Limited class sizes and social distancing maintained a and services to Reading residents of all ages. EHS safe environment. makes referrals, connects residents to regional - Senior Case Worker continued increased referrals to the food support programs, provides transportation, pantry. coordinates volunteer services and operates The -Worked with Dementia Friendly Reading on a Neighborly Notes Pleasant Street Center (PSC), "Reading's gathering program. Provided Memory Café programs via ZOOM place for seniors." On March 18, 2020 (per order of -Along with Trust Fund Commissioners, negotiated with a new the Reading Board of Health) the PSC closed to the provider for medical transportation through the Reading Response Program. PSC van renewed transportation for shopping public due to COVID-19 to protect the safety of our trips to the delight of all seniors. most vulnerable population and subsequently -Continued Chromebook Loaner program (with training) to help reopened in June of 2021 with limited programming. those who were previously hesitant about using technology. -Organized give away events (via drive-up at the PSC) were one The EHS staff has provided a much-needed bridge to way to engage with Seniors. This included distributing Harrows reassure seniors that assistance was just a phone call chicken pies, PSC mugs, cupcakes, and other treats. away. Assisting seniors battle social isolation during -Coordinated donation and delivery of Thanksgiving meals and Christmas meals to frail and homebound seniors. the pandemic has been an important role that EHS -Assisted in coordination of successful Thanksgiving and staff has played. Christmas Adopt-a-Family events to 150 deserving families. -Year 2 of the Hillview Thanksgiving drive up meal program, Safety for all remained Priority One! hosted by State Reps, provided all the fixings for a Holiday meal. -Nurse advocate worked closely with the Health Department to track COVID cases and perform important contact tracing. -Assisted with AARP tax preparations to over 150 seniors. 37 Division Activities Recreation Overview - Turned back proceeds from revenue generated by Rec Recreation programs are broad-based to meet the Revolving Fund. recreational needs of all segments of the population. -Nashoba ski and snowboard program, Day-cation, The division continually updated its programming Sunday basketball, indoor pickleball and many other in to meet the changing needs of the community. person activities safety returned. Summer camp (Day-cation) and many in-person -Birch Meadow Working Group Master Plan well received by community and relevant boards. Town programs returned to the delight of children and Meeting approved $150k design money to move forward parents. Staff worked closely with the Board of on Phase 1. Health to guide organizations to rent field space with -Bancroft Ave. tot lot playground improvement along appropriate waivers and protocols. with yearly inspections and repairs to several playgrounds moved forward. Safety for all was Priority One! -Collaborated with the School Athletic Department and managed the field schedule and permitting for over 20 fields before and during COVID. Veterans Services Overview Division Activities The Veterans Services Officer identifies Reading -Memorial Day and Veterans Day Ceremonies returned with some normalcy. Veterans Day on the Town Common veterans and their families in need of service and had one of largest turnouts ever, just before the surge. provides information and access to the services for -VSO renewed in person meetings to process a pent-up which they are eligible under the law. The VSO utilizes demand of VA disability and pension claims. Federal VA the MA Department of Veterans Services, with medical benefits represent more than $4.3 million to the community. assistance, financial aid, assistance with state - Scuttlebutt Veterans group met under the tent at the PSC. applications for benefits, and administration of Need for socialization never more pressing. - Continued management of CH 115 assistance program. The caseload and expenditures decreased slightly due to Veterans Affairs. deaths and recipients moving out of town. -All services continued and developed efficiencies by electronically exchanging documentation. 38 Community Development FY23 Budget Summary For example, a downtown organization Overview independent of the Town government is being Community Development includes: Planning discussed with many downtown stakeholders. & Economic Development; Inspections; Affordable Housing is changed to an outsourced Conservation and Historic. regional agreement, and the costs are moved to Community Development staff are very busy expenses. working with many community partners and the State on a wide range of projects. Town MeetingTown Manager Community DevelopmentFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Community Devel Director$ 79,233 $ 82,627$ 96,425$ 100,1503.9% Planning & Econ Devel$ 151,245$ 155,613 $ 175,850$ 144,200-18.0% Inspections$ 229,160$ 160,737 $ 250,000$ 248,750-0.5% Conservation$ 70,928 $ 70,001$ 71,875$ 74,6753.9% Historic$ -$ -$ -$ -0.0% Comm Development Wages$ 530,566 $ 468,978$ 594,150$ 567,775-4.4% Planning Staff$ 58,999 $ 60,472$ 62,050$ 72,10016.2% Permits Coordinator$ 65,940 $ 67,571$ 71,000$ 72,1001.5% Regl Affordable Hsng Coord$ 47,814 $ 48,817$ 58,650$ --100.0% Econ Devel Staff$ 97,369 $ 94,545$ 104,150$ 97,750-6.1% Overtime$ -$ 1,208$ -$ -0.0% Offsets$ (120,000)$ (117,000)$ (120,000) $ (97,750)-18.5% Buybacks$ 1,122$ -$ -$ -0.0% Planning/Ec Dev Wages$ 151,245 $ 155,613$ 175,850$ 144,200-18.0% Bulding Inspectors$ 196,401$ 130,329 $ 220,000$ 218,750-0.6% Elec/Plumbing Insp$ 73,213 $ 74,577$ 80,000$ 80,0000.0% Offsets$ (45,000)$ (48,000) $ (50,000)$ (50,000)0.0% Buybacks$ 4,547$ 3,832$ -$ -0.0% Inspections Wages$ 229,160 $ 160,737$ 250,000$ 248,750-0.5% Conservation Administrator$ 70,255 $ 72,001$ 73,875$ 76,6753.8% Offsets$ (2,000) $ (2,000)$ (2,000)$ (2,000)0.0% Buybacks$ 2,673$ -$ -$ -0.0% Conservation Wages$ 70,928$ 70,001$ 71,875$ 74,6753.9% Town MeetingTown Manager Community DevelopmentFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Planning & Econ Devel$ (6,429) $ (25,473) $ 27,500$ 60,000118.2% Inspections$ -$ -$ -$ -0.0% Conservation$ -$ -$ -$ -0.0% Historic$ 190$ 757$ 1,500$ --100.0% Comm Development Expenses$ (6,240) $ (24,716) $ 29,000$ 60,000106.9% Regl Afford Housing$ 16$ (13,233) $ 12,500$ 75,000500.0% Econ Development$ 3,555$ 1,259$ 35,000$ 20,000-42.9% Offsets$ (10,000)$ (13,500) $ (20,000)$ (35,000)75.0% Planning & Econ Devel$ (6,429) $ (25,473) $ 27,500$ 60,000118.2% 39 Planning Division Overview & Activities The Planning Division provides technical services to the Town and the relevant land use boards. Several long-range plans regarding economic development, transportation, housing, and other aspects of land use serve as a guide for planning staff in helping to achieve stated goals for the Town. Planning processes aid civic leaders, businesses, and citizens in envisioning and implementing possibilities for the future. In addition to long-range planning, planning staff also develop action plans aimed at providing solutions to current community problems and at addressing daily needs. -Development Administration: Downtown: The Postmark, Ace Flats, Rise 475, 14 Chapin Ave, The Chronicle, 18 Woburn Street, 6 Chute Street, 459 Main Street; South Main St: 24-unit housing redevelopment at former Smith Oil site, Bagel World; North Main St: Reading Animal Clinic; Subdivisions: Coakley Way (Lyle Estates), Lenetta Lane (Barton Estates), Veterans Way, 116 West St, 40 Grove St, Grandview Road, Small Lane, Joy Lane (off Howard Street); Sanborn Lane; Town Projects: Auburn Street Water Tank, Gazebo Circle Pump Station; Other: Eaton Lakeview 40B, Meadowbrook Golf Club, Johnson Woods, Minor Site Plan Reviews (i.e., Outdoor Commerce, Dining, Programming and Storage applications) & Sign Permits. -Zoning Bylaw Amendments: Staff working with CPDC on a broad public engagement process around potential Zoning Bylaw Amendments to the Downtown Smart Growth District 40R Overlay; future amendments may include modernizing the Use Table and Use Definitions; aligning the Floodplain Overlay District with NFIP model bylaw; updating the Sign Bylaw, Parking requirements, and other sections of the Zoning Bylaw. -Subsidized Housing Inventory: Staff working with DHCD to ensure that permitted units stay on SHI and that Town maintains 10.55% at least until the 2020 Census denominator is determined \[official number expected in 2022\]. -MNRHSO: The MetroNorth Regional Housing Services Office added the City of Woburn in 2020 and is looking to th potentially add a 6 community in 2022 as well as change to a consultant-led service model. -ReImagine Reading: Grant-funded effort to establish downtown district management organization; after a year of outreach, a Steering Committee was formed to take lead on potential creation of Business Improvement District (BID) in 2021 and 2022. -Downtown Parking: Staff working closely with the Parking Advisory & Recommendations Committee (PARC) as they conduct meetings and public outreach to gather input and determine changes to the downtown parking system to recommend to the Select Board. -Bicycle Parking: Staff procured a bike shelter for the depot. -Streetscape Project & Municipal Lot Redesign: Staff have been working with Engineering on scope, funding, design concepts, and consultant coordination for the Phase II Streetscape Project (Lower Haven & High), and a redesign of the Upper Haven parking lot behind CVS. -Green Communities Designation: Staff worked with MAPC to successfully complete the 5 criteria needed for Green Communities Designation; an application for designation was submitted to DOER in December 2021. -Local Rapid Recovery Plan (LRRP): Staff received a grant to work with a consultant and subject matter experts on a series of actionable and tangible recommendations for projects public, private, technical, regulatory to assist downtown businesses with pandemic recovery and resilience-building. -Eastern Gateway: Ongoing analysis of redevelopment potential, infrastructure needs, and constraints, with some conceptual design work by consultants (i.e., Gamble Associates). -Walkers Brook Drive Corridor Study: Staff working with Green International Associates on analysis and potential redesign concepts for the corridor and key feeder streets and intersections. -Municipal Vulnerability Preparedness (MVP): Staff worked with consultant to be designated an MVP community in fall 2020, which unlocks grant opportunities that staff are considering applying for in 2022. -ArtBox Program: Staff worked with local artists to develop a place-making initiative that highlights the importance of public art. Staff are looking to expand this initiative in 2022. 40 Economic Development Overview development activities and goals to generate revenue for the Town. The Town does this through streamlined permitting, policy updates, business resources a Development Action Plan. Our approach is to 1) keep downtown vital, 2) preserve what is important, 3) be queued up Activities Grants Received (2020-2021) $15,000 DHCD Massachusetts Downtown Initiative (BID) to support business improvement district initiative $25,000 MassDevelopment Real Estate Technical Services (BID) to business improvement district initiative $60,000 DHCD Massachusetts Downtown Initiative (LRRP) to support action planning for COVID recovery $260,000 CDBG-CV Microenterprise Grant- Direct financial assistance for income eligible small businesses State Earmarks Received by Reading (2021) $10,000 Community Garden $50,000 Upper Haven Street Parking Lot Design $50,000 Eastern Gateway Pedestrian Accessibility Economic Development Initiatives COVID-19 Response: CDBG-CV Microenterprise Grant Funded direct support to income eligible small businesses. Reading businesses directly received $260,000. This funding was in addition to the more than $34 million in federal funding received by Reading businesses through a variety of federal Small Business Administration (SBA) COVID related grants and loans. Local Rapid Recovery Action Planning (June-October) This grant funded program provided technical assistance to develop actionable, project-based recovery plans for downtown Reading. th Economic Development Summit- The Division organized and hosted its 5 Economic Development Summit. Business Improvement District (BID) Technical Assistance- Assisted with ongoing grant funded technical assistance to support the establishment of a business improvement district (BID). A private group of property owners, business owners and residents are actively working together to garner downtown property owner support in a petition process to establish this organization. More here: https://downtownreadingma.com/ Downtown Artbox Map and Self-Guided Tour- Created an online mapping tool and self-guided tour of the downtown artboxes. The Town also hosted an in person public walking tour in partnership with Walkable Reading, Reading Historical Commission, and several artists. More than 50 people attended this event, bringing foot-traffic to downtown through public art initiatives. Bistro Table Program Expansion- The Bistro Table Program was expanded to include four (4) more bistro table sets. The following businesses have volunteered this season to bring tables outside and inside each day during their business hours. This program is very well received particularly at Haven Street and has provided flexible space for customers and employees alike. Downtown Public Art Lighting Installation- The Town is planning to pilot a decorative professionally designed and engineered lighting installation to create a destination and draw customers to lower Haven Street. Business Openings (2021) Ten new business openings including five food establishments, two personal service, and three retail establishments. All newly constructed commercial spaces in downtown are under lease agreement or have been purchased by commercial businesses, who are working toward construction and opening. 41 Inspections Overview A full-time Building Commissioner and three part-time building inspectors (each retired as Building Commissioner from another community and collectively bring 60+ years of expertise to Reading), plus two part-time highly-credentialed Plumbing/Gas and Electrical Inspectors round out the team. Division Activities All 4 Building Inspectors work collaboratively on projects to assure Town and State requirements are met. The Building Commissioner works closely with the Planning Division and Zoning Board of Appeals admin staff to assure proposals conform to the Zoning Bylaw. During the pandemic, the inspectors created safety protocols to assure that inspections could occur and construction could continue. The Permits Coordinator helped with the migration to the new online permitting software, which also required training staff. Conservation Overview ing staff and technical services support to the Reading Conservation Commission. Principal duties include enforcement and administration of Massachusetts Wetland Protection Act M.G.L. Chapter 131, Section 40 and the Reading Wetland Protection General Bylaw Section 7.1. The Commission manages over 989 acres of Town-owned conservation land and monitors conservation easements and restrictions. Division Activities Conservation Division Activities include: leading the update on the Open Space and Recreation Plan; overseeing the DCR Trail grant connecting trails near Willow, Lowell & Hunt streets and opening up inaccessible land; assistance with Town Forest projects and Trail Committee projects; conducting outreach and education regarding the Town's natural resources and watersheds; and working with Girl & Boy Scouts to complete service projects on public land. Historic Overview Division Activities The Historical Division is staffed by The HDC met 10 times which was on an as-needed volunteers with assistance from department basis. The RHC met 12 times and reviewed 3 staff as needed. The Historical Commission demolition delay applications. (RHC) oversees historic preservation including the demolition delay bylaw. The Historic District Commission (HDC) has a regulatory role over properties within the historic districts (West St. & Summer Ave). 42 Finance Department Department Overview FY23 Budget Summary Ɏ The Finance Department maintains timely and increased by accurate financial records on all financial 3.9% when compared to the previous year. activities of the Town; administers internal Wages are +4.2% staffing remains consistent with financial controls; facilitates the evaluation of prior years with the exception of a few additional the ensures that hours per week being added to a part-time the delivery of Town services is done in position within the Finance Division. compliance with Massachusetts General Laws Expenses are +2.2% due to modest increases in that govern municipal finance; and safeguards Assessor professional development and inspections. the financial assets of the Town. The Town Accountant also serves as the Finance Director and department head. Town MeetingTown Manager DivisionsFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Accounting$ 259,979$ 275,321 $ 314,750$ 328,0504.2% Assessor$ 145,264$ 150,300 $ 166,450$ 175,2005.3% Finance$ 430,269$ 447,692 $ 472,400$ 487,4503.2% Department Total$ 835,512 $ 873,313$ 953,600$ 990,7003.9% Line I91 FY23 Finance Wages Town MeetingTown Manager DivisionsFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Accounting$ 258,777$ 273,150 $ 309,300$ 323,0504.4% Assessor$ 66,646 $ 68,176$ 69,850$ 72,4003.7% Finance$ 399,972$ 416,889 $ 422,200$ 439,6004.1% Department Wages$ 725,395 $ 758,216$ 801,350$ 835,0504.2% Line I92 FY23 Finance Expenses Town MeetingTown Manager DivisionsFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Accounting$ 1,201$ 2,170$ 5,450$ 5,000 -8.3% Assessor$ 78,618 $ 82,123$ 96,600$ 102,8006.4% Finance$ 30,297 $ 30,803$ 50,200$ 47,850-4.7% Department Expenses$ 110,117 $ 115,097$ 152,250$ 155,6502.2% Department Highlights Provides support to Town, School and Light departments 1,200 employees on payroll biweekly; 9,000 quarterly property tax billing; 26,000 yearly bills - motor vehicle excise billing; 28,000 invoices processed and paid per year; 125,000 cash receipts processed per year 43 Accounting Overview Division Activities This division is under the direction of the Town -Met all reporting requirements {for Accountant and is responsible for maintaining Massachusetts DLS and Massachusetts DOR} financial records for the Town, Schools and -Collaborated with the Chief Assessor on the Light Department. Accounting ensures that all setting of the annual tax rate set by the DOR financial transactions are in compliance with -Prepared audit deliverables; maintained legal requirements and are properly recorded on clean audit opinion from auditors a timely basis. The Accounting Division oversee -Provided budget oversight and assistance bills paid by the Town; provides timely and -Quarterly updates provided to the Select accurate financial reporting services to Town Board Departments and other key stakeholders, and -28,000 payments processed for Town, School, manages and RMLD it conforms to GAAP and complies with -Review and update department policies Massachusetts General Laws and Regulations. Town MeetingTown Manager FY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Town Accountant$ 122,400$ 123,041 $ 126,300$ 128,6001.8% Asst. Town Accountant$ 45,233 $ 72,001$ 73,900$ 76,7503.9% Support Staff$ 90,047 $ 74,473$ 106,600$ 115,2008.1% Overtime$ 376$ 1,371$ 2,500$ 2,500 0.0% Buyback$ 721$ 2,263$ -$ - Division Wages$ 258,777 $ 273,150$ 309,300$ 323,0504.4% Prof. Development$ 1,201$ 1,051$ 4,700$ 4,200 -10.6% Office Supplies$ -$ 1,119$ 750 $ 8006.7% Division Expenses$ 1,201$ 2,170$ 5,450 $ 5,000-8.3% 44 Assessing Overview Division Activities The Assessment Division is obligated under law -Advertised and administered the Senior Tax to assess all property at its full and fair market Relief program without additional staffing value as of January 1 of each year for the -Collaborated with the Town Accountant on the purpose of taxation. This is accomplished certification and setting of the annual tax rate through the maintenance and administration of -Administration of Statutory and Local Property all property tax data records. Tax Exemptions In addition, the department also administers -Provided online access to our property record motor vehicle excise tax, real, personal and database motor vehicle excise tax abatements, and all -Conducted a state-mandated interim statutory tax exemptions as allowed by law. revaluation of all properties Assessment of property is the first step in the -Reviewed and adjusted properties to reflect process of tax revenue collection for the Town of updated market conditions Reading. -Completed a revaluation of all personal property accounts and canvassed town for new provide for the fair and equitable assessment of accounts all taxable real and personal property. A three- -Maintained and updated all real estate and member Board of Assessors sets policy for this personal property tax records division. -Increase public awareness of exemptions ,¯¹¹¯µ´Ɏ2º§º«³«´ºȎɎ The mission of the Reading through public meetings Assessment Division is to provide fiscal -updated existing tax maps stability by promptly, fairly and equitably -conducted ongoing sales verification determining the valuation of all real and -Implemented new and efficient office policies personal property located in the Town of and procedures as required Reading. Town MeetingTown Manager FY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Assistant Assessor$ 66,646 $ 68,176$ 69,850$ 72,4003.7% Division Wages$ 66,646$ 68,176$ 69,850$ 72,400 3.7% Regional Assessor$ 67,237 $ 69,254$ 76,000$ 77,5002.0% Revaluation$ -$ 1,500$ -$ - Appraisals/Inspections$ 9,740$ 8,700$ 13,000$ 15,50019.2% Prof. Development$ 1,375$ 1,509$ 6,000$ 8,200 36.7% Supplies&Mileage$ 266$ 1,161$ 1,600$ 1,600 0.0% Division Expenses$ 78,618$ 82,123$ 96,600$ 102,8006.4% 45 General Finance Overview Division Activities "µ²²«©º¯µ´¹ȎɎ is responsible for collecting all -AAA bond rating taxes and other charges (including -Cash management for Town/School, RMLD water/sewer/storm water bills). They also and Retirement receive and process all deposits (such as -Processed biweekly payroll for approximately schools and recreation). 1,200 employees 3¸«§¹»¸¿ is responsible for providing the -128,000 payments received and processed cash for the operation of all Town, School - Implement new Cash Management module; and Light Department functions on a timely Assisted with implementation of HR module basis. In addition, it conducts all borrowing -Compilation of Treasury Procedure Manual and investing activities. -Debt management and issuance /§¿¸µ²² for the Town, School and RMLD - through this division. Town MeetingTown Manager FY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Treasurer$ 91,681 $ 93,943$ 96,400$ 100,1253.9% Assistant Treasurer$ 66,194 $ 67,844$ 69,600$ 72,3504.0% Collector$ 74,000 $ 75,844$ 77,800$ 80,8503.9% Support Staff$ 163,388$ 168,422 $ 175,400$ 184,2755.1% Overtime$ -$ -$ 3,000$ 2,000 -33.3% Buyback$ 4,708$ 10,836$ -$ - Division Wages$ 399,972 $ 416,889$ 422,200$ 439,6004.1% Printing Services$ 13,965 $ 13,187$ 17,500$ 16,500-5.7% Banking Services$ 4,780$ 9,106$ 12,000$ 12,0000.0% Tax Title Services$ 6,630$ 1,237$ 8,000$ 7,500 -6.3% Prof. Development$ 11,979 $ 10,343$ 22,500$ 22,000-2.2% Office Supplies$ 1,505$ 300$ 3,900$ 3,350 -14.1% Division Expenses$ 38,858$ 34,172$ 63,900$ 61,350 -4.0% 46 Public Safety Department Overview FY23 Budget Ɏ Public Safety is comprised of three separate Combined FY23 budgets show a 3.2% increase, departments: led by the need to add one support position in Public Health Public Health. The Town government is very Fire and Emergency Management appreciative that Town Meeting added a mental Police health position last spring, as mentioned before - Coalition for Prevention & Support we would have requested it this year! We also - Dispatch appreciate the approval for debt authorization Town Meeting votes these budgets as one to allow Public Health to move their offices in bottom line each for wages and for expenses. upcoming months. Town MeetingTown Manager DepartmentFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Public Health$ 217,881 $ 294,483$ 388,400 $ 421,3258.5% Fire/EMS$ 5,043,498$ 5,275,646 $ 5,674,850$ 5,849,875 3.1% Police$ 5,276,552$ 5,383,438 $ 6,009,400$ 6,199,500 3.2% Coalition$ 110,832 $ 145,943$ 271,175 $ 275,8001.7% Dispatch$ 646,031 $ 653,452$ 677,000 $ 696,4252.9% DEPARTMENT TOTAL$ 11,294,794 $ 11,752,963$ 13,020,825 $ 13,442,9253.2% Line J91 FY23 Budget Public Safety Wages Town MeetingTown Manager DepartmentFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Public Health$ 165,126 $ 228,858$ 306,900 $ 339,82510.7% Fire/EMS$ 4,872,141$ 5,109,576 $ 5,467,850$ 5,640,375 3.2% Police$ 4,997,664$ 5,158,406 $ 5,684,300$ 5,867,500 3.2% Coalition$ 102,768 $ 136,478$ 229,425 $ 234,0502.0% Dispatch $ 630,924 $ 630,943$ 639,000 $ 657,9253.0% DEPARTMENT WAGES$ 10,768,623 $ 11,264,261$ 12,327,475 $ 12,739,6753.3% Line J92 FY23 Budget Public Safety Expenses Town MeetingTown Manager DepartmentFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Public Health$ 52,755 $ 65,625 $ 81,500 $ 81,500 0.0% Fire/EMS$ 171,357 $ 166,071$ 207,000 $ 209,5001.2% Police$ 278,888 $ 225,032$ 325,100 $ 332,0002.1% Coalition$ 8,064$ 9,466$ 41,750$ 41,750 0.0% Dispatch$ 15,108$ 22,509 $ 38,000$ 38,500 1.3% DEPARTMENT EXPENSES$ 526,171 $ 488,702$ 693,350 $ 703,2501.4% 47 Public Health Department FY23 Budget Summary 3 budget is increased Overview 8.5% compared to last year, the third We were thrilled to welcome our new Public Health consecutive year of well above average Director late in the fall 2021. He was excited about the increases. This budget adds a clerical support opportunity to work in the new structure within Public staff position, as relying on shared staff at Safety, and will be exactly the right person to lead us Town Hall will not be an option once the move ahead! The ongoing pandemic/endemic surely will to new offices is completed. impact the pace that happens. For now, we are There is a reduction to the top wage as the organizing information and planning to digitize years Interim Health Director is removed from next year budget request in April, and then looking forward to tremendous service to our community in a time relocating office space sometime in the fall 2022. of great need! Town MeetingTown Manager Public HealthFY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Health Director$ - $ 57,452 $ 140,000 $ 118,800-15.1% Health Agent$ 81,707$ 57,197 $ - $ -0.0% Health Inspectors$ 66,521$ 80,139 $ 61,000$ 60,700 -0.5% Health Nurse$ 18,976$ 59,889 $ 107,000 $ 110,9003.6% Support Staff$ - $ -$ - $ 50,525 100.0% Overtime$ 22$ 930 $ 1,000$ 1,0000.0% Health Buyback$ - $ 7,750$ - $ -0.0% Health Grants/Offsets$ (2,100) $ (34,499)$ (2,100) $ (2,100)0.0% Health Services Wages$ 165,126 $ 228,858$ 306,900 $ 339,82510.7% Mosquito Control$ 42,722$ 42,990 $ 45,000$ 46,000 2.2% Animal Disposal$ 2,351$ (168)$ 10,000$ 10,000 0.0% Professional Services$ 5,230$ 5,405$ 21,000$ 22,500 7.1% Health Other$ 2,452$ 17,398 $ 5,500$ 3,000-45.5% Health Expenses$ 52,755$ 65,625 $ 81,500$ 81,500 0.0% Public Health Overview We established an Incident Command Structure to guide us, and utilized the skills and commitment of our incredible staff to accomplish the enormous task of managing the COVID- 19 public health crisis. Investigation of positive COVID-19 cases and their close contacts was a massive undertaking that fell on our health department staff, primarily our public health nurses. They worked diligently and relentlessly through each surge to provide timely case investigation and contact tracing. 48 Public Health Overview (continued) The Environmental Health Staff continues to maintain our essential programs, including but not limited to food safety, housing, swimming pool, body art, tanning, and nuisance investigations. Staff continues to conduct compliance inspections of our regulated facilities when they can be completed safely. Misinformation and disinformation are fueling vaccine hesitancy and discouraging communities from seeking out resources and services that could improve their lives. Our incessant dedication to combating misinformation, by promoting and supporting full vaccinations for COVID-19, is one of the most important tools we have used to reduce the transmission of COVID-19. We will continue to do all we can, and use every tool at our disposal, to ensure our citizens, employees, and their families, are vaccinated and protected from this virus. 49 Fire/EMS Department Overview FY23 Budget Summary The Reading Fire Department is responsible for: fire 3 budget is increased suppression, fire prevention, the emergency medical 3.1% compared to last year. There are no system, and emergency management. The Fire changes in the amount of staffing, which leads Department is also responsible for coordinating and to a 3.2% increase in wages. The department applying for all reimbursements for State and Federal has 52 full time positions consisting of the disaster declarations. The department offers Advanced Chief, Assistant Chief, one support staff, five Life Support (ALS) as a benefit to the residents of the Captains, four Lieutenants, and forty Privates community. and one support staff position shared with the Police department. Two firefighters also work The department is organized into four groups that after hours as part-time Fire Alarm each work two 24hr shifts every eight days. Each day Technicians. Overtime has been pressured by the on-duty shift staffs two engines, a ladder truck and injured staff combined with new hires going an ambulance. Each group is supervised by a Captain through a long initial academy process. who is the shift commander. Captains are responsible for responding to emergencies, delivering services, Overall Expenses are up 1.2%. The only training, scheduling, equipment maintenance, and change is a slight increase in professional routine fire prevention duties. The Lieutenants are development expenses, caused by recent responsible for supervision of the West Side Fire promotions. Station and the Firefighters who are assigned there. The Lieutenants provide supervision, respond to emergencies, deliver services and training, and oversee equipment maintenance and routine fire prevention duties. Town MeetingTown Manager FY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Fire Chief$ 167,390 $ 174,108$ 177,000 $ 184,8504.4% Assistant Fire Chief$ 127,054 $ 138,246$ 140,200 $ 128,000-8.7% EMS Director$ 7,558$ 9,827$ 12,500$ 12,500 0.0% Support Staff$ 78,384$ 86,310 $ 88,650$ 92,025 3.8% Fire Alarm$ 13,202$ 6,407$ 20,000$ 20,000 0.0% Captains$ 624,886 $ 621,508$ 660,000 $ 667,5001.1% Lieutenants $ 439,715 $ 397,827$ 417,000 $ 435,0004.3% Firefighters $ 3,001,131$ 3,185,068 $ 3,430,000$ 3,578,000 4.3% Grant Offset$ (218,929)$ (178,087) $ - $ -0.0% Overtime$ 631,750 $ 593,328$ 522,500 $ 522,5000.0% Buyback$ - $ 75,034 $ - $ -0.0% FIRE / EMS WAGES $ 4,872,141$ 5,109,576 $ 5,467,850$ 5,640,375 3.2% 50 Town MeetingTown Manager FY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange ALS Medical Supplies $ 37,598$ 45,994 $ 60,000$ 60,000 0.0% Ambulance Services$ 16,473$ 13,329 $ 20,000$ 20,000 0.0% Billing Services$ 32,148$ 33,947 $ 37,000$ 37,000 0.0% Supplies and Equipment$ 8,025$ 13,601 $ 3,500$ 3,5000.0% Equipment Maintenance$ 10,416$ 8,096$ 17,000$ 17,000 0.0% Miscellaneous$ 11,992$ 5,740$ 2,000$ 2,0000.0% Office Supplies and Equipment$ 301$ 338 $ 1,000$ 1,0000.0% Professional Development$ 12,593$ 8,461$ 12,500$ 15,500 24.0% Uniforms and Clothing$ 41,812$ 36,564 $ 54,000$ 53,500 -0.9% FIRE /EMS EXPENSES $ 171,357 $ 166,071$ 207,000 $ 209,5001.2% Department Highlights *«¿Ɏ/«¸¬µ¸³§´©«Ɏ#§º§Ɏ Ɏ ŵųŴżɎŵųŵųɎŵųŵŴɎ 3µº§²Ɏ$³«¸«´©¿Ɏ1«¹¶µ´¹«¹Ɏ 4,094 3,889 4,248 Emergency Medical Responses 2,332 1,915 2,238 Fire and Emergency Responses 1,762 1,974 2,010 Mutual Aid Provided 193 285* 278* Mutual Aid Received 278 196 264 Fire Inspections 1,106 849 900 Permits Issued 873 843 1,007 Training Hours 1,150 711 1,214 Permit Fees Received (Fiscal Year) $25,195 $18,281 $24,735 Ambulance Revenue Received (Fiscal Year) $865,762 $820,212 $737,534 ȵ5«®¯©²«Ɏ¸«¹¶µ´¹«¹Ɏ Ɏ Ɏ Ɏ Ɏ Ɏ &¸§´º¹Ɏ¯´Ɏ/¸µ¸«¹¹ȎɎ ǻŹųŷȍŻŶżȎɎ SAFER Grant: This grant pays a portion of the salary and benefits of four Firefighters over a 3 year period: $604,839 total received $549,370 ǻŸȍŵŻŴɎ SAFE. This is a State grant that provides funding to allow Firefighters to provide fire safety instruction to children. ǻŵȍŹŻųɎ Senior SAFE. This is a State grant that provides funding to allow Firefighters to provide fire safety instruction to our elderly population. ǻŴŻȍųųŴɎ Firefighter Equipment Grant. This is a State program to increase safety for Firefighters. We have received a grant to make repairs to our radio system. 51 Police Department Overview FY23 Budget Summary The Reading Police Department is committed to 3 budget is increased providing the highest level of public safety and service 3.1% compared to last year. There are no to the residents, businesses, and visitors within the significant changes to staffing levels. The community. The department is empowered to enforce Animal Control Officer is now regional and the laws of the Commonwealth of Massachusetts and the Department has asked for funds to Bylaws of the Town of Reading to ensure that the peace and tranquility of our neighborhoods are maintained hours from 22 to 32. The department has 46 and that crime and the fear of crime are reduced. sworn uniformed officers; and 2.5 FTE The department emphasizes and values integrity, civilian staff plus 17 per-diem school crossing honesty, impartiality, and professionalism from our guards. members in order to create an environment that values The Department remained busy during the differences and fosters fairness and flexibility in our pandemic, we did see a shift in the types of approach to achieving our mission of safety. The calls for service and are seeing a switch back department encourages citizen input and interaction to the types of calls that were pre-pandemic. that will assist us in developing sound and sustainable partnerships between the community and the police force. Working together we can enhance the quality of FY21 Budget Police Wages life for everyone within the town. FY23 Budget Police Wages Town MeetingTown Manager FY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Police Chief$ 60,977$ 186,526$ 193,000 $ 200,1503.7% Deputy Police Chief$ 121,584 $ 48,072 $ 152,000 $ 158,9504.6% Police Support Staff$ 129,914 $ 151,491$ 155,200 $ 161,0003.7% Parking Enforcement$ 17,527$ 2,776$ 30,000$ 37,500 25.0% Animal Control$ 16,200$ 2,435$ - $ -0.0% Crossing Guards$ 148,227 $ 113,168$ 175,100 $ 178,4001.9% Lieutenants$ 529,943 $ 517,134$ 563,500 $ 581,0003.1% Sergeants$ 812,894 $ 804,141$ 980,000 $ 1,001,000 2.1% Patrol Officers$ 1,861,818$ 1,844,917 $ 2,265,000$ 2,350,000 3.8% Detectives$ 771,842 $ 785,871$ 718,000 $ 737,0002.6% Training$ 13,256$ 69,396 $ 30,000$ 45,000 50.0% Overtime$ 491,752 $ 566,772$ 412,500 $ 415,5000.7% Fitness Stipend$ - $ -$ 7,500$ --100.0% Cell Monitors$ 495$ 560 $ 2,500$ 2,000-20.0% Buyback$ 21,234$ 65,146 $ - $ -0.0% POLICE WAGES $ 4,997,664$ 5,158,406 $ 5,684,300$ 5,867,500 3.2% 52 FY23 Budget Police Expenses Town MeetingTown Manager FY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Police Cruisers$ 143,162 $ 75,414 $ 125,000 $ 130,0004.0% Supplies and Equipment$ 21,237$ 41,055 $ 41,000$ 40,500 -1.2% Equipment Maintenance$ 21,303$ 16,968 $ 35,500$ 35,500 0.0% Regional Animal Control$ - $ -$ 25,000$ 25,000 0.0% Miscellaneous$ 8,755$ 1,518$ 7,100$ 8,50019.7% Office Supplies, Equipment$ 29,650$ 16,681 $ 21,000$ 21,000 0.0% Professional Development$ 41,519$ 39,366 $ 48,500$ 49,500 2.1% Uniforms and Clothing$ 13,261$ 34,029 $ 22,000$ 22,000 0.0% POLICE EXPENSES $ 278,888 $ 225,032$ 325,100 $ 332,0002.1% Department Highlights -Participated in Incident Command related to Covid-19 pandemic, assisted in organizing any public health events. -Increased our social media presence: currently 8,000+ followers on Facebook, 1,443+ on Instagram, and 11,200+ on Twitter. We actively post events, programs, and road closures due to accidents or active scenes; we strive to keep the community informed as best we can. - - Academy. - The Department is actively working on hiring the Mental Health Clinician Position that Town meeting added. - The Department has implemented the Taser program and has continued to train on de- escalation techniques as well as add more de-escalation tools for officers to utilize. 600 521 430 500 392 353 400 230 300 206 129 200 83 73 72 69 63 58 51 30 100 0 201920202021 53 331 350 290 300 250 219 188 200 140 150 122 100 69 55 48 33 32 30 5025 22 17 0 Unwanted guestThreatsHarassing phoneSuspicious PersonsSuspicious Motor calls/emailsVehicle 201920202021 54 Coalition Overview FY23 Budget Summary The Reading Coalition for Prevention and The Coalition budget is +1.7% for FY23, as recent Support (formerly RCASA) mobilizes past increases to both a staff position and community partners and residents to build outsourced mental health services are maintained. collaborative approaches and to reduce youth Staff includes a Director, an Outreach substance abuse. RCASA was dissolved after Coordinator, and a Public Safety Clinician. expiration of the Federal grant, and the The Director oversees fiscal management, public Director appointed interested parties to relations, community planning, training, coalition continue the work. An independent communication, data collection, dissemination, community non-profit will form within the reports, and program evaluation. The Outreach next two years. The Coalition promotes a Coordinator disseminates educational healthy community environment using a information to individuals and groups. The strategic prevention framework to ensure that Coalition is active in the hiring process for the everyone who lives, works, or goes to school in new Mental Health Clinician position. Reading can enjoy an optimum quality of life. Town MeetingTown Manager FY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Coalition Director$ 86,546$ 91,159 $ 93,025$ 96,600 3.8% Clinician & Outreach$ 38,500$ 55,319 $ 136,400 $ 137,4500.8% Grant Offsets$ (22,278)$ (10,000)$ - $ -0.0% COALITION WAGES $ 102,768 $ 136,478$ 229,425 $ 234,0502.0% Mental Health Services$ - $ -$ 30,000$ 30,000 0.0% Programs$ 6,400$ 6,000$ 8,000$ 8,0000.0% Supplies$ 2,500$ 2,066$ 2,500$ 2,5000.0% Professional Development$ 999$ 1,400$ 1,250$ 1,2500.0% Grant Offsets$ (1,835) $ -$ - $ -0.0% COALITION EXPENSES $ 8,064$ 9,466$ 41,750$ 41,750 0.0% Department Highlights -Town Meeting added a Public Safety Clinician position. The job description and classification of the position was approved as of 11/30/21. -Under the supervision of the Director of the Reading Coalition for Prevention & Support, the Public Safety Clinicia activities. -The licensed Clinician will provide clinical support to the community, Reading Police, Fire and Health Departments, the Reading Coalition, and various Town departments in the areas of substance use disorders and mental health. -The Clinician will be available to provide requested assistance, follow-up on cases, and cultivate partnerships with collaborative agencies to best serve community members. This position is charged with assisting individuals in accessing resources for treatment, peer support and self- help. 55 Dispatch Overview FY23 Budget Summary Dispatch provides outstanding Emergency The Dispatch budget is up by 2.9% compared to Medical Dispatch, communications, and last year. The Dispatch Center is staffed with ten coordination for the community and first civilian Telecommunicators and one civilian Head responders, 24 hours a day, 365 days a year. Dispatcher who oversees the administration of the Dispatch is located in the Police department but division and also works several shifts per week as provides 911 Call Management for both Police and a Telecommunicator. In addition to Town Fire/EMS, and as needed for regional emergencies. funding, $65,000 in 911 grant funds are used to The Building Security project involves a complete offset existing. This grant is not guaranteed and overhaul to the space and equipment, so staff will can be discontinued at any time, but continues to move temporarily within the Police station for increase with the use of cell phones. This grant is about six months as work is completed. not guaranteed and can be discontinued at any time. Town MeetingTown Manager FY20 ActualFY21 ActualFY22 BUDGETFY23 BudgetChange Head Public Safety Dispatcher$ 78,669$ 80,267 $ 83,000$ 85,925 3.5% Public Safety Dispatchers$ 489,061 $ 493,903$ 563,000 $ 577,0002.5% Overtime$ 118,194 $ 125,560$ 50,000$ 60,000 20.0% Buyback$ - $ 1,290$ - $ -0.0% E911 Grant Support$ (55,000)$ (70,078)$ (57,000)$ (65,000)14.0% DISPATCHER WAGES $ 630,924 $ 630,943$ 639,000 $ 657,9253.0% Supplies and Equipment$ 1,704$ 4,117$ 5,000$ 5,0000.0% Equipment Maintenance$ 3,982$ 9,804$ 18,500$ 18,500 0.0% Technology$ 6,881$ 4,422$ 6,500$ 7,0007.7% Professional Devleopment$ 2,440$ 2,282$ 6,000$ 6,0000.0% Uniforms and Clothing$ 100$ 1,885$ 2,000$ 2,0000.0% DISPATCHER EXPENSES $ 15,108$ 22,509 $ 38,000$ 38,500 1.3% Dispatch Activities -The new work schedule has allowed more overlap during busy call volume times. -We continue to increase training for all dispatchers. -The remodel of the new dispatch center is finished and is fully up and running. 56 Department of Public Works FY23 Budget Summary Department Overview The Department of Public Works FY23 budget The Public Works Department is responsible for all increased by +2.7%. Full-time staffing positions endeavors relating to planning, designing, remain unchanged. Through collective bargaining, operating, maintaining, and managing public ways, lower wage positions needed to be raised again to parklands, open space, public grounds, town be closer to average, in order to attract and retain cemeteries, water distribution systems, sewer new employees. While the pay in Reading remains collection systems, and the collection and disposal average, a few employees that have left for of solid waste. The Department also provides considerably higher paying positions in other engineering support services and motor equipment communities have returned because of the strong maintenance services to all town and school Reading team work and work ethic, and accepted departments. lower wages to come back. The Department of Public Works consists of several The Parks division shifted to be combined with the divisions: administration, engineering, highway Cemetery Division, instead of with the Forestry and equipment maintenance, stormwater (not the division, as shown in the chart below. The current enterprise fund), parks and forestry and cemetery. staffing expertise made this change more The Department also includes three Enterprise operationally efficient, and this change is expected Funds (Water, Sewer and Storm Water). to last for the long term. For comparison sake, the combination of all three areas was $1,013,700 in FY22 and requested at $1,067,000 in FY23. FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown Manager% Change Administration$ 452,934$ 423,949$ 488,800$ 451,450-7.6% Engineering$ 479,246$ 470,985$ 507,325$ 526,8253.8% Highway & Equipment$ 1,482,013$ 1,466,659 $ 1,611,550$ 1,665,6503.4% Storm Water (Genl Fund)$ 125,101$ 147,076$ 153,600$ 167,2008.9% Forestry*$ 616,648$ 574,495$ 726,700$ 405,050-44.3% Parks & Cemetery*$ 231,074$ 217,478$ 287,000$ 661,950130.6% DPW OPERATIONS TOTALS$ 3,387,015$ 3,300,641 $ 3,774,975$ 3,878,1252.7% Snow/Ice$ 604,556$ 739,074$ 675,000$ 675,0000.0% Traffic/Street Lighting$ 107,660$ 105,148$ 130,000$ 130,0000.0% Rubbish & Recycling$ 1,595,512$ 1,800,134 $ 1,905,500$ 1,975,0003.6% SNOW/LIGHT/RUBBISH TOTALS$ 2,307,729$ 2,644,356 $ 2,710,500$ 2,780,0002.6% DEPARTMENT TOTALS$ 5,694,744$ 5,944,997 $ 6,485,475$ 6,658,1252.7% ΫĭŷğƓŭĻ źƓ ŭƩƚǒƦźƓŭ ŅƩƚƒ ƦƩĻǝźƚǒƭ ǤĻğƩƭ 57 Ɏ Line K91 FY23 Public Works Wages FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown Manager% Change Administration$ 420,865 $ 414,079$ 417,800 $ 433,450 3.7% Engineering$ 432,188 $ 443,003$ 465,325 $ 482,825 3.8% Highway & Equipment$ 910,997 $ 850,051$ 938,550 $ 970,950 3.5% Storm Water (GenlFd)$ 120,553 $ 144,655$ 150,600 $ 164,200 9.0% Forestry*$ 542,615 $ 536,710$ 667,200 $ 339,550 -49.1% Parks & Cemetery*$ 185,318 $ 174,797$ 242,000 $ 619,950 156.2% DPW OPERATIONS WAGES$ 2,612,536$ 2,563,295 $ 2,881,475$ 3,010,9254.5% Snow/Ice$ 188,299 $ 183,117$ 130,000 $ 130,000 0.0% Traffic/Street Lighting$ - $ -$ - $ - 0.0% Rubbish & Recycling$ - $ -$ - $ - 0.0% SNOW/LIGHT/RUBBISH WAGES$ 188,299 $ 183,117$ 130,000 $ 130,000 0.0% DEPARTMENT WAGES$ 2,800,835$ 2,746,413 $ 3,011,475$ 3,140,9254.3% ΫĭŷğƓŭĻ źƓ ŭƩƚǒƦźƓŭ ŅƩƚƒ ƦƩĻǝźƚǒƭ ǤĻğƩƭ Line K92 FY23 Public Works Expenses FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown Manager% Change Administration$ 32,069$ 9,869$ 71,000$ 18,000-74.6% Engineering$ 47,058$ 27,982 $ 42,000$ 44,0004.8% Highway & Equipment$ 571,016 $ 616,608$ 673,000 $ 694,700 3.2% Storm Water (GenlFd)$ 4,547$ 2,421$ 3,000$ 3,0000.0% Forestry*$ 74,033$ 37,786 $ 59,500$ 65,50010.1% Parks & Cemetery*$ 45,756$ 42,680 $ 45,000$ 42,000-6.7% DPW OPERATIONS EXPENSES$ 774,479 $ 737,346$ 893,500 $ 867,200 -2.9% Snow/Ice$ 416,258 $ 555,957$ 545,000 $ 545,000 0.0% Traffic/Street Lighting$ 107,660 $ 105,148$ 130,000 $ 130,000 0.0% Rubbish & Recycling$ 1,595,512$ 1,800,134 $ 1,905,500$ 1,975,0003.6% SNOW/LIGHT/RUBBISH EXP.$ 2,119,430$ 2,461,239 $ 2,580,500$ 2,650,0002.7% DEPARTMENT EXPENSES$ 2,893,909$ 3,198,584 $ 3,474,000$ 3,517,2001.2% ΫĭŷğƓŭĻ źƓ ŭƩƚǒƦźƓŭ ŅƩƚƒ ƦƩĻǝźƚǒƭ ǤĻğƩƭ Department Highlights Received $1250 36th consecutive year Maintained: 111 miles of water main; 7,717 residential, 248 commercial and 70 municipal water connections; 75 miles of traffic markings; 80 acres of grass and 16 tennis/basketball courts; 3,000 catch basins; ; 12 sewer pump stations.Ɏ Provided:Ɏ 138 shade trees planted; 273 trees trimmed;Ɏ 29,455 cars visited to the Compost Center; 20,000 Holiday Lighting bulbs; 3.2 miles of roads resurfaced; Over 200 Dig Safe markouts ȏɎ 200+ repairs/services for Town/School vehicles; replaced the water booster station on Emerald Drive; and replaced a bridge on Track Road (west).Ɏ 58 FY23 Budget Summary DPW Administration Overview Staffing remains unchanged. The large decline in The Administration Division is responsible for expenses reflects a one-time $50,000 expense for DPW Payroll, invoice payment, cemetery the Town Forest Committee. Further funding of administration, water conservation rebate program, the typical $1,500 each for both Trails and Town quarterly newsletters to residents, spring and fall Forest have been moved to the Select Board mailer for recycling events. budget line. FY22 BUDGETFY23 BUDGETFY22-23 DPW AdministrationFY20 ActualFY21 ActualTown MeetingTown Manager% Change DPW Director$ 127,559 $ 130,787$ 134,200 $ 139,250 3.8% Assistant DPW Director$ 101,328 $ 103,885$ 106,600 $ 110,600 3.8% Support Staff$ 181,816 $ 171,329$ 175,000 $ 181,600 3.8% Overtime$ 148$ -$ 2,000$ 2,0000.0% Buyback$ 10,015$ 8,078$ - $ - 0.0% DIVISION WAGES$ 420,865 $ 414,079$ 417,800 $ 433,450 3.7% Advertising$ 2,852$ 724 $ 2,500$ 2,5000.0% Supplies/Covid and Equipment$ 24,471$ 3,477$ 60,500$ 7,500-87.6% Professional Development$ 4,746$ 5,668$ 8,000$ 8,0000.0% DIVISION EXPENSES$ 32,069$ 9,869$ 71,000$ 18,000-74.6% Division Activities - Three Household Hazardous Waste collection days - Two events for paper shredding, rigid plastic and metals pickup - Five Town-wide leaf pickups - Styrofoam and electronics recycling program - Water Conservation Program - WasteZero (Simple Recycling Program) - Black Earth Composting Program - Quarterly newsletters to residents - Spring and Fall mailer to residents 59 Engineering Overview FY23 Budget Summary The Engineering division is responsible for: the Staffing remains unchanged. Increases in Wages preparation of plans, specifications, estimates, follow contractual obligations. Overtime and Police survey layout, inspection and supervision of details are increased reflecting the ongoing town construction projects; review of site plans emergency water/sewer projects. for accuracy/conformance with subdivision regulations; review Conservation submittals; upkeep of all traffic markings/signals; issuance/compliance of utility, street opening aw permits and Dig Safe mark outs. FY22 BUDGETFY23 BUDGETFY22-23 EngineeringFY20 ActualFY21 ActualTown MeetingTown Manager% Change Town Engineer$ 110,617 $ 111,334$ 115,500 $ 119,800 3.7% Senior/Civil Engineers$ 241,675 $ 247,369$ 259,225 $ 268,700 3.7% Field Tech/Surveyor$ 75,369$ 76,022 $ 80,100$ 81,8252.2% Overtime$ 4,528$ 8,278$ 10,500$ 12,50019.0% Buyback$ 277$ -$ - $ - 0.0% DIVISION WAGES$ 432,188 $ 443,003$ 465,325 $ 482,825 3.8% Traffic Control Repairs $ 18,475$ 15,366 $ 18,000$ 18,0000.0% Professional Services$ 8,641$ (849)$ 3,000$ 3,0000.0% Supplies and Equipment$ 10,850$ 9,323$ 11,000$ 11,0000.0% Police Details$ 9,092$ 4,141$ 10,000$ 12,00020.0% DIVISION EXPENSES$ 47,058$ 27,982 $ 42,000$ 44,0004.8% Division Activities -Roadway Improvements Resurfaced a total of 6 roads (approx.. 2.1 miles) at various locations -Bridge Improvements Track Road (west) bridge replaced (MassDOT Small Bridge Program) -Water Projects Uni-directional flushing program; Emerald Drive Water Booster station; -Sewer System and I/I Planning for Downtown Sewer Improvements; -Stormwater Participation with Mystic River Watershed Association and Resilient Mystic Collaborative; Town recognized by EPA regarding Stormwater Enterprise fund -NPDES Annual Permitting Work continued on adhering to requirements of NPDES MS4 Stormwater Program Planned projects include: -Grove St (Forest to Spruce) sidewalk/curb installation and ADA compliancy (Spring 2022) -Auburn St Water Tank / Public Safety Radio Relocation (Project awarded and is ongoing) -Gazebo Circle Water Booster Station (Spring/Summer 2022) -Lead Removal Program to identify and remove lead from service lines -Downtown Water Improvements (Spring/Summer 2022) -Downtown Sewer Improvements (Spring 2022) -Phase 12 Sewer I/I Improvements -Sturges Park Sewer Pump Station Replacement (Spring 2022) 60 FY23 Budget Summary Highway Overview Staffing remains unchanged. Gravel crushing The Highway Division is responsible for street has been increased as an outsourced service maintenance, catch basin repair, roadside cutting, from $5,000 to $10,000 in order to attract sidewalks, street signs and potholes. This Division vendors for this work that staff is not equipped also repairs and services over 200 pieces of to do. equipment for Town and School departments. FY22 BUDGETFY23 BUDGETFY22-23 Highway & EquipmentFY20 ActualFY21 ActualTown MeetingTown Manager% Change Highway/St. Water Supervisor$ 77,533$ 80,389 $ 72,800$ 75,0003.0% Managing/Working Foreperson$ 195,281 $ 150,715$ 195,000 $ 201,500 3.3% Senior/Junior Operators$ 178,914 $ 249,600$ 281,250 $ 339,000 20.5% Laborers$ 134,084 $ 38,890 $ 42,500$ - -100.0% Mechanics$ 244,770 $ 243,090$ 266,000 $ 274,450 3.2% Seasonal Staff$ 4,323$ -$ - $ - 0.0% Overtime/On Call$ 69,461$ 56,488 $ 81,000$ 81,0000.0% Buyback$ 6,632$ 30,880 $ - $ - 0.0% DIVISION WAGES$ 910,997 $ 850,051$ 938,550 $ 970,950 3.5% Equipment Parts & Maint.$ 219,555 $ 231,762$ 215,000 $ 225,000 4.7% Outsourced Repairs$ 145,872 $ 133,643$ 137,500 $ 140,000 1.8% Fuel$ 99,892$ 125,963$ 165,000 $ 165,000 0.0% Line Painting$ 41,569$ 51,242 $ 63,000$ 65,0003.2% Road and Sidewalk Repairs$ 16,404$ 25,378 $ 35,000$ 35,0000.0% Supplies and Equipment$ 19,618$ 21,958 $ 22,000$ 24,0009.1% Outsourced Services$ 5,020$ 3,313$ 15,000$ 20,00033.3% Police Details$ 18,170$ 19,444 $ 16,000$ 16,0000.0% Utilities/Licenses$ 4,917$ 3,905$ 4,500$ 4,7004.4% DIVISION EXPENSES$ 571,016 $ 616,608$ 673,000 $ 694,700 3.2% Division Activities - Annual springtime street sweeping, signage, and tree lawn repair - Repairs and cleaning of over 3,000 catch basins - Roadside cutting - Sidewalk/curbing maintenance and installation - Repairs and services for over 200 pieces of equipment town-wide 61 Storm Water Overview FY23 Budget Summary This division contains all of the storm water Note that both the Supervisor position, a related work that the Town was doing before the Foreperson position and a Mechanics position creation of the Enterprise Fund. are shared with the Highway division. FY22 BUDGETFY23 BUDGETFY22-23 Storm Water (GF)FY20 ActualFY21 ActualTown MeetingTown Manager% Change Highway/St. Water Supervisor$ 16,955$ 19,695 $ 18,200$ 18,8003.3% Managing/Working Foreperson$ 13,155$ 13,954 $ 15,000$ 15,1000.7% Senior/Junior Operators$ 73,500$ 57,529 $ 60,000$ 63,6006.0% Laborers$ - $ 38,428 $ 42,000$ 51,00021.4% Mechanics$ 4,869$ 5,683$ 6,900$ 7,2004.3% On Call$ 2,460$ 1,800$ - $ - 0.0% Overtime$ 8,679$ 5,595$ 8,500$ 8,5000.0% Buyback$ 936$ 1,971$ - $ - 0.0% DIVISION WAGES$ 120,553 $ 144,655$ 150,600 $ 164,200 9.0% Supplies and Equipment$ 4,547$ 2,421$ 3,000$ 3,0000.0% DIVISION EXPENSES$ 4,547$ 2,421$ 3,000$ 3,0000.0% Division Activities Please see the Storm Water Enterprise Fund for a complete summary of work done in this area. 62 Parks/Cemetery Overview FY23 Budget Summary In FY22, the divisions were reorganized The Supervisor position is shared between Parks resulting in a Parks/Cemetery Division. The and Cemetery. The Managing Foreperson and the Division operates four town-owned cemeteries, Working Foreperson positions are also shared along with various Parks which consist of 80 acres of grassed area throughout town, 16 Fund supports annual flowers for Memorial Day. tennis and basketball courts, 11 tot lots, Trust fund support also pays a portion of seasonal 6 skating rinks, and 13 ballfields. wages. FY22 BUDGETFY23 BUDGETFY22-23 Parks/Cemetery*FY20 ActualFY21 ActualTown MeetingTown Manager% Change Pks./Frst. Cem. Supervisor$ 40,664$ 44,808 $ 46,500$ 48,2503.8% Managing/Working Foreperson$ 69,108$ 59,949 $ 74,000$ 148,000 100.0% Senior/Junior Opers/Tr. Clmbr.$ 94,253$ 78,377 $ 153,250 $ 333,700 117.7% Laborers$ 39,875$ 65,629 $ 42,250$ 97,000129.6% Seasonal Staff$ 49,762$ 30,607 $ 28,000$ 75,500169.6% Overtime$ 10,915$ 11,577 $ 18,000$ 37,500108.3% Buyback$ 741$ 3,850$ - $ - 0.0% Revolving Fund Support$ (120,000)$ (120,000) $ (120,000)$ (120,000)0.0% DIVISION WAGES$ 185,318 $ 174,797$ 242,000 $ 619,950 156.2% Supplies and Equipment$ 22,114$ 25,241 $ 18,000$ 33,00083.3% Repairs$ 1,616$ 355 $ 6,500$ 6,5000.0% Lot Repurchase$ 9,600$ 3,440$ 2,000$ 2,0000.0% Fuel$ 4,773$ 5,947$ 10,000$ 10,0000.0% Utilities/Licenses$ 7,653$ 7,697$ 8,500$ 10,50023.5% Veterans Flowers$ - $ -$ 4,700$ 4,7000.0% Trust/Revolving Fund Support$ - $ -$ (4,700) $ (24,700)425.5% DIVISION EXPENSES$ 45,756$ 42,680 $ 45,000$ 42,000-6.7% ΫtğƩƉƭ ƒƚǝĻķ źƓ ǞźƷŷ /ĻƒĻƷĻƩǤ Division Activities Funeral Arrangements (15,725 total burials); Interments; Lot sales; Grounds maintenance (51 acres); Set Markers/Set foundations for headstones; Record keeping; Assist with Memorial Day preparations. Compost Center. 63 FY23 Budget Summary Forestry Overview Staffing remains unchanged. Increases in wages The division is responsible for maintaining all follow contractual obligations. The Shade Trees trees on public grounds and within the public budget was increased by 23% in an effort to right-of-way along streets and easements, and continue the goal of expanding to a variety of street assists Conservation with tree maintenance in trees throughout Town. various resource areas. FY22 BUDGETFY23 BUDGETFY22-23 Forestry*FY20 ActualFY21 ActualTown MeetingTown Manager% Change Pks./Frst. Cem. Supervisor$ 48,375$ 44,808 $ 46,500$ 48,2503.8% Managing/Working Foreperson$ 143,188 $ 140,560$ 214,700 $ 146,000 -32.0% Senior/Junior Opers/Tr. Clmbr.$ 186,050 $ 214,037$ 272,250 $ 120,800 -55.6% Laborers$ 92,448$ 50,704 $ 42,250$ - -100.0% Seasonal Staff$ 25,632$ 42,144 $ 47,500$ - -100.0% Overtime/On Call$ 41,758$ 39,950 $ 44,000$ 24,500-44.3% Buyback$ 5,164$ 4,505$ - $ - 0.0% DIVISION WAGES$ 542,615 $ 536,710$ 667,200 $ 339,550 -49.1% Supplies and Equipment$ 12,767$ 11,661 $ 18,000$ 13,500-25.0% Prof. Svc. and Repairs$ 44,830$ 3,050$ 30,500$ 20,000-34.4% Shade Trees$ 6,166$ 18,562 $ 13,000$ 16,00023.1% Stump/Brush Disposal$ 20,060$ 12,520 $ 7,500$ 7,5000.0% Police Details$ 7,693$ 9,143$ 7,000$ 7,0000.0% Utilities/Licenses$ 2,517$ 2,849$ 3,500$ 1,500-57.1% Revolving Fund Support$ (20,000)$ (20,000)$ (20,000)$ - -100.0% DIVISION EXPENSES$ 74,033$ 37,786 $ 59,500$ 65,50010.1% ΫtğƩƉƭ ƒƚǝĻķ źƓ ǞźƷŷ /ĻƒĻƷĻƩǤ Division Activities Oversight of all Town trees: Planting, trimming, removal. In 2021, 138 trees were planted by Town staff as street trees and in parks, schools, and cemeteries. Division is responsible for Holiday lighting in the Town Common (over 20,000 bulbs). 64 FY23 Budget Summary Line K93 Snow & Ice; Line K94 Traffic/Street Lighting; Line K95 Rubbish & Recycling Snow and Ice Funding is level-funded, but is meant to fund below the average year. This is because by law funding can never be reduced in future years; this is the only budget line where deficit spending is allowed by law during difficult years; and overfunding would be an opportunity cost for other needs. Traffic and Street Lighting costs are below previous levels as the Town has worked with RMLD on improvements in efficiency. Rubbish Disposal costs are in an upheaval due to the pandemic and related factors. increased The town signed a five-year contract with Covanta that expires June 30, 2025. In FY23, there is a +3% annual charge. Rubbish and Recycling collection continues to enjoy a ten-year contract (approved by Town Meeting) at a +3% annual charge. This topic is causing serious harm in other communities as the industry consolidates in the face of economic upheaval. The town meets with the vendor regularly to keep current with industry trends. Leaf collections are part of the contract, and significantly reduce resident trips to the compost center. FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown Manager% Change Snow and Ice Regular Wages$ 31,744$ 11,511 $ 30,000$ 30,0000.0% Snow and Ice Overtime$ 156,555 $ 171,606$ 100,000 $ 100,000 0.0% SNOW AND ICE WAGES$ 188,299 $ 183,117$ 130,000 $ 130,000 0.0% Snow / Ice Plowing & Hauling $ 115,297 $ 202,149$ 215,000 $ 215,000 0.0% Snow / Ice Supplies/Equip.$ 231,292 $ 290,509$ 250,000 $ 250,000 0.0% Snow / Ice Fuel$ 49,280$ 33,452 $ 45,000$ 45,0000.0% Snow & Ice Meal Tickets $ 8,523$ 10,287 $ 10,000$ 10,0000.0% Snow / Ice Police Details $ 1,891$ 4,840$ 10,000$ 10,0000.0% Street Sweeping $ 9,975$ 14,720 $ 15,000$ 15,0000.0% SNOW AND ICE EXPENSES$ 416,258 $ 555,957$ 545,000 $ 545,000 0.0% SNOW AND ICE$ 604,556 $ 739,074$ 675,000 $ 675,000 0.0% Traffic Light Electricity $ 5,436$ 4,902$ 15,000$ 10,000-33.3% Streetlight Electricity $ 101,175 $ 100,149$ 100,000 $ 105,000 5.0% Street Light Maint. & Repair $ 1,050$ 96$ 15,000$ 15,0000.0% TRAFFIC/STR LIGHT$ 107,660 $ 105,148$ 130,000 $ 130,000 0.0% Rubbish Collection$ 731,204 $ 760,644$ 890,000 $ 915,000 2.8% Solid Waste Disposal$ 505,770 $ 682,803$ 615,000 $ 635,000 3.3% Curbside Recycling $ 316,385 $ 326,340$ 335,000 $ 345,000 3.0% Misc. Recycling $ 42,153$ 30,347 $ 65,500$ 80,00022.1% RUBBISH/RECYCLING$ 1,595,512$ 1,800,134 $ 1,905,500$ 1,975,0003.6% 65 Reading Public Library Department Overview FY 23 Budget Summary The Reading Public Library is a center and The Board of Trustees recommends an overall resource for learning and civic engagement. increase of 3.3% in existing salaries and We provide a place and platform of, by, and expenses. for the people who can benefit as individuals The primary drivers for this budget: as well as contribute to the well-being of the community. Non-union salaries (2% Step + 1.75% This mission is based on the following Core COLA) Values that guide our daily work and future Rebuilding expenses that have been planning: reduced or level-funded for three years EDUCATION & EQUITY Maintaining state certification and eligibility for State Aid ACCOUNTABILITY & ACCESS FY22 BUDGETFY23 BUDGETFY22-23 DivisionsFY20 ActualFY21 ActualTown MeetingTown Manager% Change Administration$ 689,934 $ 701,938$ 711,250 $ 733,750 3.2% Equity and Social Justice$ - $ -$ 76,000$ 79,1504.1% Public Services$ 650,175 $ 615,706$ 660,450 $ 683,700 3.5% Collection Services$ 409,891 $ 453,967$ 484,250 $ 499,700 3.2% LIBRARY TOTALS$ 1,750,001$ 1,771,611 $ 1,931,950$ 1,996,3003.3% Department Highlights Besides holidays and closings for inclement weather, the library is open seven days or 64 hours a week for eight months of the year (October-May) and six days or 60 hours a week for the other four months. In addition to weekend hours, the library is also open four evenings a week to accommodate a broad array of work/life schedules for the community. Including staffing the half-day on Sundays, the library averages 24.7 FTE, providing in-person (walk-up, text, chat, email) services at four service desks across three floors of a 38,000 SF building. These collection, research, and reader advisory services for all ages were ongoing during COVID while the building was closed and open to the public at various times. Additionally, while COVID prevented in-person programming, library staff ran over 500 virtual programs, translating to almost 1.5 programs per day for the year. 66 Library staff also provide support and basic instruction for onsite and virtual library services and collections. Circulation of our physical collection was strong during COVID, with FY21 rates averaging 65% of 2019 usage. For two-thirds or eight months of FY21, the library offered modified services by appointment. Beyond the physical collections and onsite services, the library provides many online resources for individuals of all ages, abilities, and interests. We provide reading, watching, and listening content for downloading or streaming. Other virtual services include free online tutoring and test prep. Lines L1 Library Wages and L2 Library Expenses FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown Manager% Change Administration$ 319,034 $ 341,218$ 323,850 $ 334,300 3.2% Equity and Social Justice$ - $ -$ 76,000$ 79,1504.1% Public Services$ 650,175 $ 615,706$ 660,450 $ 683,700 3.5% Collection Services$ 409,891 $ 453,967$ 484,250 $ 499,700 3.2% LIBRARY WAGES$ 1,379,101$ 1,410,891 $ 1,544,550$ 1,596,8503.4% Administration$ 370,900 $ 360,721$ 387,400 $ 399,450 3.1% Equity and Social Justice$ - $ -$ - $ - 0.0% Public Services$ - $ -$ - $ - 0.0% Collection Services$ - $ -$ - $ - 0.0% LIBRARY EXPENSES$ 370,900 $ 360,721$ 387,400 $ 399,450 3.1% Administration Division The Administration Division is responsible for the overall management, finance, communications, and strategic planning functions of the library. SALARIES The salary increases for regular employees reflect the expected 2% Step + 1.75% COLA for all non- union town employees. In FY22, there was an increased need for substitutes due to COVID-19 absences and to cover public desk hours during the hiring process to fill staff departures. This budget anticipates the return to pre- COVID expected substitute needs of $10,000. This reduction in the Library Substitute budget line nets an overall 3.2% salary increase for the Division. 67 FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown Manager% Change Library Director $ 106,373 $ 109,164$ 112,050 $ 116,450 3.9% Library Assistant Director $ 73,788$ 77,289 $ 79,300$ 82,4504.0% Communications Specialist$ 25,963$ 37,929 $ 39,750$ 41,3003.9% Support Staff$ 77,259$ 79,042 $ 81,000$ 84,1003.8% Library Substitutes $ 5,685$ 2,439$ 11,750$ 10,000-14.9% Sick/Vacation Buyback $ 29,967$ 35,354 $ - $ - 0.0% ADMINISTRATION WAGES$ 319,034 $ 341,218$ 323,850 $ 334,300 3.2% EXPENSES This budget requests a 3.1% increase to general operating expenses that have been reduced or level- funded for three years and still 1.8% less than operational expenses in FY19. Notable and vital increases are to the programming budget ($2500 to $4000) and Professional Development line ($15K to $16.5K). The programming budget enhances the Friends of the Reading Public Library funds by 12%. Additionally, the expense budget anticipates new maintenance contracts, software, and licensing costs for strategic plan-related equipment and services. -FY25 Strategic Plan is available on our website: www.readingpl.org. Overall, the Trustees recommend a materials budget of 13.5% of the library budget; however, the state certification requires 13%. During FY22, the Library Director worked with the Board and the Town Treasurer to review the use of donations and trust income to supplement the municipal materials budget. This budget recommends a 13% for allocation for the municipal material line, and the library will use donations and trust income for the remaining 0.5% (approximately $10,000). FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown Manager% Change Library Materials $ 240,359 $ 245,328$ 261,000 $ 259,950 -0.4% Equipment Contract/Repair $ 21,018$ 18,224 $ 21,500$ 23,0007.0% Software License & Support$ 60,524$ 61,238 $ 65,400$ 70,5007.8% Technology Supplies $ 18,299$ 10,953 $ 10,000$ 12,00020.0% General Supplies$ 15,079$ 12,966 $ 12,000$ 13,50012.5% Professional Development$ 14,297$ 8,513$ 15,000$ 16,50010.0% Library Programs $ 1,324$ 3,500$ 2,500$ 4,00060.0% LIBRARY EXPENSES$ 370,900 $ 360,721$ 387,400 $ 399,450 3.1% Equity and Social Justice Division The search for this position began in August 2021. A group of five individuals (3 town staff, one resident, and one Trustee) screened seven applications. Four town staff conducted six interviews and put forth two finalists for second-round interviews. The second round of interviews included an RPS representative, a Select Board Member, two trustees, an HRAC representative, two residents, and the Library Director. This effort did not result in a successful hire. The position was reposted on November 15. There were twelve applications, and the same process resulted in a successful offer and acceptance for this position with a start date of March 1, 2022. 68 The Director for Equity and Social Justice will foster and support a Reading culture of diversity, belonging, and inclusion. The purpose of the position is to educate, empower, and connect the community. The Director will work collaboratively within the town on programs, projects, and initiatives that focus on our shared humanity and confront and respond to discrimination, racism, and bias. This salary reflects the actual hiring, probationary Step, and expected COLA increase that is typical of all non-union employee hires. FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown Manager% Change Dir of Equity & Social Justice$ - $ -$ 76,000$ 79,1504.1% EQTY & SOC JUSTICE WAGES$ - $ -$ 76,000$ 79,1504.1% Collection Services Division The Collection Services Division is responsible for acquiring of and patron access to all library materials. Materials include all physical and digital items borrowed, streamed, or downloaded. Acquisitions include budgeting, purchasing, licensing, and payment for all materials. Access includes processing, cataloging, patron account management, interlibrary loan services, and all aspects of circulation control. The FY23 salary budget increase for support staff in this Division is less than the expected 3.75% due to turnover in part-time employees. There is no reduction in hours. The salary for Sunday Hours will not increase for FY23. This budget line is the estimated maximum for both Sunday hours and traditional overtime (over 40 hours in one week) paid at 1.5 the employee's regular rate. FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown Manager% Change Collection Services Division Head$ 78,926$ 82,011 $ 84,150$ 87,5004.0% Librarian II$ 32,934$ 66,651 $ 67,100$ 69,5003.6% Librarian I$ 3,450$ 50,792 $ 64,500$ 67,0504.0% Support Staff$ 286,416 $ 246,140$ 255,500 $ 262,650 2.8% Sunday Hours$ 8,166$ 8,374$ 13,000$ 13,0000.0% COLLECTION SERVICES WAGES$ 409,891 $ 453,967$ 484,250 $ 499,700 3.2% 69 Public Services Division The Public Services Division is responsible for all library programs and services. Programs include budgeting, planning, and implementing classes, lectures, meetups, and special events for all ages. Services include research, readers' advisory, one-to-one instruction, technology assistance, home- bound services, and support for Reading Public Schools. As with Collection Services, the salary for Sunday Hours will not increase for FY23. This budget line is the estimated maximum for both Sunday hours and traditional overtime for Public Services. FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown Manager% Change Public Services Division Head$ 81,446 $ 80,594 $ 77,850 $ 80,850 3.9% Librarian II$ 161,496 $ 131,370$ 136,700 $ 141,950 3.8% Librarian$ 388,540 $ 380,417$ 413,400 $ 428,400 3.6% Support Staff$ (555)$ -$ - $ - 0.0% Sunday Hours$ 19,248$ 23,325 $ 32,500$ 32,5000.0% 3.5% PUBLIC SERVICES WAGES$ 650,175 $ 615,706$ 660,450 $ 683,700 Summary Since FY18, the library budget has accounted for 1.5% of the total municipal budget and remains a solid and essential town investment. In FY21, a year impacted by the pandemic, residents saved $3.25M by borrowing books instead of purchasing them. Adding in the value of digital content use, borrowing of other physical materials, attending virtual programs, and reference assistance, the community received a three-fold return on their investment in FY21. This FY23 municipal budget request is for the core salaries and operating expenses to ensure continued state certification and eligibility for State Aid to maintain the value of the Reading Public Library as a community asset. It is important to note that the Board of Library Trustees accepts financial gifts, works with existing trusts, and uses state aid to supplement this budget. Additionally, the library actively seeks out direct grants or grant partnerships to expand and enhance basic services. Examples include the Commissioners, and a collaboration with Dr. Sherri VandenAkker, a Cultural Council grant recipient, to create and publish the "Pandemic Peace and Promise Community Photo Project Also, as previously mentioned, most library programs are paid for by the Friends of the Reading Public Library. At the same time, the Reading Public Library Foundation provides funding for more extensive projects outside the general operations, such as the purchase and installation of a HushPhone booth and a new library bike-mobile. The library is grateful for the residents, volunteers, and organizations whose tax dollars, donations, and hours of support make an excellent library an extraordinary library. 70 Facilities Department Department Overview FY23 Budget Summary The Facilities Department supports the Line M91 Core Facilities Ɏ Town's Educational and Municipal Line M92 Town Buildings Government functions through the quality- Town Meeting votes on two lines directly: M91 driven delivery of Facilities Services in a for the total of Core Facilities and M92 for the timely and cost-effective manner, along with total of Town Buildings. The School Building exceptional customer service. costs are part of the School Committee budget Facilities staff members strive to maintain an which is voted as one bottom line figure by efficient, safe, clean, attractive, and inviting Town Meeting. environment for all public buildings. The In FY23, Core Facilities budgets are showing a Facilities Department also provides the 3.1% increase, and Town Buildings a 4.4% necessary services to facilitate building use increase. Previous budget decreases the year for internal and external users. before were due to less covid-19 funding, which The Core budget includes all systems, is no longer a factor in this FY23 budget. equipment, and large-scale operational needs Ɏ common to all buildings; the Town and Ɏ School Buildings budgets contain items unique to those facilities. FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown Manager% Change Core Facilities (M91)$ 2,504,880$ 2,561,959 $ 3,184,100$ 3,283,600 3.1% Town Buildings (M92)$ 619,274 $ 346,213$ 348,150$ 363,5504.4% School Buildings ƭĻĻ {ĭŷƚƚƌ .ǒķŭĻƷ FACILITIES DEPT. TOTALS$ 3,124,153$ 2,908,171 $ 3,532,250$ 3,647,150 3.3% Core Facilities$ 623,538 $ 638,049$ 652,025$ 676,2003.7% Town Buildings$ 228,760 $ 230,513$ 247,500$ 252,6002.1% School Buildings ƭĻĻ {ĭŷƚƚƌ .ǒķŭĻƷ FACILITIES DEPT. WAGES TOTAL$ 852,298 $ 868,562$ 899,525$ 928,8003.3% Core Facilities$ 1,881,342$ 1,923,910 $ 2,532,075$ 2,607,400 3.0% Town Buildings$ 390,514 $ 115,700$ 100,650$ 110,95010.2% School Buildings ƭĻĻ {ĭŷƚƚƌ .ǒķŭĻƷ FACILITIES DEPT. EXPENSES TOTALS$ 2,271,855$ 2,039,610 $ 2,632,725$ 2,718,350 3.3% 71 M91: Core Facilities FY23 Facilities Budget: Core Wages FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown Manager% Change Facilities Director $ 137,797 $ 141,415$ 145,300$ 150,7003.7% Facilities Assistant Director $ 101,507 $ 104,174$ 107,000$ 111,0003.7% Facilites Support Staff$ 69,121$ 68,377 $ 70,225$ 72,900 3.8% Maintenance Staff$ 282,819 $ 294,326$ 304,500$ 316,6004.0% Overtime$ 27,252$ 29,756 $ 25,000$ 25,000 0.0% Buyback$ 5,042$ -$ -$ -0.0% CORE FACILITIES WAGES$ 623,538 $ 638,049$ 652,025$ 676,2003.7% There is no change in staffing proposed in this budget. Salary increases reflect non-union projections and a union collective bargaining agreement. Overtime in FY22 is running slightly below budgeted levels and therefore level funded in FY23. HVAC expenses have increased significantly because in response to COVID-19 an upgrade to MERV-13 filters was made and changed more frequently. Grants paid a portion of the FY21 expenses. FY23 Facilities Budget: Core Expenses FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown Manager% Change Core Energy Expenses$ 1,214,288$ 1,257,746 $ 1,695,550$ 1,750,000 3.2% Core Maint. & Repairs$ 347,253 $ 323,924$ 370,925$ 379,3002.3% Core HVAC Expenses$ 107,015 $ 84,372 $ 216,050$ 221,5002.5% Core Plumbing Expenses$ 41,412$ 19,808 $ 30,200$ 31,500 4.3% Core Electrical Expenses$ 18,208$ 22,266 $ 43,000$ 44,500 3.5% Core Elevator Expenses$ 44,118$ 27,325 $ 49,500$ 49,500 0.0% Core Alarm Expenses$ 43,240$ 69,804 $ 32,800$ 34,900 6.4% Core Fire Equip. Expenses$ 4,575$ 6,352$ 35,000$ 35,000 0.0% Core Pest Mgmt. Expenses$ 8,552$ 8,471$ 9,500 $ 10,200 7.4% Core Misc/Covid Expenses$ 52,681$ 103,841$ 49,550$ 51,000 2.9% CORE FACILITIES EXPENSES$ 1,881,342$ 1,923,910 $ 2,532,075$ 2,607,400 3.0% 72 Energy Budgets FY22 BUDGETFY23 BUDGETFY22-23 FY20 ActualFY21 ActualTown MeetingTown Manager% Change School Bldg. Electricity$ 456,957 $ 464,484$ 646,500$ 668,0003.3% Town Bldg. Electricity$ 166,789 $ 164,496$ 216,500$ 222,0002.5% Conservation-Electric$ 8,783$ 9,234$ 10,000$ 10,000 0.0% ELECTRICITY EXPENSES$ 632,529 $ 638,214$ 873,000$ 900,0003.1% School Bldg. Natural Gas$ 325,394 $ 378,579$ 478,000$ 486,0001.7% Town Bldg. Natural Gas$ 93,764$ 93,306 $ 157,000$ 164,0004.5% NATURAL GAS EXPENSES$ 419,158 $ 471,885$ 635,000$ 650,0002.4% School Bldg. Wtr/Swr/Stwtr.$ 139,595 $ 126,896$ 156,250$ 167,5007.2% Town Bldg. Wtr/Swr/Stwtr.$ 23,007$ 20,750 $ 31,300$ 32,500 3.8% W/S/SW EXPENSES$ 162,602 $ 147,646$ 187,550$ 200,0006.6% ENERGY EXPENSES TOTALS$ 1,214,288$ 1,257,746 $ 1,695,550$ 1,750,000 3.2% Facilities Energy Initiatives LED pilot project completed Phase II Performance Contracting Project Audit completed, and contract signed Construction begins March 22 Continuous monitoring consumption of utilities through tracking and equipment optimization. Facilities Organizational Chart Director of Facilities Administrative Specialist/Rental Billing Administrator School Facilities Manager/ Assistant Director Rental Coordinator Maintenance Town School Custodians Technicians Custodians (18 FTE's) (4 FTE's) (4 FTE's) Event HVAC; HVAC Technicians Controls; Fire Alarm; Fire Cleaning Suppresiion; Contract Elevator; Roofing; Courier Pest Mgmt; Boiler (.5 FTE) and Sprinkler Contractors 73 Department Highlights 17 buildings: service fire extinguisher/suppression systems; exit signs and emergency lighting; provide monthly pest control services 336 Exhaust Fans - Serviced annually 299 Unit Ventilators - Serviced three times/year 55 Roof Top Equipment - Serviced 2-3 times/year 41 Boilers - Serviced annually 12 Elevator and Lift Service - Serviced monthly 11 In and outside Grease Traps - Serviced annually 9 Emergency Generators - Serviced twice per year 2 Acid Waste Tanks - Serviced annually Roof repair multi-locations RMHS blackboard, divider curtain, bleacher inspections and repairs Main Street Fire roof replaced and all mechanical roof top equipment Painted Cemetery Garage Painted Clock Tower at Joshua Eaton Painted Police Department lobby Exterior painting at Senior Center New split system for RCTV room at Town Hall Replaced conference room and teacher breakroom carpet at Birch Meadow Built storage room for PPE at RMHS Added multiple card readers at various locations Column repairs at rear of RMHS Purchased additional storage containers for equipment Build storage loft for Athletics in Press Box Duct cleaning at Police Department Completed Work Orders The Facilities Department is responsible for the repair, maintenance and capital improvements of eight school buildings and nine municipal buildings totaling approximately 1.1 million square feet of space. Of that, 85% of the square footage is school buildings, and 15% is town buildings. The percent breakdown below shows the work orders are in line with the square footage of our buildings. FY19FY20FY213yr Town50651359819% Schools23432293233581% Total 284928062933 The Facilities Department utilizes a work order system. Below is a comparison of in-house work orders assigned in FY20 and FY21. The Facilities Department has an average of 75% of work orders completed in-house. 74 FY20 Work Order Assignments - FY21 Work Order Assignments 2,806 2,933 2,266 2,500 2,500 2,076 2,000 2,000 1,500 1,500 730 667 1,000 1,000 500 500 77%74% 23%26% - - 1212 Total In-HouseTotal VendorTotal In-HouseTotal Vendor Capital Projects Completed: Town-Wide Security; Turf I Design; Parker Roof Design; Police Dispatch Upcoming: Parker Roof (On hold till summer 23); Turf 1 Construction; Police Station Expansion Space/Community Room Construction; Security Enhancements M92: Town Buildings FY23 Facilities Budget: Town Buildings Wages FY22 BUDGETFY23 BUDGETFY22-23 Town BuildingsFY20 ActualFY21 ActualTown MeetingTown Manager% Change Custodians$ 201,980$ 211,231$ 220,000$ 225,1002.3% Overtime$ 26,780 $ 19,282 $ 27,500$ 27,5000.0% TOWN BLDG. WAGES$ 228,760 $ 230,513 $ 247,500$ 252,6002.1% Custodian salaries have an increase per collective bargaining agreements. There is an increase in expenses driven by outsourced cleaning services. FY23 Facilities Budget: Town Buildings Expenses FY22 BUDGETFY23 BUDGETFY22-23 Town BuildingsFY20 ActualFY21 ActualTown MeetingTown Manager% Change Outsourced Cleaning Services$ 78,783 $ 80,821 $ 86,900$ 93,7257.9% Building Supplies$ -$ 2,566$ 3,200$ 4,000 25.0% Other$ 311,730$ 32,313 $ 10,550$ 13,22525.4% TOWN BLDG. EXPENSES$ 390,514 $ 115,700 $ 100,650$ 110,95010.2% 75 W ATER E NTERPRISE F UND FY23 B UDGET Water Supply is responsible for the administrative management, operation, technical support, maintenance and security of the drinking water supply in accordance with all Federal, State and local regulations. Water Distribution is responsible for maintaining and operating the municipal water distribution system in accordance with industry standards and all applicable regulations. In addition, this division oversees water meter installation, repair and meter reading as well as the maintenance of all fire hydrants. Drive revealed some deficiencies in pipes laid in the 1950s that had historically held up well with no hints of failure. A repair to a portion between the entrances to both grocery stores was approved by the state within 30 minutes as an essential emergency repair as they waived usual procurement protocols. The resulting outsourced portion of the work was expensive, but along with heroic continuous 24hr work by the local crews did the repair regular procurement can be done then costs will be lower. We plan to ask April Town Meeting for $400,000 to complete the most urgent section which will further the repairs down the road towards Wakefield, and then leave about $300,000 of remaining work to be scheduled for FY25. Meanwhile, $400,000 of funding to complete work on Emerson that was approved by October Town Meeting then had to be re-directed by that $400,000 for Emerson is on the capital plan for FY23. Coupled with the $2.5 million increase in the water tank replacement because of decision delays coupled with the uncertainty of the funding source leading to Town Meeting to use $500,000 in reserves meant that Water Reserves has been taken down from a healthy $5.5 million dollar level to about $3.5 million with more likely needed by the Select Board when setting FY23 water rates. Reading has taken care of its water and sewer infrastructure better than most communities, and these two unplanned issues go to show how expensive these systems are, and why good reserve balances are needed. The alternative would be huge mid-year rate hikes to pay for emergency work. These issues have led to a delay in implementing smart-meter technology. This cost will be split by both Water and Sewer Enterprise Funds. If there could be a source of funding found for meters, such as ARPA funds of even Free Cash, it would be beneficial for residents to begin work sooner as the smart meters will detect water leaks quickly. After keeping combined water/sewer rates close to unchanged for the past two years to assists residents dealing with financial pandemic challenges, it would seem that a water rate increase of 10%+ will be combined with flat sewer rates. Local costs are projected down by 12.0% in FY23, simply because of the presence of emergency repair funding in FY22. The FY23 MWRA assessment is projected at -1.2% as total water usage has slowed down from early pandemic levels. &9ΑΒ %³¤±¯±¨²¤ &´£ "´£¦¤³² 76 WATER ENTERPRISE FUNDFY22 BUDGETFY23 BUDGETFY22-23 FY20 actualFY21 actualTown MeetingTown ManagerChange Wages$ 739,889$ 739,833 $ 809,025$ 848,7504.9% Overhead Expenses$ 549,625$ 536,672 $ 608,750$ 594,500-2.3% Operational Expenses$ 286,539$ 278,556 $ 376,500$ 488,50029.7% General Fund Support$ 592,400$ 611,075 $ 630,630$ 654,9103.9% Water Operational Costs$ 2,168,453 $ 2,166,136$ 2,424,905 $ 2,586,660 6.7% Capital$ 169,636$ 52,365$ 885,000$ 550,000-37.9% Debt$ 1,851,345 $ 2,085,616$ 3,474,350 $ 2,855,697 -17.8% Water Local Costs$ 4,189,435 $ 4,304,117$ 6,784,255 $ 5,992,357 -11.7% MWRA Assessment$ 2,369,996 $ 2,399,752$ 2,844,000 $ 2,810,000 -1.2% Water Gross Costs$ 6,559,431 $ 6,703,869$ 9,628,255 $ 8,802,357 -8.6% Use of Financial Reserves (FY23 pending Select Board vote)$ (2,300,000)-100.0% Water Net Costs$ 7,328,255 $ 8,802,357 20.1% ƚǞƓ aĻĻƷźƓŭ ǝƚƷĻƭʹ υ БͲБЉЋͲЌЎАυ ΛЏЎЍͲВЊЉΜυ БͲЊЍАͲЍЍА Salaries There is no change in staffing levels, nor any significant changes in any related costs, although Overtime is increased significantly to reflect usage this year plus to prepare for further unexpected leaks at Brook. When there is a significant snowstorm, all DPW hands are on deck to work a maximum of 30 consecutive hours, and they do a great job. When there is a water main break, there are plenty of hands available but a limited crew size with the technical skills usually needed. The department will need to consider if staffing levels are adequate. FY22 BUDGETFY23 BUDGETFY22-23 FY20 actualFY21 actualTown MeetingTown ManagerChange Water/Sewer Supervisor$ 52,280 $ 48,444$ 49,500 $ 51,200 3.4% Water Quality & Safety Admin$ 81,039 $ 82,755$ 84,975 $ 88,200 3.8% Managing/Working Forepersons$ 214,110$ 179,550$ 216,200$ 221,1002.3% Senior/Junior Operators$ 256,106$ 244,050$ 287,200$ 338,80018.0% Laborers$ 39,630 $ 42,153$ 39,000 $ --100.0% W/S Assistant Collector$ 27,804 $ 28,491$ 29,250 $ 30,350 3.8% Support Staff$ 14,751 $ 25,029$ 26,900 $ 28,100 4.5% Seasonal Staff$ 6,145$ 6,029 $ 7,500$ 7,5000.0% On Call/Out of Grade$ 8,849$ 11,370$ 16,000 $ 16,000 0.0% Overtime$ 42,302 $ 60,276$ 60,000 $ 75,000 25.0% Buyback$ 1,334$ 11,688$ -$ -0.0% Snow Removal$ (4,459)$ -$ (7,500)$ (7,500)0.0% Water EF Wages$ 739,889$ 739,833$ 809,025$ 848,7504.9% Expenses Local overhead expenses are down slightly led by lower pension assessments which more than offsets another increase in P/C insurance. OPEB contributions are level funded because actuarial work seems too volatile. Operating expenses are up considerably because of a new $00,000 expenditure to be able to quickly outsource professional services in case there is a water main break that the local crew cannot handle given their other work. If this becomes needed on a regular basis, additional in-house staffing could be &9ΑΒ %³¤±¯±¨²¤ &´£ "´£¦¤³² 77 considered instead in a future budget. General Fund support costs were all increased by about 3.85% according to a methodology developed by the Town Accountant FY22 BUDGETFY23 BUDGETFY22-23 FY20 actualFY21 actualTown MeetingTown ManagerChange Retirement Assessment$ 223,289$ 205,442$ 216,250$ 195,000-9.8% OPEB Contributions$ 55,000$ 73,600$ 85,000$ 85,0000.0% Health Insurance$ 214,928$ 198,218$ 240,000$ 240,0000.0% Medicare Payments$ 11,298$ 12,102$ 13,500$ 13,5000.0% Legal Expenses$ -$ - $ -$ -0.0% P/C Insurance Premiums$ 31,105$ 33,367$ 38,000$ 45,00018.4% Worker Comp. Ins. Premiums$ 14,005$ 13,943$ 16,000$ 16,0000.0% Water EF Overhead Expenses$ 549,625$ 536,672$ 608,750$ 594,500-2.3% Water Parts & Maintenance$ 138,412$ 165,133$ 173,000$ 178,0002.9% Water Supplies & Equipment$ 49,514$ 33,604$ 51,000$ 52,0002.0% Water Quality & Safety$ 23,309$ 8,560 $ 35,000$ 38,0008.6% Water Conservation Promotion$ 7,652$ 10,759$ 20,000$ 20,0000.0% Outsourced Prof Services$ -$ - $ -$ 100,000100% Gas & Utilities$ 38,936$ 31,363$ 52,000$ 53,0001.9% Office Supplies & Equipment$ 3,871$ 1,672 $ 10,500$ 10,5000.0% Professional Development$ 6,090$ 3,896 $ 11,000$ 13,00018.2% Police Details$ 18,755$ 23,569$ 24,000$ 24,0000.0% Water EF Operating Exp.$ 286,539$ 278,556$ 376,500$ 488,50029.7% Wage Support - Adm Services$ 30,600$ 31,575$ 32,585$ 33,8403.9% Wage Support - Finance$ 19,850$ 20,475$ 21,130$ 21,9453.9% Wage Support - DPW$ 26,300$ 27,125$ 27,995$ 29,0753.9% Expense Support - Adm Services$ 5,400$ 5,575 $ 5,750$ 5,9703.8% Expense Support - Finance$ 391,825$ 404,175$ 417,110$ 433,1703.9% Expense Support - DPW$ 118,425$ 122,150$ 126,060$ 130,9103.8% Water EF Genl Fund Support$ 592,400$ 611,075$ 630,630$ 654,9103.9% Capital & Debt All planned spending except for a $40,000 trailer replacement is either existing debt service, annual maintenance, or emergency work described in the overview above. 2022 Town Meeting will be asked for another $400,000 to do more work there. October Town Meeting voted to use $500,000 in reserves for the water tank project, and $1 million of reserves was used up front to keep rates low. This one-year total of $2.3 million of reserves use is eye-popping and conservative reserves use policy needs to be considered moving forward. The $2 million short-term borrowing for the remainder of the water tank has virtually no impact (only $30,000 in interest) on the FY23 budget, but permanent debt service on whatever amount remains after ARPA is considered will begin in FY24 and impact that budget. Please refer to the capital plan and debt schedule for more details. &9ΑΒ %³¤±¯±¨²¤ &´£ "´£¦¤³² 78 S EWER E NTERPRISE F UND FY23 B UDGET The Sewer Division is responsible for operating the municipal sewer collection systems in accordance with all applicable state, federal and MWRA regulations for the collection and discharge of wastewater. This ranges from maintaining and repairing over 100 miles of sewer mains and 12 pumping stations to responding to customer service needs for individual sewer and drainage problems. Local costs are projected up only 0.8% in FY23 in order that significant Water Enterprise Fund issues be addressed while allowing combined water/sewer rates to be as low as possible. When combined with +0.4% MWRA charges, the gross budget is up 0.5%. SEWER ENTERPRISE FUNDFY22 BUDGETFY23 BUDGETFY22-23 FY20 actualFY21 actualTown MeetingTown ManagerChange Wages$ 428,284 $ 381,133 $ 450,700 $ 466,750 3.6% Overhead Expenses$ 135,413 $ 142,553 $ 173,500 $ 201,500 16.1% Operational Expenses$ 192,361 $ 115,483 $ 228,500 $ 231,000 1.1% General Fund Support$ 246,605 $ 254,400 $ 262,550 $ 272,660 3.9% Sewer Operational Costs$ 1,002,663$ 893,570 $ 1,115,250$ 1,171,9105.1% Capital$ 201,671 $ (73,538)$ 75,000$ 75,0000.0% Debt$ 416,210 $ 405,210 $ 957,375 $ 918,800 -4.0% Sewer Local Costs$ 1,620,544$ 1,225,241$ 2,147,625$ 2,165,7100.8% MWRA Assessments$ 5,369,024$ 5,250,778$ 5,415,000$ 5,435,0000.4% Sewer Gross Costs$ 6,989,568$ 6,476,019$ 7,562,625$ 7,600,7100.5% Use of Financial Reserves (FY23 pending Select Board vote)$ (800,000)-100.0% Sewer Net Costs$ 6,762,625$ 7,600,71012.4% ƚǞƓ aĻĻƷźƓŭ ǝƚƷĻƭʹ υ АͲЏЉЉͲАЊЉυ ΛЋАЋͲЏЏЉΜυ АͲЌЋБͲЉЎЉ Salaries There is no change in staffing levels, nor any significant changes in any related costs. Overtime is increased as it has been trending higher in FY22. FY22 BUDGETFY23 BUDGETFY22-23 FY20 actualFY21 actualTown MeetingTown ManagerChange Water/Sewer Supervisor$ 42,208$ 46,623$ 49,500$ 51,2003.4% Managing/Working Foreperson$ 68,703$ 68,403$ 73,750$ 75,1001.8% Senior/Junior Operators$ 202,378 $ 123,591 $ 210,800 $ 218,500 3.7% Laborers$ - $ 10,932$ - $ - 0.0% W/S Assistant Collector$ 27,804$ 28,491$ 29,250$ 30,3503.8% Support Staff$ 14,751$ 25,029$ 26,900$ 28,1004.5% On Call/Out of Grade$ 6,600$ 4,536$ 8,000$ 6,000-25.0% Overtime$ 62,723$ 59,959$ 55,000$ 60,0009.1% Buyback$ 5,799$ 13,569$ - $ - 0.0% Snow Removal$ (2,683) $ - $ (2,500) $ (2,500) 0.0% Sewer EF Wages$ 428,284 $ 381,133 $ 450,700 $ 466,750 3.6% &9ΑΒ %³¤±¯±¨²¤ &´£ "´£¦¤³² 79 Expenses Local overhead expenses increase significantly, largely driven by a puzzling increase in pension funding. Actual health insurance spending continues to be below budgeted figures. Local operational expenses are unchanged after an unusually low spending amount in FY21. General Fund support costs were all increased by about 3.85% according to a methodology developed by the Town Accountant. FY22 BUDGETFY23 BUDGETFY22-23 FY20 actualFY21 actualTown MeetingTown ManagerChange Retirement Assessment$ 45,439$ 52,143$ 55,000$ 80,00045.5% OPEB Contributions$ 22,000$ 25,500$ 23,000$ 25,0008.7% Health Insurance$ 44,515$ 41,334$ 67,500$ 67,5000.0% Medicare Payments$ 3,502$ 2,776$ 4,000$ 4,0000.0% P/C Insurance Premiums$ 4,437$ 3,605$ 5,500$ 6,0009.1% Worker Comp. Ins. Premiums$ 15,520$ 17,195$ 18,500$ 19,0002.7% Sewer EF Overhead Expenses$ 135,413 $ 142,553 $ 173,500 $ 201,500 16.1% Sewer Parts & Maintenance$ 84,641$ 27,450$ 94,500$ 94,5000.0% Sewer Supplies & Equipment$ 14,087$ 8,370$ 30,000$ 30,0000.0% Sewer Quality & Safety$ 44,788$ 41,388$ 45,500$ 47,5004.4% Gas & Utilities$ 31,391$ 28,134$ 39,000$ 39,5001.3% Office Supplies & Equipment$ 644$ - $ - $ - 0.0% Professional Development$ 9,713$ 6,252$ 11,500$ 11,5000.0% Police Details$ 7,098$ 3,889$ 8,000$ 8,0000.0% Sewer EF Operating Exp.$ 192,361 $ 115,483 $ 228,500 $ 231,000 1.1% Wage Support - Adm Services$ 12,750$ 13,150$ 13,575$ 14,1003.9% Wage Support - Finance$ 10,955$ 11,300$ 11,665$ 12,1153.9% Wage Support - DPW$ 163,000 $ 168,150 $ 173,530 $ 180,210 3.8% Expense Support - Adm Services$ 8,300$ 8,575$ 8,850$ 9,1903.8% Expense Support - Finance$ 2,250$ 2,325$ 2,400$ 2,4903.8% Expense Support - DPW$ 49,350$ 50,900$ 52,530$ 54,5553.9% Sewer EF Genl Fund Support$ 246,605 $ 254,400 $ 262,550 $ 272,660 3.9% Capital & Debt Spending consists of paying existing debt and setting aside the usual $75,000 for general sewer main work. The next significant capital expense (financed by debt) is a change to smart-meter technology. This cost will be split by both Water and Sewer Enterprise Funds, but due to recent water main breaks and expensive repairs needed, this meter work is delayed until FY25. If there could be a source of funding found for meters, such as ARPA funds of even Free Cash, it would be beneficial for residents to begin work sooner as the smart meters will detect water leaks quickly. Please refer to the capital plan and debt schedule for more details. &9ΑΒ %³¤±¯±¨²¤ &´£ "´£¦¤³² 80 S TORM W ATER E NTERPRISE F UND FY23 B UDGET The Storm Water Division consists of some activities conducted under the General Fund budget, and some in the Enterprise Fund budget. As a whole, the Division is responsible for the construction, maintenance and repair of all catch basins and storm drainage systems. STORM WATER ENTERPRISE FUNDFY22 BUDGETFY23 BUDGETFY22-23 FY20 actualFY21 actualTown MeetingTown ManagerChange Wages$ 51,707$ 53,136$ 100,000$ 128,50028.5% Overhead Expenses$ 18,007$ 26,819$ 31,750$ 31,7500.0% Operational Expenses$ 26,875$ 5,324 $ 102,000$ 102,0000.0% General Fund Support$ 98,600$ 101,715$ 104,970$ 109,0153.9% Storm Water Operational Costs$ 195,189$ 186,994$ 338,720$ 371,265 9.6% Capital$ 234,350$ 102,157$ 175,000$ 400,000128.6% Debt$ -$ -$ 126,628$ 120,075100.0% Storm Water Local Costs$ 429,539$ 289,151$ 640,348$ 891,340 39.2% MWRA Expenses$ -$ -$ -$ -0.0% Storm Water Gross Costs$ 429,539$ 289,151$ 640,348$ 891,340 39.2% *Use of Financial Reserves (FY23 pending Select Board vote)$ (90,000) 0.0% Storm Water Net Costs$ 550,348$ 891,34062.0% ƚǞƓ aĻĻƷźƓŭ ǝƚƷĻƭʹ υ БВЊͲЌЍЉυ ΛЊЉВͲЉЊЎΜυ АБЋͲЌЋЎ ΫƭǒŭŭĻƭƷĻķ ǒƭĻ ƚŅ υЌЉЉͲЉЉЉ ƚŅ υЊ͵Ћ ƒźƌƌźƚƓ ƚŅ ƩĻƭĻƩǝĻƭ Ʒƚ ƉĻĻƦ ƩğƷĻƭ ǒƓĭŷğƓŭĻķ Salaries There is no change in staffing levels for FY23. The increase in wages reflects employees moving up in experience and qualifications. Historical spending has been low due to a medical absence. FY22 BUDGETFY23 BUDGETFY22-23 FY20 actualFY21 actualTown MeetingTown ManagerChange Senior/Junior Operators$ 48,876$ 50,472$ 96,000$ 122,50027.6% On Call/Out of Grade$ -$ -$ 1,000 $ 1,000 0.0% Overtime$ 2,831 $ 2,664 $ 3,000 $ 5,000 66.7% Storm Water EF Wages$ 51,707$ 53,136$ 100,000$ 128,50028.5% Expenses Local overhead expenses are unchanged as shown in the table below: FY22 BUDGETFY23 BUDGETFY22-23 FY20 actualFY21 actualTown MeetingTown ManagerChange Retirement Assessment$ 2,985$ -$ 2,000$ 2,000100.0% OPEB Contributions$ 7,000$ 11,200 $ 10,500 $ 10,500 0.0% Legal Expenses$ -$ 7,835$ -$ -0 Health Insurance$ 6,812$ 6,674$ 17,000 $ 17,000 0.0% Medicare Payments$ 1,210$ 1,111$ 2,250$ 2,2500.0% Storm Water Overhead Expenses$ 18,007$ 26,819$ 31,750$ 31,7500.0% &9ΑΒ %³¤±¯±¨²¤ &´£ "´£¦¤³² 81 Operating expenses are also level funded. General Fund support costs were all increased by about 3.85% according to a methodology developed by the Town Accountant. FY22 BUDGETFY23 BUDGETFY22-23 FY20 actualFY21 actualTown MeetingTown ManagerChange Drainage Maintenance$ 11,083 $ 10,528 $ 20,000 $ 20,000 0.0% St. Water Supplies & Equip.$ 8,408$ (9,487) $ 67,000 $ 67,000 0.0% St. Water Quality & Safety$ -$ 136$ 5,000$ 5,0000.0% Gas & Utilities$ 4,189$ 4,616$ 6,000$ 6,0000.0% Professional Development$ 3,195$ (470)$ 4,000$ 4,0000.0% Storm Water EF Operating Exp.$ 26,875$ 5,324$ 102,000 $ 102,000 0.0% Wage Support - Adm Services$ 5,110$ 5,275$ 5,445$ 5,6553.9% Wage Support - Finance$ 4,390$ 4,530$ 4,675$ 4,8553.9% Wage Support - DPW$ 65,175 $ 67,230 $ 69,380 $ 72,050 3.8% Expense Support - Adm Services$ 3,300$ 3,400$ 3,510$ 3,6453.8% Expense Support - Finance$ 900$ 930$ 960$ 1,0004.2% Expense Support - DPW$ 19,725 $ 20,350 $ 21,000 $ 21,810 3.9% Sewer EF Genl Fund Support$ 98,600$ 101,715 $ 104,970 $ 109,015 3.9% Capital & Debt General drainage work drops back down to $100,000 annually after an FY22 increase needed to cover a work required under the MS4 permit to be completed by June 30, 2023. A new $300,000 request to complete a drainage project at Memorial Park has become essential for the ongoing usage, especially winter skating. This project can easily be accommodated by using about $300,000 of the $1.2 million of reserves, which would allow the annual charges to remain unchanged. Note that in FY24 funding is requested to conduct a drainage master plan for the community, and then general annual drainage project funding is increased to $200,000 in order to carry out prioritized findings of that study. Please refer to the capital plan and debt schedule for more details. &9ΑΒ %³¤±¯±¨²¤ &´£ "´£¦¤³² 82 83 84 85 86 PEG C ABLE A CCESS E NTERPRISE F UND FY23 B UDGET The Public, Educational, and Governmental (PEG) Cable Access enterprise fund receives revenue from cable providers (Comcast and Verizon) quarterly. These funds are earmarked for PEG cable access. The Town does not have an established department to provide PEG services. Over the last 20+ years the Town has been outsourcing PEG services to RCTV. The appropriation of this fund will allow the Town to use the PEG access fees collected from its cable providers to provide the necessary PEG services. PEG ACCESS REVENUES RECEIVED ProjectedProjected FY12FY13FY14FY15FY16FY17FY18FY19FY20FY21FY22FY235 yr Ave10 Yr Ave Comcast 222,324 220,564 233,001 248,340 261,345 279,553 286,324 282,892 306,204 305,728 305,000 300,000 292,140 264,627 Comcast Captial - - - - - - - 97,500 32,500 32,500 32,500 32,500 32,500 16,250 Verizon 226,884 262,959 284,657 298,382 303,624 303,583 297,655 284,055 270,740 248,256 275,000 245,000 280,858 278,079 Verizon Captial - - - - - - - - - - - 48,750 - - Total 449,208 483,523 517,658 546,722 564,969 583,136 583,979 664,447 609,443 586,484 612,500 626,250 605,498 558,957 Chart Title 350,000 300,000 250,000 Comcast 200,000 Comcast Captial 150,000 Verizon Verizon Captial 100,000 50,000 - FY12FY13FY14FY15FY16FY17FY18FY19FY20FY21FY22FY23 In prior years, the PEG Access fees were collected by the Town and paid to RCTV through an Agency fund. MA Department of Revenue now requires these funds to be appropriated by Town Meeting. ProjectedFY23 BUDGETFY22-23 FY19 ActualFY20 ActualFY21 ActualFY22Town ManagerChange GENERAL FUND SUPPORT$ -$ 1,000$ 1,000$ 1,000$ 1,0000.0% PROFESSIONAL SERVICES$ 664,447$ 599,000$ 585,481$ 611,500 $ 625,2502.2% PEG EXPENSES$ 664,447$ 600,000$ 586,481$ 612,500 $ 626,250 2.2% Reading Community Television Inc. (RCTV) was incorporated in 1998 as a non-profit organization in Massachusetts pursuant to cable television purpose is to operate Public, Educational, and Governmental (PEG) access channels, manage the annual funding thereof, conduct training programs in the skills necessary to produce quality PEG access programming, establish rules procedures and guidelines for the use of PEG access channels, provide publicity, fund raising, outreach, and other support services to PEG access users, and produce or assist PEG users in the production of original, noncommercial use video programming of interest to subscribers focusing on town issues, events and activities. &9ΑΑ %³¤±¯±¨²¤ &´£ "´£¦¤³² 87 L ANDFILL E NTERPRISE F UND FY23 B UDGET Town Meeting created the Landfill enterprise fund on December 9, 2002, to establish a financial assurance mechanism per the Department of Environmental Protection requirements relative to the closure of the Landfill and the post-closure maintenance and monitoring costs. During the Post-Closure period, which is 30 years, the Developer contributes the annual estimated post- closure monitoring funds to complete Post-Closure Monitoring for the year, in an annual amount not to exceed $37,000. Any surplus remains in the Enterprise Account until the end of the post-closure period. This practice ensures compliance with the post-closure requirements of 310CMR 19.00 relative to the Landfill. The Developer must provide monitoring of the Landfill up to and including the limit of $40,000 per year, with a 3% cost of living factor applied each year. The Town's obligation is escalated for amounts above $40,000 per year appropriately escalated. The Landfill Post Closure table below shows the Town and Developer's share of the expense. The Town hasn't had an obligation relative to Landfill monitoring since December 2011. In prior years, the contributions to the Landfill Enterprise fund were collected by the Town and treated like a performance deposit within the enterprise fund. Reimbursements were made to the Developer when proof of monitoring was provided to the Town. The Department of Revenue requires these funds to be appropriated by Town Meeting because an Enterprise Fund was established. Thus, the Town will appropriate the performance deposit paid by the Developer annually. ProjectedFY23 BUDGETFY22-23 FY19 ActualFY20 ActualFY21 ActualFY22Town ManagerChange LANDFILL MONITORING REIMB$ 37,000 $ 37,000 $ 37,000 $ 37,000$ 37,000 0.0% LANDFILL EXPENSES$ 37,000 $ 37,000 $ 37,000 $ 37,000$ 37,000 0.0% &9ΑΒ %³¤±¯±¨²¤ &´£ "´£¦¤³² 88 Landfill Post Closure Financial Assurance Mechanism MONTH12/31/2021 OBLIGATION CALCULATIONCASH BALANCE ANALYSIS ABCDEFGHIJK Property Accrued Property Owner Town Monitoring DateSavings Owner MaximumTotal costsShareshare Funds InterestAvailable cash Paid from K (From previous cash F-E (not Calendar Calendar Yearbalance<0)Year Year E-GObligationObligationReceived year) plus I plus J minus from previous Lesser of E yearCurrent YearInvoices Paidor F C+D G January-0374,0004,06378,063 1 January-0540,00040,00047,40740,0007,40740,000*1,22179,285 2 January-06041,20041,20058,82441,20017,62437,0003,15978,244 3 January-07042,43642,43656,68142,43614,24537,0004,83877,646 4 January-08043,70943,70962,09743,70918,38837,0003,06774,003 5 January-09045,02045,02046,89945,0201,87837,00077066,753 6 January-10046,37146,37148,43446,3712,06337,00026957,650 7 January-11047,76247,76255,69547,7627,93337,00017247,061 8 January-12049,19549,19546,05246,052037,00018338,191 9 January-133,14350,67153,81436,67036,670037,00010438,626 10 January-1417,14352,19169,33445,24645,246037,0008730,467 11 January-1524,08853,75777,84552,95852,958037,00010314,611 12 January-1624,88755,36980,25640,43540,435037,00019511,372 13 January-1739,82157,03096,85249,54649,546037,000100-1,074 14 January-1847,30658,741106,04737,53337,533037,000176-1,431 15 January-1968,51460,504129,01836,97036,970037,000440-960 16 January-2092,04862,319154,36629,09729,097037,0001937,135 17 January-21125,26964,188189,45744,14044,140037,00050 18 January-22145,31766,114211,431000 19 January-23211,43168,097279,528000 20 January-24279,52870,140349,669000 21 January-25349,66972,244421,913000 22 January-26421,91374,412496,325000 23 January-27496,32576,644572,969000 24 January-28572,96978,943651,912000 25 January-29651,91281,312733,224000 26 January-30733,22483,751816,975000 27 January-31816,97586,264903,239000 28 January-32903,23988,852992,091000 29 January-33992,09191,5171,083,608000 30 January-341,083,60894,2631,177,87000 *Bills paid directly by developer so funds were only "effectively" received &9ΑΒ %³¤±¯±¨²¤ &´£ "´£¦¤³² 89 90 91 92 93 94 95 96 97 98 99 100 101 Town of Reading Meeting Minutes 2016-09-22 LAG Board - Committee - Commission - Council: Finance Committee Date: 2022-03-02 Time: 7:00 PM Building: Reading Town Hall Location: Select Board Meeting Room Address: 16 Lowell Street Session: Open Session Purpose: General Business Version: Draft Attendees: Members - Present: Chair Ed Ross, Vice Chair Jeanne Borawski, Eric Burkhart, Geoffrey Coram, Marianne Downing, Jackie McCarthy (remote), Joe McDonagh, Andrew Mclauchlan (remote), Mark Zarrow Members - Not Present: Others Present: Town Manager Fidel Maltez, Fire Chief Greg Burns, Superintendent of Schools Thomas Milaschewski, School Director of Finance Susan Bottan, School Committee Chair Tom Wise, School Committee Vice Chair Shawn Brandt (remote) Select Board Members: Carlo Bacci (remote), Mark Dockser (remote), Chris Haley Minutes Respectfully Submitted By: Jacquelyn LaVerde Topics of Discussion: This meeting was held in-person in the Select Board Meeting Room of Town Hall, and remotely via Zoom. Chair Ed Ross called the meeting to order at 7:01 pm. Select Board Secretary Mark Dockser called the Select Board to order at 7:01 pm. Vote to Authorize Snow and Ice Deficit Spending: On a motion by Ms. Borawski, and seconded by Mr. Zarrow, the Finance Committee voted 9-0-0 to take agenda item Vote to Authorize Snow and Ice Deficit Spending out of order. Roll call vote Jackie McCarthy-Yes, Andrew Mclauchlan-Yes, Marianne Downing- Yes, Mark Zarrow-Yes, Jeanne Borawski-Yes, Joe McDonagh-Yes, Geoffrey Coram- Yes, Eric Burkhart-Yes, Ed Ross-Yes. Town Manager Fidel Maltez explained that the snow and ice removal line item in the operating budget is the only one allowed to run into deficit according to M.G.L. This winter has been rough, and the Town has currently spent $576,000 on storm cleanup. One more storm could cause expenses to exceed the budgeted $675,000. Mr. Maltez requested approval to go to Town Meeting and request a replenishment of this line item. Page | 1 On a motion by Mr. Coram, and seconded by Ms. Borawski, the Finance Committee voted 9-0-0 to approve incurring liabilities and making expenditures in excess of the budgeted expenses amount of $675,000 for snow and ice removal. Roll call vote Jackie McCarthy-Yes, Andrew Mclauchlan-Yes, Marianne Downing- Yes, Mark Zarrow-Yes, Jeanne Borawski-Yes, Joe McDonagh-Yes, Geoffrey Coram- Yes, Eric Burkhart-Yes, Ed Ross-Yes. Vote to Approve FINCOM Reserve Transfer for Ladder Truck and Ambulance Equipment: On a motion by Ms. Borawski, and seconded by Mr. Zarrow, the Finance Committee voted 9-0-0 to take agenda item Vote to Approve FINCOM Reserve Transfer for Ladder Truck and Ambulance Equipment out of order. Roll call vote Jackie McCarthy-Yes, Andrew Mclauchlan-Yes, Marianne Downing- Yes, Mark Zarrow-Yes, Jeanne Borawski-Yes, Joe McDonagh-Yes, Geoffrey Coram- Yes, Eric Burkhart-Yes, Ed Ross-Yes. Mr. Maltez noted that at the last meeting, Mr. LeLacheur acknowledged that inflation and equipment costs will be recurring in conversations. This is an example where $1.3 million was budgeted to replace the ladder trunk in the FY22 Capital Plan. The Invitation for Bids (IFB) went out and bids came back. The lowest bidder was Seagrave, which came in more than $66,000 over what was budgeted. Fire Chief Burns attempted to negotiate with the vendor, but the vendor cited higher prices of steel and labor, and would not change their figure. The Town can either scrap this bid and rebid it, or request that Finance Committee appropriate the additional funds needed from reserves. Mr. LeLacheur had reached out to the State Delegation and requested a $90,000 earmark from the next budget for this project, which if received, the funds would be returned to free cash. On a motion by Ms. Borawski, and seconded by Ms. Downing, the Finance Committee voted 9-0-0 to approve a transfer of $67,000 from the Finance Committee Reserve Fund to be applied to the purchase of a fire truck as discussed at this meeting. Roll call vote: Jackie McCarthy-Yes, Andrew Mclauchlan-Yes, Marianne Downing- Yes, Mark Zarrow-Yes, Jeanne Borawski-Yes, Joe McDonagh-Yes, Geoffrey Coram- Yes, Eric Burkhart-Yes, Ed Ross-Yes. Liaison Reports: Marianne Downing recapped some financial related actions from last nights Select Board meeting. The Select Board voted 4-1 to offer a one-month bonus salary, of about $17,000, to former Town Manager Bob LeLacheur, subject to appropriation of funds. The Select Board also discussed potential $19 million in water and sewer capital projects, and whether to consider using ARPA funds for them. Temporary lights will be installed at Coolidge Middle School while Turf 1 at the High School is offline for replacement. The costs for the lights will be shared by the Recreation Division, Soccer, and Lacrosse leagues. Jackie McCarthy stated that RMLD will present before the Finance Committee at the March rd 23 meeting. FY23 Budget Presentation Schools: School Superintendent Thomas Milaschewski, School Director of Finance Susan Bottan, and School Committee Chair Tom Wise presented a high-level overview of the FY23 recommended budget, and noted they will be discussing needs beyond FY23. The recommended FY23 budget reflects a 4.2% increase of $2,087,365 to a total of $51,783,363. Of the incremental increase, $871,000 focused on new investments and priorities. The baseline budget of $1.2 million supports all contractual obligations and legal mandates of the School Department. The three priorities include: improve academic outcomes for students, as gaps have emerged as a result of disruptions caused by the pandemic; support students social and emotional needs; and streamline adult practices and operations to be a more effective district at the top. Some important changes, investments, and highlights for these three priorities include: reducing the cost of full day kindergarten Page | 2 from $4,450 to $3,600, increase 1.2 FTE support for English-Learning students, $20,000 for the Endicott Fellows Program, 1.0 FTE for Coordinator and two teaching fellows, .2 FTE increase for academic support for students returning from hospital settings, increase .4 FTE for computer science courses, adding 1.0 FTE for an adjustment counselor at each elementary school for METCO, 1.0 FTE social worker for the REACH program, 2.0 FTE increase for adjustment counselors at the middle schools and High School, increase 1.0 FTE nurse, invest ESSER grant funds in Team Chairs, increase data specialist by .4 FTE to help better organize student data, and shift funds for more development of teachers. Discuss Future School Budget and Capital Needs: Dr. Milaschewski presented comparison data from Reading with comparable communities as designated by DESE. In many cases, Reading has similar rates, or is slightly behind some of the comparable districts. While there are a lot of positives, there is work to do to improve academic outcomes and push Reading to the top of the list. Future opportunities include: using learning time effectively to close gaps for students, aligning to student interests, investing in development of school leaders, and investing in literacy programs. Future considerations for FY24 include: $471,500 of ESSER funds to invest in 2.5 FTE Team Chairs, 2.0 FTE Adjustment Counselors, 1.0 FTE SPED teacher, and Elementary paras and tutors; $280,000 for 466 new laptops; and $411,000 for Full Day Kindergarten. Dr. Milaschewski explained that after listening to stakeholders across the community, the revised strategic plan was released this summer. A priority is Full Day Kindergarten. He provided the rationale for universal Full Day Kindergarten, as it provides the foundations for future district improvement, provides more exposure to core academics and social and structured play, and provides community impacts for families and the local economy. In the state, only 23 of 354 districts charge for full day kindergarten, and the average tuition was $3,318. Reading is one of them with the second highest tuition. School Committee Chair Tom Wise reviewed the options that the School Committee considered in eliminating the costs for Full Day Kindergarten. Ultimately, they agreed upon a high-need model, and a three-year stepped-down model with decreasing tuition rates. This would draw down the revolving fund, and next steps are to identify potential sources of funding in collaboration with Town staff. On a motion by Chris Haley, and seconded by Mark Dockser, the Select Board voted 3-0-0 to adjourn at 9:08 pm. Roll call vote: Chris Haley-Yes, Carlo Bacci-Yes, Mark Dockser-Yes. Approve Meeting Minutes: February 16, 2022: On a motion by Ms. Borawski, and seconded by Mr. McDonagh, the Finance Committee voted 9-0-0 to approve the meeting minutes of February 16, 2022 as written. Roll call vote: Jackie McCarthy-Yes, Andrew Mclauchlan-Yes, Marianne Downing- Yes, Mark Zarrow-Yes, Jeanne Borawski-Yes, Joe McDonagh-Yes, Geoffrey Coram- Yes, Eric Burkhart-Yes, Ed Ross-Yes. On a motion by Ms. Borawski, and seconded by Mr. Zarrow, the Finance Committee voted 9-0-0 to adjourn at 9:09 pm. Roll call vote: Jackie McCarthy-Yes, Andrew Mclauchlan-Yes, Marianne Downing- Yes, Mark Zarrow-Yes, Jeanne-Borawski-Yes, Joe McDonagh-Yes, Geoffrey Coram- Yes, Eric Burkhart-Yes, Ed Ross-Yes. Page | 3