HomeMy WebLinkAbout2021 Annual ReportTown of
Reading
Massachusetts
2021 Annual Report
OFRe9 2021 Annual Report
Table of Contents
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2021 YEAR IN REVIEW.......................................................................... 7
LETTER FROM THE TOWN MANAGER.....................................................................................
7
TABLE OF ORGANIZATION.....................................................................................................
10
ADMINISTRATIVE SERVICES DEPARTMENT ............................
11
SELECTBOARD.......................................................................................................................
11
TOWN COUNSEL....................................................................................................................
13
TOWNCLERK.........................................................................................................................
15
HUMAN RESOURCES..............................................................................................................
16
TECHNOLOGY........................................................................................................................
17
OPERATIONS..........................................................................................................................
17
PROCUREMENT.....................................................................................................................
18
PUBLIC SERVICES DEPARTMENT.................................................19
COMMUNITY DEVELOPMENT................................................................................................
19
PLANNING/ECONOMIC DEVELOPMENT DIVISION................................................................
20
METRO NORTH REGIONAL HOUSING SERVICES OFFICE........................................................
24
METROPOLITAN AREA PLANNING COUNCIL & NORTH SUBURBAN PLANNING COUNCIL SUB-
REGION..................................................................................................................................
25
COMMUNITY PLANNING AND DEVELOPMENT COMMISSION(CPDC)..................................
25
CONSERVATION DIVISION.....................................................................................................
25
HISTORIC DISTRICT COMMISSION.........................................................................................
28
HISTORICAL COMMISSION....................................................................................................
29
INSPECTIONS DIVISION..........................................................................................................
34
ZONING BOARD OF APPEALS.................................................................................................
35
ELDER/HUMAN SERVICES DIVISION......................................................................................
35
RECREATIONDIVISION..........................................................................................................
38
VETERANS SERVICES DIVISION..............................................................................................
39
MYSTIC VALLEY ELDER SERVICES...........................................................................................
40
TRAILS COMMITTEE...............................................................................................................
41
FINANCE DEPARTMENT................................................................... 43
ASSESSMENT DIVISION..........................................................................................................
43
COLLECTIONS DIVISION.........................................................................................................
44
GENERAL FINANCE.................................................................................................................
45
BOARDOF ASSESSORS...........................................................................................................
46
PUBLICSAFETY................................................................................... 49
FIRE DEPARTMENT................................................................................................................
49
READING FIRE DEPARTMENT ROSTER...................................................................................
55
POLICE DEPARTMENT............................................................................................................
56
READING POLICE DEPARTMENT ROSTER..............................................................................
69
HEALTH DEPARTMENT..........................................................................................................
72
BOARD OF HEALTH................................................................................................................
76
PUBLIC WORKS DEPARTMENT...................................................... 77
DIRECTOR'S REPORT..............................................................................................................
77
ADMINISTRATION DIVISION..................................................................................................78
CEMETERY DIVISION..............................................................................................................
79
CUSTODIAN OF SOLDIERS' & SAILORS' GRAVES....................................................................
79
ENGINEERING DIVISION.........................................................................................................
80
HIGHWAY DIVISION...............................................................................................................
87
FORESTRY DIVISION: TREE WARDEN'S REPORT....................................................................
88
PARKS DIVISION.....................................................................................................................
89
WATER/SEWER DEPARTMENT..............................................................................................
89
READING PUBLIC LIBRARY............................................................ 96
REPORT OF THE LIBRARY BOARD OF TRUSTEES....................................................................
96
REPORT OF THE LIBRARY ACTIVITIES AND SERVICES 2021 ....................................................
98
HOUSING AUTHORITY....................................................................
110
SCHOOL DEPARTMENT..................................................................
117
SCHOOL COMMITTEE REPORT.............................................................................................
117
SUPERINTENDENT'S REPORT...............................................................................................
121
NORTHEAST METROPOLITAN REGIONAL VOCATIONAL SCHOOL ........................................
171
BOARDS, COMMITTEES AND COMMISSIONS ..........................183
APPENDIX A Local Election Results .................................................194
APPENDIX B Annual Town Meeting Warrant and Minutes April 26,
2021......................................................................................................... 201
APPENDIX C Special Town Meeting and Minutes April 26, 2021.294
APPENDIX D Special Town Meeting and Minutes October 18, 2021
................................................................................................................. 299
APPENDIX E Subsequent Town Meeting and Minutes November 8,
2021......................................................................................................... 347
APPENDIX F Financial Statements.................................................... 377
2021 YEAR IN REVIEW
LETTER FROM THE TOWN MANAGER
Dear Fellow Reading Residents,
The Town of Reading Annual Report covering calendar year 2021 is attached. This report
both summarizes and provides great detail for many Town activities during the year.
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 with a
loss of hope — further exhausted physically, mentally and emotionally by the duration of
the pandemic. The country struggles with Equity and Social Justice issues, and we have
seen that further the divide in our community that I began writing about to Town Meeting
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 as they continue to 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 to the Landfill Committee (now Jordan's Furniture and Home Depot). I
continued to enjoy the volunteer work, and did 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. Reading's first 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 —
`you can either work for some knucklehead, or you can be that knucklehead'.
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 and return to Reading 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 Town
and School employees and volunteers, past and present, that I have had the good fortune
to work with over the years.
Looking Ahead — Excellent News
Reading's third Town Manager, Fidel Maltez, is joining just as calendar 2022 begins. 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 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.
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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
community's 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.
Please stay safe and well, and enjoy the remainder of our Annual Report that follows. As
always, we welcome your thoughts and comments anytime!
Take it away, Fidel!
Robert W. LeLacheur, Jr. CFA
(outgoing) Town Manager
Fidel Maltez
(incoming) Town Manager
February 15, 2022
9
TABLE OF ORGANIZATION
Town Of Reading, MA
I -b Executive Branch
Table of Organization
Nro�p° (April 2021 Town Meeting)
VOTERS
SCHOOL COMMITTEE
[elected]
SELECT BOARD
(elected)
Town Counsel
PUBLIC SAFETY
Police Chief
Fire Chief
Health Director
Police
Animal Control
Traffic Enforcement
Dispatch
RCASA
Fire
Emergency Management
Public Health
BOARD OF
LIBRARY TRUSTEES
[elected]
PUBLIC WORKS PUBLIC LIBRARY
Director of Public Works Library Director
DPW Administration
Engineering
High'&ay
Equil)me-t k ain enarce
Pal'k-,'Fcl'est�f: Cen-e ery
R.A 6I) is li: R e c: cl - g
"I'ee" _a -ting
Sro:rrlce
ater
Se',ver
St-rm::ater
Library Administration
Public Services
Access Services
10
Town Accountant Town Manager
Schod4knt
Buildings
FACILITIES
ADMINISTRATIVE
PUBLIC SERVICES
Facilities
SERVICES
assistant
FINANCE
Director
Administrative Services
Town Manager
Town Accountant
Director
Selec- Board
Public Svc Administration
Accounting
Core Facilities
F --no-3 Committee
Community Development
Assessment
Town Buildings
o':vn h; a -ager Office
Building
Collections
I-sura,)ce
Hui-ar Resources
Planning
Historical
Conservation
Treasury
Ope1'a ions
Community Services
Tech-ology
ElderlHuman
Town Clerk
Recreation
Elections
Veterans
Town Counsel
PUBLIC SAFETY
Police Chief
Fire Chief
Health Director
Police
Animal Control
Traffic Enforcement
Dispatch
RCASA
Fire
Emergency Management
Public Health
BOARD OF
LIBRARY TRUSTEES
[elected]
PUBLIC WORKS PUBLIC LIBRARY
Director of Public Works Library Director
DPW Administration
Engineering
High'&ay
Equil)me-t k ain enarce
Pal'k-,'Fcl'est�f: Cen-e ery
R.A 6I) is li: R e c: cl - g
"I'ee" _a -ting
Sro:rrlce
ater
Se',ver
St-rm::ater
Library Administration
Public Services
Access Services
10
ADMINISTRATIVE SERVICES DEPARTMENT
SELECT BOARD
Christopher Haley was elected to a three-year term. Karen Herrick served as Chair, Anne
Landry served as Vice Chair, and Mark Dockser served as Secretary.
Stemming from the COVID-19 pandemic, regular meetings continued to be held
remotely through June. Hybrid in-person meetings with virtual attendance options began
in July.
Personnel and Appointments
The Select Board reappointed Sharon Angstrom as Town Accountant with a term
expiring June 30, 2022.
The Board also continued the appointment of the firm of Miyares and Harrington as
Town Counsel.
Upon the resignation of Town Manager, Robert W. LeLacheur, Jr., effective February
2022, the Select Board enlisted the consulting services of Community Paradigm
Associates, and convened a Screening Committee that included members Herrick and
Landry. In December the Board appointed Fidel Maltez as the next Town Manager. Mr.
Maltez will begin his service in February 2022, with a contract term through February 13,
2025.
The Board held public hearings to amend the Non -Union Classification Schedule to add
the Health Director position in March, the Director of Equity and Social Justice position
in July, and the Public Safety Clinician position in November. The Board approved the
Classification and Compensation FY22 Schedules.
In October, the Board approved an inter -municipal (IMA) agreement with the Town of
Wakefield to share Animal Control services. The Board also renewed an IMA with
Wakefield to continue sharing the Assessor.
The Board was presented with an opportunity to purchase five lots, totaling 2.5 acres of
land, adjacent to Meadow Brook Golf Club. Following a thorough Town Meeting
discussion and vote at a Special Town Meeting in October, the Board voted not to
exercise its right of first refusal on the five lots, and voted to instead accept an offer from
the developer to purchase just one of the lots for $450,000, and executed the Purchase
and Sale of said lot in November.
In November, the Board voted to approve an Electric Vehicle (EV) License Agreement
with RMLD for two EV parking spots downtown: one at 580 Main Street, and one on
Lincoln Street.
11
Executive Sessions
The Board conducted seven Executive Session meetings to discuss civil litigation and
administrative actions involving 59 Middlesex Ave. The Board conducted five Executive
Sessions and additional Open Sessions to discuss Open Meeting Law complaints. The
Board also met in Executive Session four times to approve collective bargaining
agreements with the town's eight unions all covering July 1, 2022 through June 30, 2025
and with all Town, School and RMLD unions to approve a one-year PEC Health
Insurance agreement through June 20, 2022.
Boards and Committees
The Board's two -member Volunteer Appointment Subcommittee (VASC) met during the
year as needed to review volunteer applications and fill vacancies on Town Boards and
Committees. Board members Carlo Bacci and Mark Dockser served on the VASC for
the year.
The Board created a new Parking Advisory and Recommendation Committee (PARC) in
February. Committee members were appointed in June and the first meeting was held in
August.
The Board also created a new Ad Hoc Reading Center for Active Living Committee
(RECALC) to explore the current and future needs of the Community, and initiate
planning for a potential new Senior/Community Center in town that will focus on
residents aged 60 and older and other members of the Community. The Committee's
first meeting was held in December.
In July, the Board approved and executed a Cable Television Renewal License with
Verizon New England for a five year contract.
Licenses and Permits
In addition to annual licenses renewed, the Select Board approved the following liquor
licenses in 2021:
• Change of Manager for Bertucci's in February
• Change of Officer for Anthony's Coal Fired Pizza in April
• Change of Manager and Officers for Meadow Brook Golf Club in May
• New Liquor License for Common District Meeting House in May
• Change of Manager for Fuddruckers in November
• Pledge of License for Liquor Junction in November
In addition to annual licenses renewed, the Select Board approved the following Motor
Vehicle Licenses in 2021:
• Class II Motor Vehicle License for Charley's Auto Care in June
• Class I Motor Vehicle License for Ira Honda 128 in November
12
TOWN COUNSEL
The role of Town Counsel is to provide information about what the law requires,
to advise Town officials and boards concerning the law, to protect the legal interests of
the Town in the conduct of its affairs, and to represent the Town in judicial and
administrative proceedings. This involves the preparation of legal memoranda and the
negotiation, drafting or review of protocols, memoranda of understanding or other types
of agreements and contracts. In addition, Town Counsel answers questions on topics such
as procurement, contracts, insurance, land use, environmental law, wetlands protection,
municipal finance, construction law, employment, open meeting and public records
requirements, and ethics.
In 2021, we represented Reading in the following litigation matters:
Angelo Salamone v. Reading Zoning Board of Appeals (Housing Appeals Committee
2010-09) and Angelo Salamone v Reading Zoning Board of Appeals (Superior Court
2081 -CV -01984)
These two related appeals concern property located at 45 Beacon Street. The
owner of this property was issued a comprehensive permit in 2001, but has not yet
constructed any residential dwelling units pursuant to that permit. The Building
Commissioner issued a stop work order in the summer of 2020 on the ground that
the comprehensive permit was never properly exercised, and therefore lapsed. The
property owner appealed that determination to the Zoning Board of Appeals,
which affirmed the Building Commissioner's stop work order. The property
owner then separately appealed the ZBA's decision to the Housing Appeals
Committee and to Superior Court. Both cases remain active, however, the parties
are exploring settlement negotiations.
59 Middlesex Avenue — Department of Housing and Urban Development Fair Housing
Complaint (HUD 01-21-7269-8-59)
On March 5, 2020, 59 Middlesex Ave, LLC applied for a certificate of occupancy
to use 59 Middlesex Avenue as a congregate living facility for persons with
disabilities. At the same time, the LLC asserted its intent to use the property as a
licensed treatment center. The Town requested that the LLC specify the use and
provide a list of potential reasonable accommodations for the use. On June 9, the
LLC filed a lawsuit in federal court alleging violations of the Fair Housing Act
and state law (59 Middlesex Avenue, LLC v. Town of Reading, C.A. No. 20-
11101-LTS (D.Mass)). The Town is represented by insurance counsel in the
federal litigation. On November 24, 2020, HUD notified the Town that the LLC
had filed a Complaint, also alleging violations of the Fair Housing Act. HUD has
100 days to act on the Complaint. In April 2021, the Select Board and the
resolved both the HUD Complaint and the federal litigation, executing a
Conciliation Agreement and a Settlement Agreement.
7 Green Meadow Drive Realty Trust v. Reading CPDC and Johnson Woods (Land
Court No. 20-MISC-000253)
13
In a decision dated June 8, 2020, the CPDC approved several minor modifications
to the site plan for the Johnson Woods development. The 7 Green Meadow Drive
Realty Trust, an abutter to the Johnson Woods development, then filed this appeal
to Land Court. On January 13, 2021, the plaintiff stipulated to the dismissal of the
appeal with prejudice.
Opioid Class Action
In July, 2020, the Town joined a class action lawsuit in the bankruptcy estate of In
re Purdue Pharma, L.P., Case No. 19-23649 (Bankr. S.D.N.Y.). The class action
is for settlement purposes only, claiming damages for the Town's estimated
expenses for responding to the opioid crisis. The Town is represented as a
member of the class and not individually by class counsel. The claims remain
pending.
In addition, the Town has elected to participate in two settlements involving
claims against certain pharmaceutical distributors and Johnson & Johnson in
connection with their role in the opioid crisis. The Town has completed the
required forms and submitted them to the Massachusetts Attorney General's
office. This matter remains pending.
Wilder v. Town of Reading, Chief of Police (Superior Court 2053 -CV -000386)
The Police Chief denied a License to Carry to a resident whom he deemed
unsuitable for issuance of a license. The applicant appealed the denial to District
Court. The Court held a hearing on the appeal in January 2021. On February 10,
2021, the Court ruled in favor of the Town finding that the Chief of Police could
reasonably determine that the Petitioner's continued holding of a license to carry
might endanger the public.
Evan Franklin v. David J. Clark (Superior Court 2153 -CV -000501)
The Police Chief denied a License to Carry to a resident whom he deemed
unsuitable for issuance of a license. The applicant appealed the denial to District
Court. The Court held a hearing on the appeal in October of 2021. The Court
upheld the Chief's denial.
The year 2021 marked the seventh full year of our tenure as Town Counsel in Reading.
We believe that each matter that comes before Town Counsel deserves careful thought,
and we strive to provide the Town with personal, direct and responsive legal counsel,
diligent attention to the Town's needs, and good humor.
Respectfully submitted,
Ivria Glass Fried
Miyares and Harrington LLP
14
TOWN CLERK
Elections:
In 2021 there was one Election held during the COVID-19 pandemic. The Town
Election was held on April 6th
Election Turnout:
At the April 6th Town Election, there were 3,940 votes cast including 630
Absentee Ballots for a total turnout of 19.1%.
Board of Registrars:
Registrars Krissandra Holmes, Tina Ohlson, Nancy Ziemlak and Town Clerk
Laura Gemme registered 923 voters; made 6,446 voter changes (name, address, status);
and deleted 1,616 voters in 2021. There were 5,398 signatures certified on nomination
and petition papers for the 2021 election year. Registrars also offered assistance to voters
on Election Day.
Census:
The Annual Town Census was conducted in January, entirely by mail, with
11,947 forms mailed to residences.
The local census assists the Town Clerk in putting together the Street List and the
Jury List. Major functions served by an annual local census include; Information
collected for municipal purposes such as school needs, growth and planning needs,
resident identification for police and fire, collection of dog information and Veteran
information. As well as information for the Jury Commissioners and determining inactive
voter status for voter removal as required by the National Voter Registration Act.
Town Meeting:
Town of Reading held an Annual and Subsequent Town Meeting along with two
Special Town Meetings in 2021. The Annual Town Meeting took place over five nights
starting on April 26th and continuing on April 29th, May 3rd, May 6th and May 10th. A
Special Town Meeting was held on April 26th and a Special Town Meeting was held on
October 18th and continuing on October 21St and October 25th. The Subsequent Town
Meeting was held in one night on November 8th. All four Town Meetings were held
virtually for the second year in the history of Reading due the COVID-19 pandemic.
Town Meeting members attended the Annual, Subsequent and Special Town Meetings
via Zoom Webinar.
Vital Statistics and Licensing:
During the calendar year 2021, the following Vital Statistics were recorded in the
Town Clerk's Office:
Birth Records — 275 Marriage Records — 59 Death Records — 435
The Town Clerk's office issued 2774 dog licenses, 0 commercial dog kennel
licenses and 0 residential kennel licenses, 158 business certificates, 18 renewals for 18
underground storage tanks, and 59 cemetery deeds.
15
The Town Clerk as the Burial Agent for the Board of Health issued 323 Burial
Permits.
Total Receipts:
Total receipts collected in the Town Clerk's office for the calendar year 2021
amounted to $73,121.50.
HUMAN RESOURCES
Operations
The Human Resources Division is responsible for partnering with senior
management in the people -oriented functions of the Town departments including but not
limited to implementing personnel policies, compensation analysis, recruitment,
maintaining personnel records, employee relations, and collective bargaining. In addition
to the personnel responsibilities for Town staff, the Division also administers benefits to
those in the School Department, Library, and Light Department.
The Division takes pride in delivering excellent customer service while also
staying up to date with and implementing Federal and State labor laws.
As the new Town Manager begins his tenure in Reading, the Division looks
forward to working with him on all the beforementioned responsibilities and endeavors.
Staffing:
The 3.0 FTE staffing in the HR Division has remained consistent since September
2020: This has allowed for greater understanding of the various responsibilities of the
Division by all staff. Wherever possible, staff is cross -trained to allow for maximum level
of customer service to the Division's constituents.
Mai or Accomplishments:
• Assisted in bargaining with all Town unions.
• Hired key level positions such as Health Director, Deputy Police Chief and
Assistant Fire Chief.
• Worked to negotiate 3 -year Health Agreement and Side -Letter with Public
Employee Committee (PEC).
• Re -hiring many staff members after a short departure from the Town.
Ongoing Proiects:
• Wrapping up Personnel Policy changes
• Working with Finance on health benefit audits
• Assessing retention needs.
• Harassment and DEI training
Future Goals:
• Employee newsletter
• Online applicant tracking system
16
TECHNOLOGY
The Technology Division is responsible for providing and maintaining the necessary
computing and telecommunications infrastructure and systems that the various Town
departments use, in a secure and thoughtful manner. Additionally, the division
administers the geographic information system (GIS), and provides the Town's
departments, boards, committees, and commissions with custom maps and analysis.
The Technology Division's challenges this year were very reminiscent of the previous
year's, in that many were much different from those which we are accustomed. The year
began with us supporting the technology necessary for the vaccination clinics that the
town was running. The undertaking was a collaborative effort involving many town
departments, and one that we were happy to have contributed to. In addition to the typical
technology needed to run these clinics, our Software Coordinator learned the software
that the clinics required, trained the administrative staff members that were to operate the
software, and attended all clinics in a support role, often filling in for administrators when
necessary. We also continued to adapt our solutions to the evolving needs of the town's
departments. One of these needs was the idea that meetings should allow for a
combination of in person and remote participants, or what has been referred to as a hybrid
meeting. In an environment that had outside assistance and products in short supply, we
were able to select and implement a system that satisfied the need. Support for virtual
Town Meetings during the course of the year was also provided by the Technology
Division.
Significant projects took place during the year that the Technology Division assisted
with. Two of these projects, the Public Safety Dispatch Center and the Public Safety
Radio System, involved various groups across many departments, but primarily Police,
Fire, Facilities and Technology. Although most projects aim to have little downtime,
these two projects were much less tolerant of an outage which was an added challenge.
These projects were both completed without a service interruption, and the end results
have us much better positioned moving forward.
Security continues to be a focus, and the town was fortunate enough to receive a grant for
cybersecurity awareness training for all of our users. The program helped to reinforce
what many already knew, but also provided new information, and helped to make users
aware of the typical nature of the threats that are currently being seen.
The Technology Division did see our GIS Coordinator Kim Honetschlager retired during
the year. Kim was a leader in the field, a pleasure to have worked with, and certainly
positioned the town for continued success. We wish Kim all the best.
OPERATIONS
The Operations Division includes the Department Head, Business Administrator, and
Procurement Officer, and staff shared with the department and/or the organization. The
division is the centralized location for insurance/risk management, procurement,
17
communications, and constituent services. The division works with all town departments
on a multiple of special projects, providing support across several domains.
The Business Administrator manages the Reading Community Alerts system, powered by
CodeRED, for both internal and external emergency and non -emergency
communications. Operations staff also partnered with SeeClickFix to create a New
England Regional User Group, collaborating with other SeeClickFix communities to
promote best practices. In this role, she works with departments providing administrative
and training support, as well as communications promoting the services across multiple
channels.
The Business Administrator serves as the Safety Officer, chairing the interdepartmental
Safety Committee, which seeks to reduce risk and injuries across all departments,
including RMLD. She also works closely with Massachusetts Interlocal Insurance
Association (MIIA) to manage all Automobile, General Liability, Property, Law
Enforcement Liability, Public Officials Liability, School Board Liability, and
Umbrella/Excess Liability insurance matters.
The Business Administrator partnered with several departments on local initiatives,
communications, and analysis projects.
PROCUREMENT
The Procurement Office performs a variety of administrative duties relative to the
procurement and disposition of supplies, services and real property for all town and
school departments, negotiates vendor terms and prices, has working knowledge of
budget and scheduling requirements, creates and maintains bid documents, and reporting
required under Massachusetts General Laws.
The Procurement Office issued 23 IFB/RFP's, approved 349 requisitions, and we sold
various equipment via auction.
The Procurement Officer worked with several departments to ensure the swift and
efficient ordering of PPE and COVID tests as part of the pandemic. In addition, we
fielded numerous calls and emails for insight on quotes and best practices.
18
PUBLIC SERVICES DEPARTMENT
The Public Services Department provides professional services to the public and provides
varying levels of staff support to the 10+ boards and commissions that fall within the
departmental organizational chart. The Department is staffed with both full-time and part-
time employees as well as a limited amount of outsourced professional services plus
volunteers.
The services provided are organized as either Community Development or Community
Services. The Community Development Divisions include Planning, Economic
Development, Conservation, Historical, and Inspections — Building, Plumbing/Gas,
Electrical, and Mechanical. The Community Services Divisions include Health,
Elder/Human Services, Recreation and Veterans Services. Cross -division coordination as
well as collaboration with the Town's many community partners is paramount to the
operational success of the Department.
Providing services in a cost-efficient manner is an overriding goal of the Department. For
example, the Metro North Regional Housing Services Office (MNRHSO) includes a full-
time staff person who is shared between the communities of Reading, North Reading,
Wilmington, Saugus and Woburn. Another example of cost savings is the use of three part-
time building inspectors, a part-time electrical inspector and a part-time plumbing/gas
inspector. A full-time Permits Coordinator oversees permitting. In many cases, permits
are issued on the same day they are applied for or the following day.
The Assistant Town Manager leads the Department and works closely with the Assistant
Department Heads (Community Development Director and Community Services
Director). Outside services are provided as needed mostly on master planning projects
and grant -related projects.
COMMUNITY DEVELOPMENT
Within the Public Services Department, Community Development personnel comprise
expertise and deliver services to the public related to the fields of planning, economic
development, affordable housing, conservation, historical properties, and building
inspections.
In 2021, Community Development staff continued to provide regular support to the
Community Planning and Development Commission (CPDC), the Conservation
Commission, the Historical Commission (RHC), the Historic Districts Commission
(HDC), the Parking Advisory and Recommendation Committee (PARC), and the Zoning
Board of Appeals (ZBA). Staff also provided support to the Select Board as needed.
Volunteers represent a tremendous resource for Community Development. Extensive
work is undertaken because of the ongoing efforts of the many volunteers.
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PLANNING/ECONOMIC DEVELOPMENT DIVISION
Community Development Director: Julie Mercier
Economic Development Director: Erin Schaeffer
Permits Coordinator: Kim Saunders
Regional Housing Coordinator: Laurie Stanton
Staff Planner: Andrew MacNichol
The Planning Division provides technical and professional planning services to the Town
of Reading and the relevant land use boards. The Town of Reading Master Plan, as well
as other long-range plans regarding economic development, transportation, housing, and
other aspects of land use and development, 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 new 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.
Site Plan Review (SPR) is the local zoning tool used to evaluate most development
projects. This is an important tool as it allows the Town to influence projects so that they
respect the existing fabric of the Town as well as future planning objectives, and are
carried out in harmony with the rest of the community. Planning staff work directly with
the CPDC in reviewing development proposals and drafting SPR decisions that reflect
and mitigate issues elaborated by the CPDC, staff and the public during the development
review process. In 2021 the CPDC and Town Planning Staff proposed amendments to the
triggers of both Site Plan Review and Minor Site Plan Review. The proposals were a
result of finding that the existing triggers did not capture all projects that the CPDC
wished to review. Amendments were proposed in an effort to ensure that the CPDC has
the appropriate level of review for projects that propose: changes of use, site alterations,
increase in Gross Floor Area, and parking and/or circulation alterations.
Economic Development in Reading is guided by the Town of Reading 2016 Economic
Development Action Plan. Three guiding principles that are followed include: 1) keep
downtown vital, 2) preserve what is important, 3) be queued up for opportunities. In June
2019, the Town hired Erin Schaeffer, Economic Development Director to lead the
implementation of the Town's economic development goals and objectives in
collaboration with Town staff, stakeholders, and community partners.
The existing organizational structure of Public Services supports collaboration and
communication across the department. The Planning Division regularly collaborates with
all Divisions of Community Development as well as Community Services and Town staff
more broadly. For example, the Planning Division coordinates Development Review
Team (DRT) meetings and pre -construction meetings with applicants to provide guidance
on permitting and development. The Planning Division also works closely with staff
representatives of the Parking Traffic Transportation Task Force (PTTTF) on public
safety concerns, modifications to public ways and parking areas, and streetscape
improvements.
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In an effort to clarify applicants' expectations during the permitting process, the Planning
Division prepares annual Permitting Schedules for the CPDC and ZBA that delineate
submission deadlines and staff actions for various types of projects based on meeting
dates.
Community Development staff undertook other notable projects in 2021, leading efforts
on potential amendments to the Zoning Bylaw, modifications to the regulatory
framework of the downtown parking system, and various grant applications. Staff also
continued to work closely with consultants for: efforts toward future designation as a
Green Community; public engagement/discussion on the Town's 40R Downtown Smart
Growth District (DSGD), and; to advance recommendations for pedestrian and traffic
improvements at the Walkers Brook Drive/Lakeview Avenue corridor.
OCDPS Zoning Bylaw Amendments:
In 2020, the CPDC started discussion and prepared a Zoning Amendment for the April
2021 Annual Town Meeting Warrant. The proposed amendments approved at the April
2021 Town Meeting allowed for Outdoor Commerce, Dining, Programming, or Storage
(OCDPS) as an accessory use through Minor Site Plan Review in all business and
industrial districts. An existing definition was amended and criteria for such applications
were delineated with the goal of providing flexibility for businesses to utilize their
outdoor spaces in creative and adaptive ways. A public hearing was scheduled in early
2021 and outreach was conducted to a majority of businesses, property owners and Town
Meeting members. A total of 6 OCDPS applications were approved in 2021.
Site Plan Review and Minor Site Plan Review Zoning Bylaw Amendments:
As mentioned above the CPDC also started discussion on modifying the triggers for both
Site Plan Review and Minor Site Plan Review in advance of Subsequent Town Meeting —
November 2021. A public hearing on the proposed amendments was held in July -August
of 2021. Proposed amendments would give the CPDC more jurisdiction on the review of
Change of Uses at an existing site, or expansion of uses that results in increased intensity.
A number of other triggers were also modified or relocated to ensure the appropriate level
of review on changes to uses, sites, structures, parking and/or circulation. The proposed
amendments were approved at the 2021 Subsequent Town Meeting.
Stormwater Bylaw Amendments:
Made necessary by the adoption of amendments to the Stormwater Management and
Erosion Control Bylaw (General Bylaw Section 7.9) in 2021, the CPDC proposed and
adopted amendments to the local CPDC Stormwater Management and Erosion Control
Regulations. Adoptions included language to conform with new State/MS4 permit
requirements. A public hearing was opened on December 6, 2021 where the hearing was
closed and the CPDC voted to adopt the proposed amendments.
Downtown Parking System Modifications / PARC:
Planning and Economic Development staff, in collaboration with the entire PTTTF,
worked to develop recommendations for improvements to the Downtown Parking
System, which ultimately require approval by the Select Board. A series of outreach,
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surveys and zoom sessions with stakeholders were conducted throughout 2019 and 2020
to inform this effort. The recommendations relating to the traffic rules and regulations
were presented to the Select Board at a handful of meetings in 2020. Due to the large and
varying group of stakeholders impacted by any proposed modifications, the Select Board
determined that more study and outreach was required. Moving forward in 2021, Town
staff proposed that the effort be spearheaded by a group of volunteers with staff support
as needed. The Parking Advisory & Recommendations Committee (PARC), was
established and includes a member each from the Select Board and CPDC, downtown
residents, members of the local business community, and residents with general interest
and subject matter expertise. The mission of the PARC is to clarify and simplify
Reading's downtown parking system from a user perspective and enforcement
standpoint.
The PARC held numerous public meetings throughout 2021. Notice of meeting dates
were electronically sent to downtown stakeholders, town meeting members, various
boards and commissions, etc. Various staff from planning, public safety, engineering and
the department of public works attended meetings as needed to answer questions on
parking regulations, requirements, demand, enforcement and more. PARC also reviewed
the data and input gathered throughout the 2019-2020 initiative, while new information
was also gathered in 2021 for review and use. A new survey was mailed to all households
in Reading, including rental units; over 700 residents responded. A public forum was
then scheduled for February 2022. Again, electronic notice was sent to various
stakeholders and hand delivered letters were given to surrounding neighborhoods and
businesses. PARC will present their final recommendations to the Select Board in Spring
of 2022.
Walkers Brook Drive Corridor Study:
During the Eaton Lakeview 40B process (a 40B project approved in February 2019), the
public expressed the need to review the Walkers Brook Drive corridor holistically and
staff responded. With a contribution from the 40B developer, staff contracted a traffic
study and conceptual redesign of corridors and intersections along Walkers Brook Drive,
Ash Street, Washington Street and John Street. The scope of work also included
evaluating and identifying opportunities for multi -modal connectivity between
Downtown, the `Eastern Gateway' (Walkers Brook Drive area) and out to Lake
Quanapowitt in Wakefield. Design concepts were shown to the public at the 3rd annual
Economic Development Forum in October 2019. After receiving initial public comment,
the consultant and staff looked to add additional concepts surrounding Ash Street as it
directly relates to the `Eastern Gateway' development concepts studied in 2019. The
conceptual ideas were then presented to the public again in September of 2020. The
conceptual phase of the project closed with a presentation to the Select Board in early
2021 and staff will begin to determine priorities based on cost, timing, and coordination
with other infrastructure and redevelopment efforts in the area. In 2021, the Town
received a State earmark of $50,000 for related Pedestrian Improvements to the Eastern
Gateway. It is expected that prior recommendations such as a traffic light, new crossings,
signals, etc. will be brought to 100% design plans for implementation in 2022-23.
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Community Engagement: Your Downtown:
Town Planning and Economic Development Staff applied for the Technical Assistance
Program (TAP) through the Metro Area Planning Council (MAPC) program. The Town
was awarded $17,000 for help in conducting community engagement around the
Downtown Smart Growth District (DSGD) to better understand concerns of the public
and to assist the CPDC in preparing amendments to the 40R Bylaw to help shape
development that aligns with community desires and still attracts investment in Reading.
A town wide survey was conducted on the 40R district to determine level of satisfaction
with recent downtown development and over 1,100 residents responded. Two separate
working group meetings were also held with stakeholders. Additionally, two public
forums were scheduled in October and December respectively. The first included a panel
of developers that discussed the trade-offs and costs when it comes to balancing
economics, priorities and public benefits such as open space, parking, and building
design/material/massing. The second forum was held to discuss zoning as a tool for
enhancing a vision and what zoning can and cannot control. Concepts of proposed
amendments to the DSGD Bylaw were also presented.
The CPDC held a Zoning Workshop related to 40R in March 2021. Following the
community outreach in Summer and Fall of 2021 the CPDC opened a public hearing in
December to discuss proposed amendments to the DSGD Bylaw. Proposed amendments
were designed to add stronger language on open space development, parking space
design and count requirements, setbacks and step -backs to residential abutters, and
commercial space requirements. For projects requesting a waiver for density in excess of
20 units per acre, the CPDC added a tiered schedule of requirements. Tiered requirements
were built on desired goals of open space and commercial development and included
other goals such as additional parking, sustainable design, and affordable housing
development. Public comment was provided throughout the public hearing process. The
proposed amendments are anticipated to be brought to Annual Town Meeting in April
2022.
Municipal Vulnerability Preparedness (MVP) FY23 Action Grant Anticipation:
In coordination with the Mystic River Collaborative and the Mystic River Watershed
Association, an FY21 an MVP Action Grant was awarded for the development of 75%
conceptual plans at the Maillet, Sommes, Morgan conservation land in Reading. The
plans proposed to build a constructed stormwater wetland system at the site that would
enhance flood storage capacity, stormwater treatment, ecological stability, and open
space development. Town Planning, Conservation and Engineering staff met throughout
2021 to discuss the plans and the requirements needed to line up an FY23 MVP Action
Grant that would bring the conceptual plans to 100% design. An Expression of Interest
was submitted to the MVP office and the Town expects to submit a formal Action Grant
application in the Spring of 2022.
Green Communities Designation Pursuit:
In June 2020, Planning staff contracted with the Metropolitan Area Planning Council
(MAPC), to assist with the Town's pursuit of Green Communities Designation. There are
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5 general criteria, with an additional hurdle for communities serviced by Municipal Light
Departments. At the end of 2020, the Town had achieved 3 of the 5 criteria, including the
adoption of the Stretch Energy Code by November 2020 Subsequent Town Meeting. In
2021, Town staff continued to work with MAPC on the final 2 criteria — the Fuel
Efficient Vehicle Policy and the Energy Reduction Plan - and on steps to enable the
Town to move forward with designation with or without the other RMLD communities.
In December 2021, staff submitted an application for designation, pending the outcome
of legislation that will provide a path for Reading to adopt the Renewable Energy Charge
separate from the rest of the RMLD communities.
METRO NORTH REGIONAL HOUSING SERVICES OFFICE
In regional planning efforts, the towns of Reading, North Reading, Wilmington and
Saugus jointly hired a Regional Housing Coordinator in January 2015 to provide staff
support to the Metro North Regional Housing Services Office (MNRHSO), which is
situated under the Planning Division at Reading Town Hall. The MNRHSO was
established and set up during 2015, and initial services for each town included: the
creation of monitoring databases of affordable housing developments and residents, and
the collection of records for each affordable unit. During 2021, the Regional Housing
Coordinator continued to work with each member town's planning staff and with a
housing consultant to further the work of the MNRHSO. In 2020, the Inter -Municipal
Agreement was updated and the group was expanded to include the City of Woburn. A
new agreement will be required in 2022.
Ongoing core services include: annual monitoring for both ownership and rental units;
reconciling municipal inventories with the DHCD's Subsidized Housing Inventory (SHI);
petitioning to add new units to the SHI when required; meeting on-site with staff and
housing entities; creating and updating interested -buyer, interested -renter lists; on-site
consulting on projects; providing guidance to unit owners on re -financing and selling,
and to renters as needed; helping towns to achieve town -specific goals; attendance and
outreach at regional affordable housing lotteries and events; preparation of proposals for
supplemental services as needed; aid in writing grants and RFPs; assistance with regional
linkages; updating the MNRHSO webpage, attendance at the annual Mass Housing
Institute conference to enhance networking and to learn new trends in the field of
affordable housing.
The MNRHSO found that a stand-alone website dedicated to the services and information
provided would be a benefit to all communities and their residents. The website is
currently hosted on the Readingma.gov site which can be confusing to those in other
municipalities. MNRHSO contracted with CivicPlus to create a new web domain that
would house publicly available information and affordable housing opportunities, as well
as a back -end user interface for municipal staff to review and update. The website will
launch in 2022.
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The Planning Division continues to work to further the scope and range of the Regional
Housing Coordinator and MNRHSO, and to reach out to other nearby communities to
expand membership when possible.
METROPOLITAN AREA PLANNING COUNCIL & NORTH
SUBURBAN PLANNING COUNCIL SUB -REGION
The North Suburban Planning Council (NSPC) is composed of eight towns and one city
that have formed a voluntary association to facilitate cooperative regional planning. The
goals of NSPC are to facilitate communication between member communities on
planning topics of interest, including issues of growth management and land use, to
promote and seek opportunities for inter -municipal coordination and cooperation, and to
educate participating communities on new and important issues in the planning field.
NSPC provides a forum for members to create a shared agenda for action that, if
thoughtfully addressed, will allow the region to continue to thrive as a desirable place to
live and work. The NSPC met on a wide range of topics including clean energy, parking,
and regional collaboration over delivery of services.
COMMUNITY PLANNING AND DEVELOPMENT COMMISSION
(CPDC)
In 2021, the CPDC held 20 meetings and one Zoning Workshop, most of which were
done virtually due to the Covid-19 State of Emergency. With the assistance of Planning
staff, the CPDC reviewed a total of 33 applications for the following: 6 Sign Permit
Reviews; 4Site Plan Reviews; 6 Minor Site Plan Reviews; 3 40R Plan Reviews; 1 Major
Modification to an existing Site Plan Approval; 2 Minor Amendments to existing PUD -R
Approval's; 2 Definitive Subdivision Plans; and 6 Approval Not Required Plans. The
CPDC also endorsed 1 set of approved Definitive Subdivision Plans, approved 1 Lot
Release Request and 1 Request for Release of Surety, and granted a one-year extension to
an approved subdivision. During the course of the year, the CPDC held multiple
discussions regarding 2021 Zoning Bylaw Amendments, including Site Plan/Minor Site
Plan Review Triggers, Floodplain Overlay District and the Downtown Smart Growth
District 40R Overlay. They also held discussions on changes to the CPDC Stormwater
Management and Erosion Control Regulations.
The Planning Division is located at Town Hall, 16 Lowell Street, telephone (781) 942-
6648.
CONSERVATION DIVISION
The Conservation Division is responsible for protecting Reading `s streams and wetlands,
providing staff support to the Reading Conservation Commission and conducting
outreach and education regarding the town's natural resources and watersheds. Principal
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duties include enforcement and administration of the Massachusetts Wetland Protection
Act and the Reading Wetland Protection Bylaw. The Commission manages over 989
acres of Town -owned conservation land and monitors conservation easements and
restrictions on private property.
Office Management and Membership
The Conservation office reviews permit applications from the Planning Division,
Building Division, and the Public Health Division on matters within the Commission's
jurisdiction. The Conservation Division is working on updating the Open Space Plan and
working with the Town Engineering Department and AECOM on the Willow
Street/Austin Prep Flooding and the Town Forest cutting plan. The Conservation Office
has taken the lead role as Reading's representative to the Mystic Stormwater
Management Collaborative, sponsored by DEP and the EPA. The Conservation
Commission sponsored two scout service projects in the Town Forest and Pinevale
Conservation Area.
Reading Conservation Commission
The Reading Conservation Commission (RCC) is the regulatory authority (per state
statute and local bylaw) responsible for protecting and preserving wetlands and
waterways and their surrounding areas. At public meetings and through site visits, RCC
members work to ensure that all construction and development projects - residential and
commercial - that may alter any wetlands, floodplains, rivers or streams, are in
compliance with state and local wetland regulations. Meetings begin at 7:00 p.m. on the
second and fourth Wednesdays of each month, or as otherwise announced. The
Conservation Office is located at Town Hall, 16 Lowell Street, Reading, MA 01867, and
the telephone number is (781) 942-6616.
The Conservation Commission consists of up to seven volunteer members who are
appointed by the Board of Selectmen to staggered three-year terms and is supported by a
Full-time Administrator, Charles Tirone.
In the first half of 2021, the Conservation Commission Members were: Michael Flynn -
Chair, Annika Scanlon -Vice-Chair, David Pinette, Carl Saccone, Martha More, Scott
Keefe, and John Sullivan, Associate members Tay Evans, and Nichola Meserve. In the
second half of 2021, the Conservation Commission Members were: Annika Scanlon -
Chair, Martha Moore — Vice -Chair, John Sullivan, Carl Saccone, Brian Bowe, and Joe
Carnahan. Later in the year Andrew Dribin joined the Commission.
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Conservation Land Improvement and Community Outreach
The Conservation Commission controls 65 properties with a total of 989 acres. There are
also 17 Conservation restrictions totaling 61 acres. These totals were increased this year
as two parcels of the Maillet Property on Willow Street were transferred to the
Conservation Commission in April. There
is a proposed project associated with this
property that would create an artificial
wetland as part of a stormwater
_ management effort. The Conservation
r Commission remains committed to
opening more land to passive recreation
for the enjoyment of residents.
The Conservation office continues to
coordinate with Reading Boy Scouts and
Girl Scouts to complete service projects
on public land. Some examples were the
' Eagle Scout project of fixing a bridge
�. over a stream near the birdwatching
` platform in Bare Meadow and replacing
sections of boardwalk in the TF. Reading
was awarded a DCR trail grant to create a new trail by constructing 175 feet of bog
bridge and boardwalk to span across swampy terrain in the Maillet Somme's & Morgan
Land. The new trail connects Willow Street, Hunt Street, and Lowell Street and opens up
what was once an inaccessible Open Space property.
The Conservation Commission engages directly with the community during the Town's
Earth Day and Friends & Family Day events. Additionally, the Commission coordinated
with the Select Board via our liaison Karen Herrick about this year's DPW -run Arbor
Day ceremony. The Mattera Cabin continues to provide a venue for many town -wide
activities. Scheduling is done by both the Conservation Division and the Recreation
Department, with many Town groups using the facility.
The Conservation Commission continued supporting the monthly Commission/DPW
Coordination Meeting. Additionally, several town Committees and Commissions have
been working towards closer communication and coordination. To date the list includes,
Conservation Commission, Town Forest Committee and the Trails Committee.
On the education front, the Commission held a Q&A session with representatives of the
Reading Memorial High School Environmental Club. The interest was strong enough to
require portions of two meetings to get to all the topics. In particular, the students were
looking to understand how Environmental Enforcement works at the local level. Other
topics of interest were:
- What exactly does the Commission do?
- What are some accomplishments of the recent past?
- What is the impact of building condo buildings and complexes in town?
- What is known about a potential kayak landing on the Ipswich River in Reading?
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As an outreach opportunity, the Conservation Administrator and the Commission, as a
whole, have been working with the nascent Reading Community Garden Group's efforts
to locate the initial garden on the upper slope of the Mattera Cabin property for which the
Conservation Commission is the custodian.
The Conservation Commission worked with the Town Forest Committee for much of the
year to forward the plan to address the Red Pine die off in the TF. There is a plan in place
to work in a number of areas to remove the affected trees while avoiding damage to the
wetland spaces in proximity to the work areas.
Another planning activity is the work done by current and former Commission members
and Chuck Tirone, Conservation Administrator, to protect the wetlands during the
development of the most recent Birch Meadow Master Plan working with the group
Activitas.
Finally, Commission Chair, Annika Scanlon, presented a proposal to the Select Board
that generated much interest among Reading residents and ultimately resulted in the
purchase of a lot on Grove St. with the goal of improving access to the Town Forest
safely.
Wetlands Protection Activities
The Commission has a primary role in administering the following statutes and
regulations:
• Massachusetts Wetlands Protection Act, M.G.L. Chapter 131, Section 40;
• Massachusetts Wetlands Protection Act Regulations at 310 CMR 10.00;
• Town of Reading Wetlands Protection Bylaw, and Reading Wetlands
Protection Bylaw Regulations
In addition to the statutes and regulations listed above, the Conservation Office reviews
permit applications received by the Planning, Building Inspection, and Public Health
divisions on matters within the jurisdiction of the Conservation Commission. In many
cases, this "sign -off' process involves a visit to the site to ascertain whether jurisdictional
areas are present. Typically, in any given year the Commission deals with over 100
activities distributed among Meetings, issuance of Orders of Conditions, Certificates of
Compliance, issuance of Determinations of Applicability, Minor Project Permits,
Notifications of Satisfactory Completion of Work, and all the other regulatory steps
involved in protecting out vital wetlands and surrounding habitats.
HISTORIC DISTRICT COMMISSION
The Historic District Commission (HDC) oversees both the West Street and Summer
Avenue Historic Districts. The purpose of the HDC is to administer Section 7.3 Local
Historic District, of the General Bylaw, as it pertains to preserving the distinctive
characteristics and architecture of the buildings through review of constructive projects.
The HDC encourages building design compatible with the historic character of the
Districts.
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In 2021, the Commission issued 17 Certificates of Appropriateness for the West Street
Historic District and 5 Certificates of Appropriateness for the Summer Avenue Historic
District.
The Commission also spent considerable time working with the Reading Historical
Commission in an effort to preserve the integrity of the structures located at 186 Summer
Avenue, including holding several joint meetings and a site visit with the current owner.
Finally, the Commission approved updates to its Design Guidelines to better respond to
applications pertaining to new technologies (HVAC mini -splits, charging stations, etc.).
In 2021, the Commission was composed of five (5) voting members: Pino D'Orazio —
Chair, Amelia Freedman - Vice Chair, Everett Blodgett — Member, Ilene Bornstein —
Member, and Greg Maganzini — Member. The Commission also has three (3)
Alternate/Associate Members: Virginia Adams, Priscilla Poehler & Carl Mittnight.
HISTORICAL COMMISSION
The broad mission of the Reading Historical Commission (RHC) is to identify and record
the historic assets of the Town, and to develop and implement programs for their
preservation. The RHC serves this mission each year in numerous and varied ways such
as:
• Conducting demolition delay hearings per Town Bylaw (General Bylaw Article 7.2 et
seq.)
• Administering other provisions of that Bylaw
• Maintaining the Town Archive
• Using the Town Archive to research requests for genealogical information and historic
images
• Working with other town boards/committees/commissions and other state entities and
organizations
• Participating in related town/community events
• Responding to inquiries from property owners or realtors
• Working with developers on projects in Reading
• Overseeing compliance with several preservation deed restriction documents governing
several historic structures in town
• Implementing miscellaneous programs to promote the Town's rich history and historic
structures
RHC membership during 2021 consisted of Samantha Couture, Chair; Amelia Devin
Freedman, Secretary; Sharlene Reynolds Santo, Treasurer; Pino D'Orazio, Member; and
Jonathan Barnes, Member. Virginia Adams continued as Associate Member. Two new
Associates joined the RHC in 2021, Christine Keller in July and Daniel Moresco in
November. Due to the Covid 19 pandemic, the RHC continued with Zoom meetings from
January through May. In person meetings at Town Hall resumed from June until our last
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meeting of the year in December. The RHC held one joint meeting with the Historic
District Commission via Zoom in November. The RHC met formally 13 times, and
several members attended various other Town meetings during the year, including a joint
meeting with the Historical Commissions of Lynnfield, Winchester, and Wakefield to
discuss best practices.
Demolition Delay Hearings
The RHC was involved with four historic structures subject to demolition delay hearings
this year. The RHC conducted three formal demolition delay hearings.
A demolition delay was imposed in 2020 on 16 Eaton Street. The RHC continued to
meet with the representative for 16 Eaton Street following the hearing to review the
proposed project plans. No early release agreement was reached, and the delay expired in
February.
A demolition delay hearing was conducted for 531 Main Street (The Reading Chronicle
Building) in June. A demolition delay was imposed at the hearing. An early release
agreement was drafted and agreed upon by the applicant and the RHC later in June. The
applicant agreed to several conditions, including the placement of a bronze plaque
describing the history of the building and the display of historic photographs and text in
the lobby of the new building that would be visible to passersby. The RHC has continued
to work with the applicant on the substance and design of the display.
An application for a demolition delay hearing was submitted for 25 Haven Street in
December, 2020. After an RHC request for more detailed plans, the application was
accepted and a hearing was held in July. At that hearing, it was determined that the
developer's plans were not yet complete enough for a determination to impose the delay.
The RHC continued the hearing for another three weeks, per the bylaw. No additional
plans were submitted. The RHC voted to impose a demolition delay, and encouraged the
applicant to work with the Commission to come to an agreement that might allow for an
early release. Despite attempts to work with the developer, no further plans were
submitted to the RHC during the 6 -month delay period. The building still stands and
there has been no coordination with the CPDC.
In September, the new owner of 40 Grove Street submitted a demolition delay
application. In an agreement with the Town, this property had been split into two parcels.
A new home was built on the land behind the original home, and the previous owner
intended for the historic Nichols home to be preserved. Several neighbors attended the
hearing to voice their opposition to the demolition of the Nichols house. At the hearing,
the owner expressed willingness to advertise the property to see if there was a potential
buyer willing to restore the home. The owner ultimately declined to advertise or make
changes to the plans for the new structure. The delay will expire in March, 2022.
Throughout 2021, the RHC continued to work with and address other projects either
subject to the demolition delay bylaw in prior years or subject to preservation restriction
agreements:
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The RHC and the developer for 24 Gould Street had previously executed an agreement
providing for an early release from demolition delay, and an agreement that a publicly
accessible community room in the proposed building would contain an exhibit
highlighting the history and architectural features of the site and the Ace Art Company
that occupied the historic art deco building. The community room is now finished and
the exhibit is substantially complete. The RHC wrote additional text to be added to the
exhibit, which should be complete in 2022.
The historic house at 186 Summer Avenue had undergone extensive RHC review and
hearings in past years, and it is subject to a preservation restriction agreement (PRA)
administered by the RHC and the Historic District Commission (HDC). As years have
elapsed and little work apparently performed at the site, the RHC and HDC have
continued to have concerns about the structural integrity of those portions of this historic
house within the purview of the PRA. The RHC continued to arrange an inspection of the
property and to get an update of the status of the project.
An inspection date of October 19th was arranged after delays on the part of the owner.
Members of the RHC and HDC attended, as well as representatives from Town Hall and
a structural engineer, hired by the RHC to examine the property and give the Commission
his professional opinion on the state of the building. During the visit, the attorney for the
owner expressed his opinion that only RHC members should be present, denied access to
the attic, basement, and barn, and eventually demanded the structural engineer leave the
premises before finishing his inspection.
The RHC requested another inspection to allow the structural engineer full access to the
property, which was denied. In December, the RHC met jointly in executive session with
the HDC and Town Council to discuss the property.
Historic Inventory Hearings
In May, the RHC held a hearing to add three properties to the Town's Historic and
Architectural Inventory, 832 Main Street, 767 Main Street, and 27 Hillcrest Road. The
Commission worked to assemble the necessary historic information and description to
add to the Massachusetts Historical Commission Form B. The homes were added to the
inventory with full support from the homeowners and the Commission.
Other Business
Lob's Pound Mill - Resident Will Finch alerted the RHC to a dislodged granite block at
the Lob's Pound Mill riverbank. The RHC sent a letter of concern for the historic site to
the Town Engineer., who communicated that the block was not load bearing, and should
not pose a danger to the remaining structure.
1 General Way - The owners proposed adding additional communications antennae to the
brick smokestack, which is in the view shed of the Parker Tavern and other historic
properties. The RHC determined that the proposed additions did not significantly alter the
view, since there is already communications equipment on the smokestack.
31
94 Salem Street - The owners at this property had applied for a partial demolition of an
addition in the back of the home, for which a demolition delay hearing was held in 2020.
The original plans did not address the home's two chimneys. When the RHC noticed
those chimneys had been removed, we requested information from the owner. The
architect met with the RHC to discuss the need for rebuilding the chimneys for safety and
to better reflect the original chimney design.
Parker Tavern - The Antiquarian Society proposed a wooden informational kiosk to be
built at the Parker Tavern site. The RHC gave its feedback and approval to the project.
320 Haverhill Street - The owners of this structure, subject to a preservation restriction
agreement, proposed a new exterior door on the building. The RHC met with the owners
to review, discuss and approve the proposed work.
Postmark Square - The RHC reviewed proposed signage for the businesses in the
building with the developers. The Commission proposed changes to the planned size of
one of the signs. The suggestions were shared with the CPDC and Zoning Board.
Merit Certificates - The RHC chose to award Certificates of Merit to the Schoolhouse
Condominiums and Postmark Square, for their historically sensitive building additions
and renovations. A bronze plaque was made for each building, to be displayed on the
exterior of the building. The plaques will be presented to the recipients in early 2022.
Historic House Markers - In the spring, the RHC sent out letters to all residents of homes
on the Historic and Architectural Inventory to remind them of their home's special
designation and to let them know about the Historic House Marker Program. Over
twenty-five marker applications were made during 2021.
Utility Box Vinyl Wrgp Historic Art Project - The RHC had initiated this project in 2019,
working with an artist who creates digital vinyl prints of local historical site photographs
and transposes them as "wrap artwork" onto town utility boxes. This project continued
throughout 2020, resulting in placement of historical site "wrap artworks" on 4 utility
boxes in the downtown Reading area: Wobum/Main Streets, Pleasant/Main Streets,
Hamden/Main Streets, and Lowell Street in front of Town Hall. In the spring of 2021, an
article and photographs about the project was published in The Readings Magazine. The
Commission secured funding for and plans to install two additional `wraps' in Memorial
Park and the corner of Woburn and Summer Avenue.
Memorial Grove of Trees - The RHC gave research help and its support to resident Paul
Scharr to look for evidence of a grove of trees in Memorial Park dedicated to Reading
Veterans who died serving in WWI. Mr. Scharr hopes to recreate the grove by planting a
new group of trees.
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Depot Bike Shelter - The RHC reviewed a proposed bike shelter near the historic depot
building. The Town revised its plans to put the shelter further from the building and next
to the train platform.
Historic Marker for Lafayette Trail - Resident Peter Maguire asked for the RHC's
support in applying for a marker commemorating Lafayette's farewell tour of the United
States in 1825, when he stopped at Skinner's Tavern in Reading. The Commission has
helped with historic research and fully supports the application to The Lafayette Trail,
Inc.
Work With Other Organizations and Town B/C/C's - As in past years, the RHC
continued to work with other organizations and Town b/c/c's, although due to the
pandemic this was via Zoom for the most part. This included attending DRT meetings,
CPDC meetings, municipal vulnerability preparedness group meetings, and a joint
meeting of several area Historical Commission.
Archives - The RHC continued to monitor and maintain its data systems, files and
collections in the Archives, although access was severely limited due to the Covid 19
pandemic. During the summer and fall, new Associate Christine Keller and Chair
Samantha Couture worked in the Archive to clean, organize, identify duplicates, conduct
research and scan photos upon request.
General Inquiries - Throughout the year, the RHC continued to receive and respond to
numerous inquiries, typically from Reading residents, realtors and developers. These
inquiries, by telephone, email or written letters, and some via attendance at our Zoom
meetings, primarily concerned questions about the demolition delay bylaw, contemplated
modifications to historic structures or features, donations of "historic artifacts" and
information about the history of specific properties or items.
Miscellaneous - The RHC continued to oversee the other processes and programs for
which it is responsible. We continued discussion of the Demolition Delay Bylaw and
Rules and Regulations. The Commission shared a booth with Everett and Virginia
Blodgett at the Reading Fall Street Faire in the fall to promote `At Wood End' history of
Reading. We met with Phillmore Phillip of the CATO (the Coalition of Us) to ask how
we could support CATO's mission of bringing awareness of the history of black residents
of Reading. We began a discussion of giving an award to an RMHS student who intends
to study history.
February 2022
Respectfully Submitted,
Samantha Couture, Chair
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INSPECTIONS DIVISION
The Inspections Division is responsible for carrying out inspectional services on
commercial and residential construction in the areas of building, mechanical, gas,
plumbing and wiring. In addition, the division is responsible for enforcing the Town's
Zoning By-laws and providing staff to the Zoning Board of Appeals. Staff support
provided by Bret Bennett — Building Commissioner, C. Glen Redmond, Steve Paris and
Paul Kolodziej — Building Inspectors, Robert Marrocco — Electrical Inspector, Paul Raffi
— Plumbing Inspector, Kim Saunders and Dawn Tocio — Administrative Staff
Statistics
Year End 2021
Previous Year End
2020
Building:
Building Permits issued**
1102
936
Inspections
1959
1998
Certificates of Inspections
91
153
Occupancy Permits Issued
239
157
Fees received
$568,352*
$533,834*
Wiring:
Wiring Permits issued
847
673
Inspections
1278
609
Fees received
$88,601*
$59,498*
Plumbing/Gas:
Gas Permits issued
319
295
Gas Fees received
$12,308*
512,361*
Plumbing Permits issued
437
387
Plumbing Fees received
$20,416*
$19,719*
Combined Inspections
Gas/Plumbing
753
844
TOTAL FEES
$689,677*
$625,412*
* Totals do not include permit fees for Johnson Woods, 467 Main Street, 269 Main
Street, PostMark Square, 20-24 Gould Street, School House Commons (172 Woburn
Street), or the Met at Reading Station (fka Reading Village) deposited in revolving
building account.
* *The total Building permits issued include Building, Mechanical, Fire &Sprinkler
Alarm
34
DRT/Pre-Construction Meetings — 26
MBCIA Meetings — 2
Court —0
ZONING BOARD OF APPEALS
The Zoning Board of Appeals met a total of 10 times reviewing 19 new applications for
2021. The ZBA Voted on 17 of the cases, with 2 cases carrying over to 2022. There were
12 Special Permits (10 granted, 1 withdrawn, 1 carried over to 2022), 6 Variances (4
granted, 1 withdrawn and 1 carried over to 2022) and 1 finding (granted).
2021 ZBA Members included Chairman Jamie Maughan, Nick Pernice, Hillary Mateev,
Cynthia Hartman, Alex Normandin, and Chris Emilius. ZBA members who had to resign
from the Board in 2021 were Nick Pernice, Robert E Redfern, Chris Emilius, and Chair
Jamie Maughan. Due to such, a series of social media and website blasts were conducted
to encourage residents to volunteer for the ZBA or other Town commissions. The effort
resulted in four new ZBA member applications in advance of 2022, which filled all
vacancies. Staff support to the ZBA was primarily provided by Bret Bennett — Building
Commissioner, Julie Mercier — Community Development Director, Andrew MacNichol —
Staff Planner and Amanda Beatrice — Senior Administrative Assistant.
ELDER/HUMAN SERVICES DIVISION
Reading Elder/Human Services provides social services, nurse advocacy, transportation,
a variety of wellness, socialization programs, and nutrition for Reading residents age 60
and over. The Division also assists residents of all ages with social services, advocacy,
referrals and holiday programs. In assisting residents both young and old, the
Department works closely with all town departments and community partners in
receiving referrals and ensuring safety and quality of life are maintained to the highest
standards.
Elder/Human Services partners with many outside organizations. The Department's state
designated ASAP (Aging Service Access Point) is Mystic Valley Elder Services
(MVES). ASAPs manage the state -based Massachusetts Home Care Program, and work
with Councils on Aging (Elder Services), established under the federal Older Americans
Act, to make sure that seniors have access to all essential services. Through MVES a
variety of services are provided including home care, personal care, meal -site catering
and home -delivered meals through the Meals on Wheels program. Not all residents are
eligible for MVES nor do all accept the services provided. In these situations, the
Division plays a vital role in assisting Reading seniors.
The staff consists of an Administrator (37.5 hr/wk) who began in June 2020 after the
position being vacant for over a year during the pandemic, a Case Manager (35 hr/wk), a
Senior Center Coordinator (25 hr/wk), a Van Driver (35 hr/wk), a Nurse Advocate (37.5
hr/wk) and a Clerk/Receptionist (25 hr/wk).
35
Social Services
The Senior Case Manager addresses the needs and concerns of Reading residents of all
ages. Assistance involves crisis intervention, food pantry, domestic violence,
homelessness and information and referrals regarding housing, mental health, and
disability -related concerns.
For those age 60 and over, assistance also includes intervening in cases of neglect,
loneliness, or depression, hoarding, coordinating appointments with area medical and
social service agencies; as well as providing information and referrals with regard to
nursing home/rehabilitation placement and eligibility for State and Federal programs.
The Department receives referrals and assistance from many Town Departments as well
as outside agencies. Police, Fire and the EHS Division meet monthly for a round table
discussion to review critical cases. Other areas in which the Senior Case Manager
partners with Town Departments include the Veterans Agent in ensuring services for
veterans, the DPW in holiday programs and the Library on a variety of programs and
referrals.
The Senior Case Manager provides eligibility screening and assistance with applications
for the Reading Food Pantry. In order to qualify for the Food Pantry, the Case manager
meets with the applicant to review their financial qualifications and residency
requirements. The Reading Response Program is coordinated by the Senior Case Worker
and Nurse Advocate.
Nurse Advocacy
The Nurse Advocate is dedicated to helping Reading seniors manage their health care
needs. This position is instrumental in identifying the frailest seniors in Reading,
especially those who live alone and do not have someone nearby for support. Through
outreach and referrals, the Nurse Advocate can help seniors better understand changes in
their medical conditions and/or medication. She is available to seniors at the Pleasant
Street Center and home visits.
Other responsibilities of the Nurse Advocate include educating, counseling and
advocating for seniors. The Nurse Advocate also serves in a leadership role in
coordinating a variety of wellness programs for seniors at the Pleasant Street Center.
During the pandemic, the Nurse Advocate was responsible for helping the Reading Board
of Health with Covid-19 contact tracing and vaccinations.
Transportation
There are a variety of transportation programs available to Reading residents. The Social
Services division assists with referrals for the MBTA Ride program and coordinates
services for the Reading Response Medical Transportation program. A new contract was
negotiated with Alternative Transportation Services to provide wheelchair service for
medical appointments throughout the Boston Area. The Reading Response Program is
funded by the Town of Reading's Hospital Trust Fund, the income on which helps to
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defray medically related services to Reading citizens as authorized by the
Commissioners.
As part of the Medical Transportation program, residents having day surgical procedures
can be accompanied by a Home Health aide.
The division also operates two, 12 -passenger vans for seniors and adults with disabilities.
Transportation is provided in -town and surrounding shopping plazas for the following
purposes: errands, grocery shopping, voting, pharmacy needs, and visiting the Pleasant
Street Center.
The Pleasant Street Center
The Pleasant Street Center provides fitness, nutrition, socialization and wellbeing for
Reading seniors. The Center is open Monday through Friday, 8:30 am — 4:00 pm.
Congregate lunches were suspended during the pandemic. Programming at the center
was restructured for the safety of all patrons and staff. Limits were placed on program
sizes so that social distancing could be implemented. A tent was placed on the patio
which enabled social gathering in a safe outdoor environment.
The Division publishes a monthly newsletter, The Pleasantries, to increase awareness of
the activities and programs. Included in the newsletters is a listing of special events
including day trips, dinner programs, Lunch n' Learn programs, musical entertainment
and trivia days.
Holiday Programs
Adopt -a -Family
Once again, the Reading Rotary Club and Reading CARES coordinated the Adopt -A -
Family holiday program. Elder/Human Services assisted them by verifying eligibility and
distributing food and gifts to families in need. The Adopt -a -Family program matches
low-income Reading families with confidential donors of food and gifts for children.
Council on Aging Board
The Council on Aging is a 10 -member advisory board. They meet the second Monday of
the month September through June. The role of the Council is to aid the department in
promoting the needs of Reading Seniors. The Council is also responsible for overseeing
the Burbank Trust Fund, Schroeder Trust Fund and Patrons for Older Adults Trust Fund.
The purpose of these funds is to help subsidize the activities of the Department to the
benefit of Reading seniors.
Pandemic Response
On March 18, 2020 the Pleasant Street Center closed to the public by order of the
Reading Board of Health due to COVID-19. Staff assisted navigating the vaccination
process while providing at home shots for homebound individuals. With much
enthusiasm, the Center welcomed back patrons on June 15, 2021. Protocols were
established to keep seniors and staff safe. Classes and events immediately filled to
capacity. Free give away events continued via drive by at the PSC continued with
37
Harrow's chicken pies, mugs and cupcakes and a friendly smile to let them know staff are
still here to assist.
RECREATION DIVISION
The mission of the Reading Recreation Division is to provide the community with year-
round recreational activities. Recreation programs are broad based to meet the
recreational needs of all segments of the population. The Recreation Division must
continually update and modify its programming to meet the current needs of the
community. As the community's participation in and awareness of local recreational
programs increase, so do their expectations of Recreation Division programs. The
Recreation Division must be ready to anticipate and adapt to these growing expectations
and trends.
Jenna Fiorente is the Recreation Administrator and started her 91h year working for the
Town. She has worked hard surrounding herself with seasonal staff members who she
trusts and knows will do a good job for the Division when called upon. Jenna is also
responsible for managing playground and field projects as well as renting out all of the
fields in Town. She facilitated improvements to the Wood End Upper Playground where
there was an extension to the playground and a new climbing structure installed. She also
started to help Activitas with the Parks & Fields Space Study, and continued to be on the
Open Space and Recreation Plan Working Group and the Birch Meadow Master Plan
Working Group. The Recreation Administrator is also the liaison to the Recreation
Committee where she records and submits Public Meeting minutes. The Recreation
Administrator and these committees work together to increase the effectiveness and
efficiency of the Reading Recreation Division.
Sue Simeola has been with the Recreation Division for 13 years. She is the Senior
Administrative Assistant of the Division. Sue handles many of the records for the
Division including payment plans, outstanding balances, and payroll. Sue also helps out
with events such as travel basketball tryouts and pre -fit night, Halloween parade and
Downtown Trick or Treat. Sue also manages payroll for all of Public Services and
maintains the recreation website. She is the face of the office and the glue that holds us
together.
Shannon Fratto is the part-time Program Coordinator. Shannon continues to find new
programming to offer to the community. The Recreation Administrator and Senior
Administrative Assistant still help to facilitate and run programs due to the high demand
of activities. In the future, the Division hopes to have a full-time Program Coordinator
position placed back into the budget. The division has asked for this for the past 3 years
during budget planning as it would reduce errors and allow us to grow our programming
and in-person presence.
In 2021, the Division was most excited to be able to offer some of the most popular
programs back that were missing for quite some time due to Covid. These programs
included, the Summer Daycation Program, Nashoba Valley Ski & Snowboard Program,
38
Travel Basketball, and the In -Town Sunday Basketball Program. Combined enrollment
for these programs exceeded over 600 participants.
VETERANS SERVICES DIVISION
The Veterans' Services Officer (VSO) is the main point of contact for advocacy and
support of veterans. A full range of benefits and services are available to veterans and
their families based on certain qualifications and eligibility requirements. State Veterans'
public assistance is mandated by Chapter 115, Mass. General Laws, 108 CMR
Commonwealth of Massachusetts Regulations. This program assists eligible Veterans
and their families with income maintenance, medical care and emergency services. The
number of beneficiaries and expenditures has decreased slightly. Some individuals have
been removed from the rolls due to death, non -qualification and through VSO assistance
in finding employment or financial assistance through other State or Federal programs.
At the same time, through continued outreach, new residents have been identified and are
now receiving benefits. The State repays 75% of these costs in the following fiscal year
through State aid payments.
Applications for federal benefits are processed through this office, coordinated with the
regional office of Department of Veterans Affairs and various Veterans Administration
medical and support facilities. Utilization of VetraSpec, internet Veteran claims
management software, greatly improved claim submission times and accuracy resulting
in quicker decisions by the VA. Demand for these services is steadily increasing to
include claims for Service Connected Disabilities, Veteran, Dependent and Survivor
Pensions, Aid & Attendance, Dependency and Indemnity Compensation, medical and
death benefit entitlement. In the past year, Reading residents received over $4.3m in
compensation and pensions from the VA.
The VSO provides outreach to veterans to ensure they are aware of and utilizing
additional State benefits to include tuition waivers, motor vehicle benefits, property tax
exemptions, annuities and bonuses, counseling, employment assistance, housing
assistance and many more. Our goal is to accurately identify and obtain necessary
assistance in a timely manner that veterans and their family have earned and deserve. The
VSO provides outreach during the Reading Lions Club Reading Friends and Family Day,
the Fall Street Faire, New Residents Open House and other public information
gatherings. He attends school functions and worked with scouting programs to promote
overall awareness and appreciation of Veterans and their sacrifices.
Memorial Day and Veterans Day services were held on the Town Common again this
year. During a lull in Covid-19 infections, Veterans Day services were open to the public
and resulted in the largest turnout in many years. RCTV continued to do a great job
broadcasting and streaming the ceremonies live allowing many to enjoy from the comfort
of their homes. 2,300 flags were again placed at the graves of all Veterans in Reading's
four cemeteries. Special thanks to the many volunteers and scouting organizations that
make this happen.
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The Veterans group "Scuttlebutt" is held the first Thursday of each month. The group
continued to meet under the tent at the Pleasant Street Center. Meetings are open to all
Veterans and those interested in military history. Members enjoy the comradery of fellow
sailors and soldiers, share sea stories and other personal experiences.
Plans for a Vietnam Veterans Memorial to be located at the High School were presented
to the School Committee. Support for the proposal was unanimous. Design and planning
continue for this Memorial to honor ALL those who served during the Vietnam War.
Dedication will take place in 2022.
The Veterans' Services office hours are Monday - Thursday, 7:30 AM — 5:30 PM. Home
and off -hour appointments are available upon request. You may reach Kevin Bohmiller
at: 781-942-6652 or kbohmiller@ci.reading.ma.us.
MYSTIC VALLEY ELDER SERVICES
Fiscal Year 2021
Service Report: Reading
In FY21 514 Reading residents used Mystic Valley's services valued at $3,128,506.
Of these, 80 were eligible for Nursing Facility care while remaining at home.
Mystic Valley Elder Services is a nonprofit organization, which has been helping people
find practical solutions to long term care issues since 1975. Our goal is to help seniors,
disabled adults and their family caregivers find the best available services that fit within
family resources. We offer a wide range of services creatively designed to support the
challenges of daily life and independent living. Some are free of charge, others are
offered on a sliding fee scale or private pay basis.
Information & Assistance: Resource consultants offer FREE advice and referrals from
our extensive database of local, state and national resources. Assistance is available by
telephone, email or a home visit by an experienced Care Manager.
252 Consumers served at a Cost of $27,020
Care Management & Home Care Services:
A range of programs for seniors designed to provide assistance with activities of daily
living (bathing, dressing, etc.) for those who wish to remain in their own homes.
Includes: in-home assessment by a care manager, development of a care plan, and
delivery of approved services.
292 Consumers served at a Cost of $2,870,343
Caregiver Support: Services may include an in-home assessment, caregiver training and
education regarding such areas as memory loss, home safety, respite care and fall
prevention. Provides useful resources especially for working and long distance
caregivers.
13 Consumers served at a Cost of $15,485
40
Meals on Wheels: A mid-day meal and daily check in by a friendly driver for those over
60 who are homebound and unable to prepare their own food.
20,459 Meals served at a Cost of $137,211
Behavioral Health Services: Clinical Caseworker provides outreach and connects
consumers to behavioral health services in home and community settings. The program
provides assistance with coordination and payment of behavioral health services.
20 Consumers served at a Cost of $23,477
SHINE Health Benefits Counseling: Trained counselors provide seniors with no -cost,
confidential counseling and unbiased information regarding health insurance and
prescription drug options.
239 Consumers served at a Cost of $7,301
Money Management Assistance: Trained volunteers provide assistance with bill paying,
budgeting and banking tasks. A volunteer may also serve as a Representative Payee.
5 Consumers served at a Cost of $10,291
Volunteer Program: Dedicated volunteers augment the agency's capacity by sharing
their expertise with a variety of professional and administrative functions, providing bill
paying assistance to elders, counseling Medicare and MassHealth recipients, staffing
congregate meal sites and/or food pantries, and serving as literacy tutors in area
elementary schools.
11 Volunteers performing 655 hours of service
Legal Assistance: No -cost legal assistance and education on issues such as public
benefits, landlord tenant disputes and loss of independence.
5 Consumers served at a Cost of $3,421
TRIP Metro North:
A free, passenger -controlled transportation program open to older adults and adults living
with disabilities.
1 Consumer served at a Cost of $881
Social Engagement Program: A volunteer staffed program that connects with
consumers by way of friendly visits, email communications, and regular telephone calls
to prevent isolation and loneliness.
1 Consumer served at a Cost of $881
TRAILS COMMITTEE
In 2021, the Trails Committee continued its mission of planning, developing, and
maintaining the trails of Reading, which connect residents to the many natural features
the Town has to offer. We continued to face challenges resulting from the Covid
41
pandemic but managed to maintain safe ways to work together to complete a variety of
projects throughout the year as well as regular trail maintenance. The Committee met 12
times in 2021. A total of 22 people including committee members and volunteers spent
over 45 hours on cleanups, trail maintenance, and projects. We also experienced some
membership changes and revitalized some of our existing programs such as the adopt a
trail program.
The early months of 2021 were spent maintaining trails and planning for spring projects.
We mutually decided to focus on existing needs rather than starting new projects. In
April we focused on the Pinevale Conservation Area. We cleared and blazed trails, built a
new 10 -foot bridge, bolstered an existing bridge, and rerouted two trails. We also secured
a neighbor to build a 50 -foot bridge in the southern section. Outside Pinevale, we
repaired failing bridges in the Town Forest and Bare Meadow. We were also fortunate to
have two Eagle Scouts repair and build new bridges for us. All work was done carefully
in small groups while following social distancing regulations.
Trail use continued to be high throughout Reading in 2021. Also, extreme weather
created an increased amount of fallen trees. Thanks to the diligence of residents, our
volunteers and committee members constant watchfulness, we were able to respond so
that the trails remained clear and safe for use.
Trails Committee Budget for 2021: $1,500.
42
FINANCE DEPARTMENT
Under the direction of the Finance Director/Town Accountant, the Finance Department
supports a wide variety of financial and administrative functions. The Finance
Department staff are designed to be flexible and experienced in many of these divisions
as workflows vary throughout the year:
a.) Accounting: The Accounting Department is responsible for maintaining financial
records. These records facilitate preparing financial reports and schedules that provide
meaningful, accurate information for comparability and management's decision-making
process. The Accounting Department ensures that all financial transactions comply with
legal requirements and are appropriately recorded regularly. The Town used the auditing
firm of Melanson in FY 2021.
b.) Assessors: Assessment of property is the first step in tax revenue collection for the
Town of Reading. The Assessment division's function is to provide a fair and equitable
assessment of all taxable real and personal property. A three-member Board of Assessors
sets policy.
c.) General Finance: Collections is responsible for collecting all taxes and other charges
(including ambulance and water/sewer/stormwater bills). They also receive and process
all deposits (such as schools and recreation). Treasury is responsible for providing the
cash for the operation of all Town, School, and Light Department functions on a timely
basis. Also, it conducts all borrowing and investing activities, including those on behalf
of the Town's Trust Funds (assisted by the Trust Fund Commissioners).
ASSESSMENT DIVISION
Assessment of property is the first step in tax revenue collection for the Town of
Reading. The Assessment Division's function is to provide a fair and equitable
assessment of all taxable real and personal property. The Assessors trend the values each
year so that there won't be substantial changes when the revaluations are done every five
years. The Assessors must annually determine the tax levy and obtain State approval of
the tax rate so that bills can be issued on time.
The tax rate for FY 2022 was set at $13.33 per thousand for residential and $13.55 per
thousand for commercial, a $0.48 decrease per thousand from the FY 2021 rate for
residential and a $.51 decrease for commercial. The total assessed value of all properties
and accounts for FY 2021 is $6.200 billion, a 8.4% increase from the previous year.
43
The breakdown of Readinc nronertv for FY 2022 is as follows:
COLLECTIONS DIVISION
The Collection Division is responsible for collecting all taxes and other charges
(including ambulance and water/sewer/stormwater bills). This Division also receives and
processes all deposits (such as schools and recreation).
Massachusetts does not allow Towns to pay any charges associated with electronic
collection of tax bills — such as a flat fee or credit card fee. Debit card usage is
comparatively inexpensive and an economical method to pay online.
Electronic Payments *to 12/31/21
CY21* CY20* CY19* CY18* CY17*
Registered Users 9,556 5,235 5,235 6,300 6,300
Electronic Payments 15,532 12,630 12,392 8,998 5,325
Municipal lien certificates have increased
increase in municipal lien certificates is
foreclosures were recorded in 2020.
Municipal Lien Certificates
*Fee increased 12/1/2010
Assessed Value
Share
Change
Residential
$5,763,036,819
92.8%
+8.4%
Commercial
$ 364,509,710
6.0%
+6.8%
Industrial
$ 12,035,100
0.2%
+5.7%
Personal
$ 60,170,170
1.0%
+17.3%
TOTAL
$ 6,199,751,799
100.00%
+8.4%
COLLECTIONS DIVISION
The Collection Division is responsible for collecting all taxes and other charges
(including ambulance and water/sewer/stormwater bills). This Division also receives and
processes all deposits (such as schools and recreation).
Massachusetts does not allow Towns to pay any charges associated with electronic
collection of tax bills — such as a flat fee or credit card fee. Debit card usage is
comparatively inexpensive and an economical method to pay online.
Electronic Payments *to 12/31/21
CY21* CY20* CY19* CY18* CY17*
Registered Users 9,556 5,235 5,235 6,300 6,300
Electronic Payments 15,532 12,630 12,392 8,998 5,325
Municipal lien certificates have increased
increase in municipal lien certificates is
foreclosures were recorded in 2020.
Municipal Lien Certificates
*Fee increased 12/1/2010
Foreclosures (Foreclosure deeds
recorded at the Registry of Deeds as of
12/31/20)
108.8% over the prior year. The drastic
due mainly to the ongoing pandemic. No
2021
Issued
Fees
FY21
1286
$67,605
FY20
1278
$67,275
FY19
612
$34,000
FY18
696
$38,100
FY17
918
$44,250
FY16
773
$41,350
FY15
786
$42,000
FY14
702
$37,600
FY13
1251
$66,450
FY12
1170
$61,400
FYI 1 *
1107
$40,525
Foreclosures (Foreclosure deeds
recorded at the Registry of Deeds as of
12/31/20)
108.8% over the prior year. The drastic
due mainly to the ongoing pandemic. No
2021
0
2020
0
2019
1
2018
1
2017
8
2016
10
2015
3
2014
2
2013
6
44
Real estate taxes collected were $77.5 million - a 3.5% increase from the $74.9 million in the
previous year. Personal property taxes collected increased to $0.719 million from $0.695 million;
Excise tax collections increased to $3.85 million in FY21 from $3.69 million in FY20.
GENERAL FINANCE
This Division is responsible for providing the cash for the operation of all Town and School
functions on a timely basis. The Division conducts all borrowing and investing activities,
including those on behalf of the Town's Trust Funds.
Interest earnings for the General Fund during FY21 were $205,660, a significant decrease of
81.8% from the prior year. Interest earnings declined sharply due to the pandemic's impact on
interest rates.
General Finance - Trust Funds:
The Trust Funds disbursed over $1.47 million in the past five years, as shown above. The
Hospital Trust Fund continued to provide aid through the Reading Response Program, which
provides skilled health care services, respite care, medical transportation, and Lifeline
Emergency call systems to Reading residents who meet specific health and income guidelines.
FY 2017
FY 2018
FY 2019
FY 2020
FY 2021
Beginning Balances
$9,679,907
$9,917,213
$10,135,496
$10,136,805
$10,681,542
Contributions
$147,727
$116,257
$154,213
$105,300
$106,451
Disbursements
($299,695)
($291,065)
($315,265)
($268,617)
($292,225)
Interest
$389,274
$393,092
$461,530
$408,054
$677,814
Ending Balances
$9,917,213
$10,135,496
$10,436,805
$10,681,542
$11,173,582
The Trust Funds disbursed over $1.47 million in the past five years, as shown above. The
Hospital Trust Fund continued to provide aid through the Reading Response Program, which
provides skilled health care services, respite care, medical transportation, and Lifeline
Emergency call systems to Reading residents who meet specific health and income guidelines.
Respectfully submitted,
Sharon Angstrom, CPA
Finance Director/Town Accountant
45
Ending
Ending
Ending
Ending
Ending
1 -year
Balance
Balance
Balance
Balance
Balance
Change
FY 2017
FY 2018
FY 2019
FY 2020
FY 2021
Cemetery
$4,419,110
$4,566,581
$4,806,780
$4,955,931
$5,199,821
4.7%
Hospital
$4,529,404
$4,573,768
$4,665,009
$4,729,808
$4,936,037
4.2%
Library
$66,397
$69,013
$72,182
$75,029
$79,825
6.0%
Scholarships
$166,477
$188,281
$169,082
$163,956
$162,294
-1.0%
Veterans Memorial
$117,066
$120,701
$120,987
$124,812
$126,881
1.7%
Downtown Imp
$49,035
$51,241
$53,595
$55,698
$59,255
6.4%
Celebration
$42,286
$41,453
$20,381
$35,724
$38,028
6.4%
Historic Preservation
$82,286
$85,727
$88,651
$94,633
$100,815
6.5%
Elder Services
$428,012
$429,540
$433,765
$443,527
$465,041
4.9%
Loans
$19,202
$16,008
$6,375
$2,424
$5,607
+56.7%
Respectfully submitted,
Sharon Angstrom, CPA
Finance Director/Town Accountant
45
BOARD OF ASSESSORS
The mission of the Reading Assessment Department is to provide fiscal stability by promptly,
fairly and equitably determining the valuation of all real and personal property located in the
Town of Reading. The Assessment Department is obligated under law to assess all property at
its full and fair market value as of January 1 of each year for the purpose of taxation. This is
accomplished through the maintenance and administration of all property tax data records. In
addition, the department also administers motor vehicle excise tax, real, personal and motor
vehicle excise tax abatements, and all statutory tax exemptions as allowed by law.
Our staff is comprised of an appointed three-person board and three full-time employees.
Board of Assessors:
Office Staff:
Michael Golden, MAA, Chairman
Victor P. Santaniello, MAA, Dir. of Assessments
Brenden Zarechian
Phil Canniff, Assistant Appraiser
Cheryl Moschella
2 Clerks
During the past year, the major activities undertaken by the Assessor's office include:
• Provided online access to our property record database via the internet.
• Conducted a state mandated interim revaluation of all properties.
• Reviewed and adjusted properties to reflect updated market conditions.
• Completed a revaluation of all personal property accounts and canvassed town for
new accounts.
• Maintained and updated all real estate and personal property tax records.
Administered Reading Senior Circuit Breaker Program.
Special projects and future goals of the Assessment Department include:
• Manage ongoing state -mandated data recollection effort.
• Continue review and update of valuation neighborhood designations.
• Continue ongoing sales verification questionnaire mailing program.
• Implement new and efficient office policies and procedures as required.
• Maintain supplemental assessment program as required by state law.
• Update existing tax maps.
• Make select state tax forms available via the internet.
• Increase public awareness relative to assessing and exemptions.
FISCAL YEAR 2021 TAX RATE SUMMARY
Total amount to be raised
$123,277,501.96
Total estimated receipts
$44,436,574
Residential Tax Rate: $13.81
Commercial Tax Rate: $14.06
Real Property Valuation
$5,669,723,885
Personal Property Valuation
$51,312,450
Total valuation of taxable property
$5,721,036,335
Total real estate tax
$78,119,474.91
Total personal property tax
$721,453.05
Tax levy
$78,840,927.96
46
MINIMUM RESIDENTIAL FACTOR COMPUTATION - FY2021
FISCAL YEAR 2021 RECAP SUMMARY PAGE 1
Full and Fair Cash Value
Property
Class
Levy Percentage
Valuation by
Class
Tax
Rates
Levy by
Class
Residential
92.7977%
$5,317,069,692
13.81
$73,161,156.96
Exempt
-
-
-
$51,312,450
Open Space
0.0000%
0
100.0000%
Minimum Residential Factor
MRF
Commercial
6.0850%
$341,299,293
14.06
$4,798,668.06
Exempt
-
-
-
-
Industrial
0.2025%
$11,354,900
14.06
$159,649.89
SUBTOTAL
99.0852%
$5,669,723,885
-
$78,119,474.91
Personal
0.9148%
$51,312,450
14.06
$721,453.05
TOTAL
100.0000%
$5,721,036,335
-
$78,840,927.96
MINIMUM RESIDENTIAL FACTOR COMPUTATION - FY2021
Class
Full and Fair Cash Value
Percentage Share
1. Residential
$5,317,069,692
92.9389%
2. Open Space
0
0.0000%
3. Commercial
$341,299,293
5.9657%
4. Industrial
$11,354,900
0.1985%
5. Personal Property
$51,312,450
0.8969%
TOTALS
$5,721,036,335
100.0000%
Minimum Residential Factor
MRF
.998481
Shift: 1.02
47
ASSESSMENT/CLASSIFICATION REPORT
— FY2021
Property Type
Parcel
Count
Class 1
Residential
Value
Class 3
Commercial
Value
Class 4
Industrial
Value
Class 5
Personal Prop.
Value
101
6,587
$4,315,605,600
102
1,462
$611,513,800
Misc.103,109
12
$9,091,700
104
304
$189,880,000
105
23
$16,066,200
111 -125
35
$146,298,402
130-132,106
202
$8,037,400
300-393
190
$327,145,600
400-452
15
$11,354,900
Ch.61 Land
1
$521
Ch.61 A Land
0
0
Ch.6113 Land
2
$1,357,462
012-043
27
$20,576,590
$12,795,710
501
147
$5,837,160
502
163
$9,830,950
503
0
$0
504,550-552
3
$22,325,490
505
1
$10,862,600
506
1
$1,167,300
508
4
$1,288,950
TOTALS
9,161
$5,317,069,692
$341,299,293
$11,354,900
$51,312,450
REAL & PERSONAL PROPERTY TOTAL VALUE
$5,721,036,335
TOTAL VALUE OF ALL EXEMPT PROPERTY
389
$353,234,200
47
LOCAL EXPENDITURES
Total appropriations
$121,773,654
Other Local Expenditures
$0
Snow and ice deficit / Overlay deficits
$0
Allowance for abatements and exemptions
$760,075.96
Total state and county charges
$702,882
Total cherry sheet offsets
$40,890
Total of appropriations andex enditures
$123,277,501.96
ESTIMATED RECEIPTS AND AVAILABLE FUNDS
State cherry sheet estimates
$14,570,888
Ma school bldg. auth
$0
Local estimated receipts
$9,676,584
Enterprise funds
$16,713,720
Free cash
$2,447,000
Other available funds
$1,028,382
Offset receipts
$0
Total:
$44,436,574
BETTERMENTS, SPECIAL ASSESSMENTS & LIENS
STATUTORY EXEMPTIONS
Total Committed Amounts by Category
Clause
FY 2020
FY 2021
Hardship 5 - 18
$2,829.45
$3,092.99
Deferral 5 — 4 1 A
$0
$7,341
Elderly 5 — 4 1 C
$26,000
$24,000
Veterans & Surviving Souses 5
— 22 a- $171,437
$130,016.67
Surviving Souses 17D
$525
$875
8-58
$0
$0
Blind 5 - 37
$6,000
$6,000
Reading Senior Circuit Breaker
$259,409
182 Granted
$270,300
176 Granted
BETTERMENTS, SPECIAL ASSESSMENTS & LIENS
Category
Total Committed Amounts by Category
Light Liens
$12,445.01
Sewer Liens
$120,111.58
Water Liens
$116,457.92
Storm Water
$9,670.67
Sewer Betterments
$1,941.48
Various Interest
$49,174.87
Sewer Pipe Maintenance Lien
$0.00
Total Committed
$302,113.49
Motor Vehicle Excise (Comm. 1-5)
24,210 Bills $3,956,709.35
Respectfully submitted,
Board of Assessors
48
PUBLIC SAFETY
FIRE DEPARTMENT
The Reading Fire Department is responsible for four major functions: fire suppression, fire
prevention, the emergency medical system and emergency management. This Department is also
responsible to coordinate and apply for all reimbursements for State and Federal disaster
declarations.
COVID-19 made 2021 a challenging year and impacted all our operations. Simultaneously, we
developed and implemented procedures and policies for our operations ranging from routine fire
response, routine emergency medical treatment and policies and procedures for the treatment and
transportation of COVID-19 positive patients. In addition, we also developed and implemented
plans and provided staffing to operate large community wide vaccine clinics.
The Fire Department has 52.5 full time employees and 3 part-time employees who maintain the
municipal fire alarm system. Administrative functions are performed by the Fire Chief,
Assistant Fire Chief, Fire Prevention Officer and Department Administrative Assistant. There are
four Firefighting groups. Each group has a Captain, Lieutenant and 10 Firefighters and their
primary focus is on the delivery of emergency services, training and routine fire prevention
inspections. Each day the on duty group staffs two engines, a ladder truck and an ambulance.
The Reading Fire Department provides emergency medical treatment to sick and injured patients
at the Advanced Life Support level (ALS) of care. This is the highest level of pre -hospital care
available and we are continually expanding this program as the budget permits.
Emergency management has been in the forefront this year as we have been organizing and
providing staffing for COVID-19 vaccine clinics. The primary goal for Emergency Management
is to identify areas of vulnerability to the community, to prepare for all disasters whether natural
or manmade, to coordinate the response of a wide range of agencies and assist in the recovery
phase. A secondary goal is to ensure the Town of Reading is in compliance with all Federal and
State requirements to enable the community to remain eligible to receive reimbursement for
Federal and State disaster declarations.
Emergency Activity:
In 2021 our emergency call volume increased 9.2% from calendar year 2020. In 2021, the Fire
Department responded to 4,248 emergency calls for assistance. Of the total emergency
responses, 2,238 involved some level of emergency medical response. EMS responses increased
16% over 2020 levels. In 2021 we responded to 29 structure fires. Of these structure fires, two
were multiple alarm fires that required mutual aid from our surrounding communities. A review
of our Massachusetts Fire Incident Report data indicated we responded to 8 fires in mobile
equipment and 24 outside fires. All of these fire incidents were required to be reported to the
State Fire Marshal's office.
49
Significant Events:
On Thursday, March 18, 2021, at 11:58 A.M. Firefighters responded to Dragon Court for a
reported structure fire. The fire building was actually located in Woburn. Upon arrival a large
garage that was attached to a home was fully involved in fire. Woburn Firefighters were just
arriving on scene. Due to the intensity of the flames, fire extended from the garage into the
attached home as both Reading Firefighters and Woburn Firefighters, with the assistance of
mutual aid companies, fought the fire. This fire required 3 alarms to bring under control.
On April 13, 2021 at 4:57 A.M. fire broke out at the Meadow Brook Golf Clubhouse. This
building was fully involved upon arrival, both on the first floor and attic spaces. Because the
building was under construction, the fire sprinkler system was not operational. This fire required
3 alarms to bring under control.
A joint investigation into the cause and origin of the fire by the Reading Fire Department,
Reading Police Department and Massachusetts State Police Troopers assigned to the State Fire
Marshal's Office was implemented. This investigation determined the cause of the fire was
unintentional, caused by the improper storage and disposal of oily rags.
On Tuesday, May 18, 2021 the State Fire Marshal Peter Ostroskey came to the Reading Fire
Department to present Captain Scott Myette, Captain Mark Dwyer (Ret.), Lt. Paul Dalton, FF
Robert Beck (Ret.), FF Derek Loftus, FF Thomas McCarthy, FF Robert Forsey, FF Eric Bagby,
FF Brian Roche and FF Steven DeBay citations from the Governor's office for the Firefighter of
the Year Recognition for their actions at the 1 High Street Fire. Because the awards ceremony
was a virtual event this year, the Marshal wanted to give out the certificates in person.
Assistance to Firefighters Grant:
We are in the third year of receiving funding from a Staffing for Adequate Fire and Emergency
Response (SAFER) Grant. This is a Federal grant program that was created to provide funding
directly to fire departments to help increase the number of trained, front line firefighters
available in their communities. The grant pays for a portion of the community's cost to hire
additional Firefighters. The grant period is for three years and under the terms of the grant,
FEMA will pay the Town of Reading 75% of the cost of 4 Firefighters for 2 years and 35% of
the cost of 4 Firefighters for third year. The total Federal share of the grant is $604,839. As of
December 2021, the Town has received over $549,370 in Federal funds from this grant.
Emergency Medical Services:
The Reading Fire Department provides an Advanced Life Support Level (ALS) of care to the
community and this allows Reading Firefighters to treat patients with a wide variety of
medications and sophisticated treatment techniques. This level of care is essential to patients
who are experiencing a medical emergency that is an immediate threat to their lives. Our
emergency medical program is managed by our EMS Coordinator Firefighter Joseph Lapolla and
our EMS Liaison Jonathan Dyer. We receive clinical oversight and direction from Dr. Alec
Walker from Melrose Wakefield Hospital.
In 2021 we responded to 2,238 emergency medical responses. This is an increase of 16% from
2020 levels. Our EMS Coordinator and EMS Liaison continually review the information
50
provided by the Center for Disease Control to ensure the public and our Firefighters continue to
respond safely to COVID-19 positive and suspected positive cases.
In Fiscal year 2021 we collected $737,534 in ambulance revenue and this is a decrease from
2020 levels. Ambulance revenue received for medical treatment is variable based upon the
patient's insurance coverage, level of treatment and the services provided. Below in Figure 1 is
a graph of ambulance revenue from Fiscal Years 2014 through 2021:
Figure l
Emmency Management:
Emergency Management is an active segment of the Department. Housed within Reading's
Emergency Management System are three components, Emergency Management, the Local
Emergency Planning Committee and the North East Homeland Security Region (NERAC).
NERAC is one of the 5 Massachusetts homeland security regions created by the Executive
Office of Public Safety.
The Town's capability to respond to a large scale emergency incident has been tested with the
COVID-19 pandemic. Emergency Management has been involved in setting up the incident
management structure that coordinates the Town's response to the incident. This structure uses
the national incident management system as a framework to set goals, manage personnel,
equipment and supplies. This has given the Town the ability to plan, coordinate and implement
several programs such as large scale mask distributions, large scale vaccination clinics, the
ability to track costs and purchase and distribute personnel protective equipment.
The vaccination of Reading residents and employees was our largest achievement this past year
in Emergency Management and Emergency Medicine (EMS). From January 13, 2021 to June
30, 2021 we organized and staffed 28 separate vaccination clinics and vaccinated 1,131 residents
and employees. This was done with the assistance and participation of Elder and Human
Services and Public Health all in accordance with the Governor's directives. Many of those
vaccinated were over 65 and had health concerns. Our vaccination program visited our elderly
housing complexes and vaccinated those residents in their community rooms. We also
developed a list of frail elders who were not able to leave their homes. Because it was very
difficult for these frail elders to leave their homes, we vaccinated these residents in their homes.
51
On July 13, 2021 Emergency Management assisted with the evacuation of the apartment building
located at 625 Main Street. This building was evacuated because the electrical system was
damaged by water and significant repairs were needed that would take several months.
Emergency Management worked with the building owners, the Red Cross, Salvation Army and
several Town Departments to assist residents with temporary housing.
Federal and State legislation requires every community in the country to have a Local
Emergency Planning Committee (LEPQ or to be part of a regional planning committee. The
LEPC identifies areas where the population is most at risk from a hazardous materials release,
facilities and transportation routes that contain hazardous materials and resources that would be
used to mitigate an incident.
To pool resources the Town of Reading has joined with other communities and formed the
Mystic Regional Emergency Planning Committee. The Mystic Regional Emergency Planning
Committee has grown to twenty five member communities and is designed to facilitate the
sharing of resources in the event of an emergency. The Mystic Regional Emergency Planning
Committee has achieved Full Certification Status by the Massachusetts Emergency Management
Agency.
The Reading Fire Department has developed a Hazardous Materials Emergency Plan to meet
both Federal and State statutory planning requirements. For the Town of Reading the Fire Chief
is the Local Emergency Planning Committee Chairman.
Keeping current with State and Federal requirements is required to remain eligible for
reimbursement of expenses when a Presidential Disaster Declaration is granted. Since 2001
Emergency Management has recovered $1,784,486 in reimbursable costs from Presidential
Disasters. Below in Figure 2 is a graph of reimbursement received from FEMA from Fiscal
Years 2001 through 2021:
FEMA Reimbursements
400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
o44. o44. o44. a��� a��� o4'4 o4'4 o4'4 o44 o44 0���,
Figure 2
52
Fire Prevention:
All Department personnel perform fire prevention duties. More complex and technical fire
prevention duties are assigned to the Day Officer. This position is staffed by Captain Richard
Nelson and he is responsible to ensure all life safety systems for new construction and
renovations are designed and installed properly. This requires pre -construction meetings, plan
review, code research and continual site visits to ensure proper installation. In 2021 the
Department conducted 900 inspections and monitored several building renovations. Major
projects include 22 Gould Street, 16 Taylor Drive and 269 Main Street.
For existing buildings, the Day Officer is responsible to ensure all life safety systems are
maintained properly. Other areas of responsibility include ensuring the safety and code
compliance of flammable and combustible product storage.
Regional Initiatives:
Captain Richard Nelson and Firefighter Scott Dole are both active members of the Northeast
Technical Rescue Team. This is a highly trained team with specialized tools and training
designed to handle a wide range of rescue operations to safely remove victims trapped or injured
in: confined spaces, trench collapse, high angle, wide area search and building collapse.
Firefighter Stephen Pelrine is an active member of the Massachusetts District 2 Hazardous
Materials Team. This team is highly trained and responds regularly to a wide variety of
hazardous material releases, and potential releases, to support and assist local Fire Departments
throughout the State and region.
SAFE and Community Education:
Our community education program consists of our school based SAFE Program and the Senior
SAFE Program. Funding for these programs is provided by two State grants that total $7,961.
Firefighter Ryan Buckley coordinates our school SAFE program and Lieutenant Paul Dalton
coordinates our Senior SAFE program.
The S.A.F.E program is funded by a $5,281 grant and features Reading Firefighters who are
trained as S.A.F.E educators. These Firefighters visit each school classroom of Kindergarten
through grade 2 to deliver the fire safety and anti-smoking message. Firefighters use a specially
designed trailer that is shared by the Metrofire District to present a very real fire scenario to the
students. Using this training aid, the children are taught lifesaving skills in a controlled setting
that is not possible to duplicate in the classroom.
Our Senior SAFE program is designed for senior citizens and is funded by a $2,680 grant.
Statistically, seniors have a high rate of fire injuries and our program has been designed to
increase the safety of this population.
Fire Alarm:
The municipal fire alarm system in Reading is in good condition. This is a direct result of the
planning, care and maintenance given to the system by our dedicated Fire Alarm Technicians,
Brian Ryan, Bruce Ayer and Michael Holmes. When appropriate, we are connecting new and
remodeled buildings to the municipal fire alarm system to ensure a rapid response to an incident.
53
In addition to servicing and maintaining the municipal fire alarm system, our Fire Alarm
Technicians put up and take down the Town of Reading's flag display and Christmas decorations
on the decorative light poles in Reading Square. These displays take a considerable amount of
time to install and remove.
Personnel:
Lieutenant Daniel Pouliot was promoted to Captain to fill a vacancy. Firefighters John Keough
and Paul Dalton were promoted to Lieutenant. We hired Christopher Hunt and Maxwell Madden.
Captain Paul Guarino retired after a successful 34 year career.
Conclusion:
Managing and responding to the COVID-19 pandemic has been challenging at all levels of the
Department. Throughout this period Department members have provided high levels of service
to the residents of Reading. Over the last year we have striven to make advancements in all
areas of the Department. We have increased the level of training for our personnel, introduced
new technology and equipment and aggressively pursued resources through public safety grants.
The Advanced Life Support Program has been expanded to all fire apparatus and continues to
provide Reading residents with the highest level of emergency medical care in this area. The
condition of our fire apparatus is excellent and this increases our efficiency and capability at the
scene of any emergency.
I would like to thank all Town Officers, Boards, Departments, members of the Reading Fire
Department and especially the citizens of Reading for their continued high level of support and
assistance.
Respectfully submitted,
Gregory J. Burns
Chief of Fire Department
54
READING FIRE DEPARTMENT ROSTER
Chief of Department
Gregory J. Burns
Assistant Chief:
Paul D. Jackson
Captains:
Peter L. Marchetti Scott Myette
Garrett Antanavica Daniel Pouliot
Richard L.S. Nelson
Lieutenants:
Eric Blackman Anthony Delsignore Paul Dalton
Brian Ryan John Keough
Firefi h
Stephen Pelrine
Ryan Buckley
Nicholas DeRoche
Stephen Murphy
Joseph Lapolla
Ashely Auld
David Robidoux
Paul Damocogno
Adam O'Doherty
David Gentile
David Ferreira
Markendy Vernet
Michael Wood
Steven Binari
William Madden
Scott Dole
Robert Loring
Steven DeBay
John Jenks
Robert Drake
Alexandra Pizzimenti
Paul Roy
John Messer
Christopher Hunt
Derek Loftus
Robert Forsey
Maxwell Madden
Dana Ballou
Eric Beaulieu
Thomas McCarthy
Brian Roche
Sean Devlin
Jonathan Dyer
Bruce Ayer
Christopher Smith
Administrative Assistant
Karen Hammond
*Hired to fill vacancy Resigned "Retired
Fire Department Statistics for 2021
Permit Fees collected (FY 21)
$24,735
Ambulance Fees Collected (FY 21)
$737,534
Total Emergency Responses (CY 20)
4,248
Emergency Ambulance Calls (CY 20)
2,238
Inspections (CY 20)
900
55
POLICE DEPARTMENT
The Reading Police Department is committed to providing the highest level of public safety and
service to the citizens and businesspeople within the community. The members of the
Department are empowered to enforce the laws of the Commonwealth of Massachusetts and
Bylaws of the TOWN OF READING to ensure that the peace and tranquility of our
neighborhoods are maintained, and that crime and the fear of crime are reduced. We emphasize
and value integrity, honesty, impartiality, and professionalism from our members in order to
create an environment that values differences and fosters fairness and flexibility in our mission.
We encourage citizen input and interaction that will assist us in developing sound partnerships
between the community and police. Working together we can protect our future and enhance the
quality of life for everyone within the town.
This report summarizes the participation, activities, sponsorships, enhancements,
accomplishments, and other notable events of the Reading Police Department in Calendar year
2021.
Personnel Changes:
The following personnel changes and adjustments were experienced by the Police Department in
calendar year 2021.
January 2021
■ Noah Clark was hired as a police officer. Officer Clark was already academy trained and
after a brief training period began to work in patrol.
■ Dispatcher Kelsey Good resigned as a public safety dispatcher with just under two years
of service to the department and was hired as a police officer and attended the MBTA
Regional Police Academy.
March 2021
■ Lieutenant Christine Amendola was promoted to Deputy Chief of Police.
May 2021
■ Officer Sean Wilson left after 15 years of service.
■ Sergeant Christopher Jones was promoted to the rank of Lieutenant.
■ Lorrin Taliaferro was hired as a Public Safety Dispatcher.
June 2021
■ Robert Smith was hired as a police officer. Officer Smith was already academy trained
and after a brief training period began to work in patrol.
■ Shiloh Clark was hired as a police officer. Officer Clark was already academy trained
and after a brief training period began to work in Patrol.
July 2021
■ Benjamin Moffett was hired as a police officer and attended the MBTA Transit
Academy.
56
■ Sammy Salkin left the position of Outreach Coordinator for the Reading Coalition for
Prevention and Support after working in that position for 2 years to pursue her master's
degree.
September 2021
■ Officer Zachary Fontes left from the Reading Police Department after 4 years of service
to pursue a job in the private sector.
■ Officer Andrew Kirwan left the Reading Police Department after 4 years of service to
pursue a career with the FBI.
October 2021
■ Sergeant Patrick Silva was named as the Civil Rights Officer for the Reading Police
Department.
■ Krystal Mellonakos-Garay was hired as the Outreach Coordinator for the Reading
Coalition for Prevention and Support.
December 2021
■ Officer Guivenson Brizard was hired as a police officer. Officer Brizard was already
academy trained and after a brief training period will begin to work patrol.
Awards, Recognitions and Other Noteworthy Events:
November 2021
■ AAA Southern New England presented the Reading Police Department with The Gold
Award of Excellence which recognizes achievements in traffic safety.
■ Officer Sal Lavita received the Traffic Hero Award for his commitment to traffic safety
in the Town of Reading.
Patrol Division:
The Reading Police Patrol Division is the core of policing services in the Town of Reading. The
Patrol Division falls under the command of Lieutenant John T McKenna during daytime
operations and Lieutenant Kevin M Brown Jr. during nights. The Patrol Division is comprised of
2 Sergeants and 8 Patrol Officers during the day: and 5 Sergeants and 13 Patrol Officers on
nights. It currently operates 11 total marked vehicles; 7 Ford Police Interceptor's; (7 Marked
Patrol cruisers, 2 SRO cruisers and 1 Safety Officer Cruiser), 2 Chevy Tahoe's (1 Patrol
Supervisor Unit and 1 Low -Profile Unmarked Command unit). There is also 1 Crown Victoria
and an unmarked Ford Expedition used for details. A newly acquired marked Chevy Silverado
Pick-up is unassigned and will be used for special events and/or transporting equipment and
other resources. In addition to standard patrol vehicles, the Reading Police Department's Patrol
Division also uses 4 pedal bikes and from time to time will augment patrol as well as unmarked
units.
The Patrol Division is the most visible section of the Police Department and provides continuous
around the clock service to both residents and visitors to Reading. They are the uniformed
officers who provide the first line of defense for the public's safety. Every law enforcement
Patrol Officer is committed to protect life and property, uphold the civil rights of individuals,
preserve public peace, provide citizen assistance, enforce criminal and motor vehicle laws, and
57
respond to emergency situations. These men and women are dedicated and committed
professionals who place their lives and well-being in jeopardy for the citizens of Reading on a
daily basis.
The Patrol Division Officers are responsible for; enforcing state and municipal laws and
regulations designed to protect life and property; maintain order in an assigned sector or beat;
patrol the community to preserve the peace and to prevent crime; take criminal reports and
interview witnesses and suspects; apprehend fugitives and criminals; collect evidence and give
testimony in court; conduct investigations for all misdemeanor and many felony cases; direct
traffic, issue traffic citations, investigate motor vehicle crashes and make arrests; participate in
crime prevention, public information and safety programs. Patrol officers maintain closer
contact with the public than any other section of the police department.
Most likely, the first person the public meets will be the uniformed Patrol Officer. The men and
women of the Reading Police Department's Patrol Division take great pride in serving the
citizens of Reading. The Patrol Division is the backbone of the police department. In 2021, the
Patrol Division issued 977 moving violations, made 72 arrests. Of this, 31 were operating under
the influence of alcohol and or drugs. filed 205 criminal complaint applications and answered
20,417 calls for service throughout the Reading Community.
A total of 1,498 reports were written and 336 motor vehicle crashes were investigated. The
Patrol Division responded to 1,008 alarm calls, 219 suspicious person calls and 122 suspicious
motor vehicle calls.
The Patrol Division is responsible for managing many quality -of -life issues. In 2021 the division
responded to 588 mental health related calls, 72 calls for suicide attempts and threats to commit
suicide, 15 overdoses, 134 calls involving alcohol, 51 protective custody, 90 calls involving
drugs. The division responded to 17 calls for missing adult persons and 6 calls for missing
juveniles, filed 19 orders with the Department of Children and Families as required by MGL ch-
119-s51A for child abuse and or neglect. Officers responded to 233 domestic assistance and 104
domestic disturbances. Officers used de-escalation tactics a total of 37 times.
The Reading Police Department also maintains specialized units functioning within the Patrol
Division. Two of these are the Mountain Bike Operations Team and the Rapid Response Team
which are overseen by the Day Shift Patrol Division Commander.
The Mountain Bike Unit is comprised of 8 Officers who operate the 4 pedal bikes, which work
on various shifts. These Officers are able to respond quickly to areas differently from the
traditional response vehicle and also offers another level of Community Service by being in the
public view on an additional plane.
The tactical professionals of the Rapid Response Team (RRT) are Patrol Officers who are part of
Northeastern Massachusetts Law Enforcement Council (NEMLEC). These officers are activated
into a team with other surrounding cities and towns on a moment's notice. These Officers have
further expertise designed to assist, access, and mitigate extremely volatile situations by making
use of specialized equipment and additional manpower. The Reading Police Department
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currently has one Patrol Officer as a member of NEMLEC RRT and one Dispatcher as a member
of NEMLEC's IMT Team.
Each section of the Reading Police Department is designed to work separately and augment the
other departments to achieve the collective goal of maintaining a safe community. This is
achieved by regular operations of all divisions and delivering customer service via daily
interactions with the public and utilization of community policing initiatives.
Detective Division:
The Detective Division is the liaison of the Police Department to other law enforcement agencies
including other local police departments; the Massachusetts State Police; the Registry of Motor
Vehicles; the Attorney General's Office; and the County District Attorney's Office along with
the Reading Public Schools, Austin Preparatory School as well as the Northeast Regional
Vocational School in Wakefield.
Outlined are a number of activities the Detective Division was involved in for 2021.
■ The Detective Division handles all court matters including processing the court
paperwork for all arrests, summons, hearings, restraining orders, citation appeals, any
other pertinent issues that deal with the court and participates in criminal hearings with
the clerk magistrates. The court prosecutor is involved in prosecuting all crimes including
misdemeanors, felonies and civil fines, conducting hearings both on criminal, civil and
motor vehicle hearings with clerk magistrates at Woburn District Court. The Division
makes all officer notifications for court appearances, gives information on the status of
on-going cases. In addition, the Division is responsible for all discovery requests by the
Commonwealth and Defense, which requires a significant amount of time to compile. All
juvenile cases that meet the standard for diversion are monitored to make sure all of the
obligations set forth for the juvenile are met.
■ Major Crimes the Detective Division investigated this past year included Sexual
Assaults/Rapes, B&E's, Larcenies, Sudden Deaths/Suicides/Overdoses, Child
Enticement, Missing Person, Possession of Child Pornography, Narcotic Investigations,
multiple reports from DCF, Frauds, and Cyber -Crimes. In addition, the Detective
Division reviews all patrol reports, and conducts investigations on numerous other types
of crimes.
■ The Detective Division Commander, and the appointed Evidence Control Officer are the
custodians of and accountable for the control of all property retained as evidence and
stored in the department's Evidence Room.
■ The Detective Division registers and monitors all Level 1, 2 and 3 Sex Offenders that live
and/or work in Town. In addition, Detective's makes the required community wide
notifications.
■ The Detective Division reviews all new/renewal or change in manger applications for
Alcohol Licenses or any modifications for existing licenses. Over the past several years
as the town's business district as has grown, the number of license applications, license
transfers, and change in manager applications has increased substantially.
■ Detectives conducted alcohol surveillance patrols of licensees to monitor underage
drinking violations throughout the year. Compliance checks were not conducted due to
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the pandemic. Since police compliance checks were launched in 2008, the average pass
rate is 97% for local liquor establishments.
■ The SROs continue to be involved with "Community Based Justice" which brings all
interested parties together to discuss current student issues which are involved at some
level with the court system.
■ The SRO's and Detective Division held limited ALICE (Alert, Lockdown, Inform,
Counter, Evacuate) trainings with all school personal due to the pandemic. As this
program has become more established in the school system, the schools are taking on
more responsibility in conducting these exercises on their own.
■ A Detective continues to work with FBI to their, "Organized Crime Drug Enforcement
Task Force". With this assignment, he works on numerous high-level narcotics
investigations both locally and nationally.
■ A Detective serves as a member of the Southern Middlesex Regional Drug Taskforce.
Conducting narcotics investigations within Reading as well as surrounding communities
■ In January of 2014 the Detective Division activated the Reading Police Department's
Facebook. We currently total to 6,914 followers. In addition, the Division has been
maintaining the Department's Twitter page. The Twitter page currently has ll.1K
followers. In 2016 our Twitter account was "Verified" through Twitter. The verification
is used to establish authenticity of identities on Twitter and helps users discover high-
quality sources of information and trust that a legitimate source is authoring the account's
Tweets. This accomplishment is highly sought after and difficult to obtain. Besides those
that follow us directly, our messages get shared to thousands more on a regular basis.
These pages allow the Department to get important public safety information out quickly
including information on; road closures, special events, press releases, weather related
concerns, Level 3 Sex Offender notifications, and safety tips. We have seen a significant
increase in communication with citizens and other agencies contacting us through these
sites.
■ Detectives processed 109 anonymous tips via the Department's Text -a -Tip program in
2021. The Tip411 program is provided by Citizen Observer to ensure communication is
anonymous and encrypted throughout the exchange with Reading Police. Crime tips were
related to drug activity, domestic violence, juvenile protection, school safety, unlicensed
firearms, animal protection, noise complaints, impaired driving, cyber -crimes,
harassment, neighborhood concerns, and traffic safety.
■ Each SRO is assigned to a NEMLEC STARS team.
■ The SRO's participated in classes regarding substance use at High school level with the
coalition, and social media, behavior/safety and bullying at middle and elementary.
■ The SRO's participated in monthly Reading Coalition for Prevention & Support Advisory
Board meetings and special events.
■ Detectives worked in conjunction with Reading Coalition to collect and properly destroy
prescription drugs through the "RX Round -up" program.
■ Detectives are responsible for compiling crime statistics for numerous types of reports
and grant obligations throughout the year.
■ Members of the Detective Division attended many training programs in the areas of,
cybercrime investigation, search warrant preparation, domestic violence, drug and
narcotics investigatory techniques, legal updates, and prosecution.
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■ The SRO's received their official certification by the MPTC in September 2021 in order
to meet new standards set forth by the police reform bill.
■ The SRO's received CSTAG (comprehensive school threat assessment guidelines)
certification level 1 and 2.
■ Lt. Det. Abate represented the Detective's Diversion to present diversion highlights at the
Middlesex DA Eastern Opioid Task Force in December.
■ Background investigations were conducted for new Officers and Dispatchers
Detective Criminal Investigations =111
Reading Coalition for Prevention & Support, formerly Reading Coalition Against
Substance Abuse (RCASA):
The Reading Coalition for Prevention & Support mobilizes community partners, residents and
youth to build collaborative approaches and reduce youth substance abuse. Learn more at
www.reading.kl2.ma.us/communily/readinacoalition
The Coalition falls under the Detective Division of the Police Department and works closely
with police, town and school liaisons to carry out their work. The Coalition Director and
Outreach Coordinator are the primary staff and work closely with a 24 -member Advisory Board.
The Reading Coalition Advisory Board met monthly to:
■ Exchange and share information that will enhance our community approach to substance
abuse prevention and mental health promotion.
■ Supply Reading Coalition staff with feedback on activities, projects and emerging
initiatives.
■ Spread the word about coalition resources and events
The coalition is guided by three major goals. Progress on each goal is tracked annually and in
benchmark increments of five years.
Goal 1: Establish and strengthen collaboration among the Reading Coalition's partner
organizations in support of the community's effort to prevent and reduce youth substance use
Goal 2: Reduce substance misuse among youth in Reading, MA
Goal 3: Promote mental health in Reading, MA
Outlined are a number of activities the Reading Coalition was involved in for 2021:
The Coalition looks forward to the inclusion of a new staff member in 2022. The Public Safety
Clinician position was funded in 2021 with the support of town meeting. Following the
announcement of funding, the Coalition Director worked with the Chief of Police, Town
Manager and Human Resources to conduct research in peer communities, compile a job
description, consult with department heads, grade the position and finalize the job posting. The
job posting was released at the end of 12/2021.
Programs coordinated by the Coalition within the Police Department include the Crisis
Intervention Steering Committee (CIT) Team Follow -Up Program, Interface Referral Service
(operated by William James College), Tip411/Anonymous Text a Tip Program (operated by
Citizen Observer) and the Rx Round Up for medication collection.
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The Rx Round Up program resumed in February of 2021. The Reading Coalition procured
medication dissolving packets for residents to self -dispose of medications as well as promoted
the state program. Through the MA Med Project, residents can easily request a free, pre -paid
mail -back envelope sent directly to their home for safe and secure disposal of unwanted
medications. Learn more at haps://med-project.org/locations/massachusetts/
We secured a new grant through MED -Project Massachusetts to enhance our medication
collection program. Towards the end of 2021, we installed a new medication collection kiosk.
We received an updated DEA waiver, environmental approval from the state and permit approval
from the US Dept. of Transportation. The kiosk accepts OTC, pet meds and all Rx. Signage is
posted for those that come into the station. Data collection will be converted from tracking the
number of pill bottles to weight per pickup. In 2022, we will begin using a new pick-up system
through Stericycle/UPS. Learn more about Med Project at htips://med-
project.org/locations/massachusetts/.
The Reading Coalition Annual Meeting & Making the Difference Awards Ceremony was held
on September 29, 2021. We celebrated our regional partners including Eliot Community Human
Services, Mystic Valley HUB Team, MA Department of Mental Health and Melrose -Wakefield
Inpatient Psychiatric Unit for their collaboration with the Coalition on the CIT Project.
We launched the Community Connections Series with RCTV featuring 12 local leaders that
brought people together during the pandemic. Watch the interviews at
https://www.reading.kl2.ma.us/communiiy/readingcoalition
We aided the local School District including referral consultation, program coordination and
guest presentations. Major initiatives included the Teen Mental Health First Aid Training for 11
grade students, RMHS Chemical Health Student Education Program, Health Education
Classroom presentations, SBIRT (Screening, Brief Intervention and Referral to Treatment) for
Grade 10 and staff collaboration on action teams and committees.
We joined with the City of Medford as the Mystic Valley Public Health Coalition (Medford,
Malden, Melrose, Reading, Stoneham, Wakefield and Winchester) to procure the MassCall 3
grant.
New or updated resources developed in 2021 included the Substance Misuse Coalition Resource
List, Mental Health Coalition Resource List and Helpful Services During the Pandemic Guide
for Reading.
Social media posts by coalition staff reached 7,022 users on Facebook and yielded 25,674
Twitter impressions.
The Coalition continued use of the Apricot Cloud Based Software program, administered by
Social Solutions, to track their coalition activities, meetings, and case management.
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The Coalition continued use of the Critical Incident Management System (CIMS) system to join
in the Middlesex County effort to track follow-ups for mental health and overdoses. CIMS is a
software product developed by Kelley Research Associates to support countywide police led
programs intending to document all overdose incidents within county jurisdictions and facilitate
the transition of those experiencing drug overdoses to treatment. Coalition staff is responsible for
data entry and follow-up for relevant cases.
Coalition Output = 1929 individuals reached through outreach programming (in person and
virtual):
■ 213 people were reached through our CIT Program by Coalition Staff.
0 177 Crisis Intervention Team Initial Follow-ups provided by Outreach
Coordinator related to Mental Health/Substance Use.
o Staff also provided ongoing case management to 36 people to assist with
additional support.
■ 107 residents used the Interface Referral Service from December 2020 through
November 2021 which confidentially matched Reading callers with licensed mental
health providers from an extensive database. Each referral met the location, insurance and
specialty needs of the caller.
■ Coalition Resources presentation for Reading Clergy Council
■ Coalition staff interviewed for the First Baptist Church Loneliness Series for
parishioners.
■ Coalition staff, SROs and Athletic Director hosted a Zoom to support RMHS Student
Athletes and Club Leaders in the spring of 2021.
■ Coalition staff and SROs presented "What Middle School Teens Need to Know about
Drugs & Alcohol Presentation" for Coolidge Middle School students.
■ Coalition staff hosted "What Parents of Tweens & Teens Need to Know About Drugs &
Alcohol Presentation" for Doble LeBranti staff and families.
■ Coalition staff conducted outreach at the Burbank YMCA Healthy Kids Day, Reading
Fall Street Faire and the First Baptist Church Outdoor Music on the Lawn Event
■ Coalition staff hosted two parent info sessions with Doc Wayne To Enhance Therapeutic
Support for RPS families.
■ Chemical Health Education Programming facilitated by the Outreach Coordinator and
Health Educator for Reading Memorial High School served 7 students.
■ Teen Mental Health First Aid 6 -week Series delivered by Coalition staff for 219 eleventh
graders at Reading Memorial High School.
■ Supported the Screening, Brief Intervention & Referral to Treatment Program for 10th
graders at RMHS by having the Outreach Coordinator meet with each student to share
resources on accessing support. By December of 2021, 123 students were reached.
■ Maternal Substance Misuse Presentation for the Child Development Class at Reading
Memorial High School was completed by the Coalition Director reaching 22 students.
■ RPD Roll Call group presentations were conducted by the Outreach Coordinator in June
and October to share resources and introduce staff to officers.
■ The Massachusetts Library Association Conference workshop on Mental Health
Promotion featured the Coalition Director and reached 58 adults.
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■ Healthy Outcomes from Positive Experiences Research presentations were facilitated by
the Outreach Coordinator for the Advisory Board, Mystic Valley Public Health Coalition
and Reading Public Schools staff.
■ The Reading Youth Risk Behavior Survey Highlights were presented by the Coalition
Director to the following groups:
■ Reading Public School District Leadership Team
■ Reading School Committee
■ Reading Board of Health
■ Reading Public Schools Professional Development Workshop
■ Coolidge Middle School PTO
■ Coolidge Middle School staff meeting
■ RMHS GSA Group
Committees/Action Teams that involved coalition staff included: Reading Coalition Advisory
Board, Mystic Valley Public Health Coalition (Coordinators meetings, Pandemic projects and
regional grant development), RPD Crisis Intervention Team Steering Committee, Medford
Regional HUB Crisis Team, RPS Wellness Team and the RPS District Support Team.
Learn more at www.reading.kl2.ma.us/community/readingcoalition
Support Services Division:
The Reading Police Department is here to serve the Town of Reading and we look forward to
continuing our existing efforts and are always looking for more opportunities to work with you,
our community, to address criminal activity, traffic and safety problems, quality of life, and
community development issues in the Town. The Police Department strongly promotes the
philosophy of "working with the community".
The Support Services Division is staffed with a division commander, Lieutenant Chris Jones.
The Support Services Division is comprised of the Civil Rights Sergeant, the Traffic and Safety
Officer, the Community Service Officer, the Armorer, the Parking Enforcement Officer, the
Animal Control Officer, an Administrative Assistant, Domestic Violence Advocate, and the
Crossing Guard Unit. The Support Services Division oversees all department training,
equipment, and vehicles. Lt. Jones is also the department Accreditation Manager and ensures the
accreditation policies and procedures standards are met.
Civil Rights:
In October of 2021, Sergeant Patrick Silva was selected to be the department Civil Rights
Officer. He has worked as the community liaison between the police department and the
community, particularly those citizens in protected classes who may be vulnerable to hate based
incidents or hate crimes.
■ As the Civil Rights Officer, Sergeant Silva will ensure there is accessibility of reported
hate crimes and hate based incidents data available to the public on the department
webpage.
■ The department is represented on the Human Relations Advisory Committee (HRAC) by
Sergeant Silva.
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■ Sergeant Silva reviewed the daily log for any hate crimes or hate based incidents and
investigated them in according with state and federal statutes.
■ All reported hate crimes were documented and reported to the proper State or Federal
Agencies.
■ Sergeant Silva conducted both required applicable training from the MPTC as well as
additional training in civil rights, equity, social justice, and the investigation of hate
crimes and hate based incidents for department members.
The Department sponsors or participates in a number of community events and/or programs. The
following are a number of those:
Community Service:
■ CSO O'Shaughnessy is a member of our Crisis Intervention Team, working closely with
Reading Coalition and Support to identify members of our community who could use
more follow up/continued support after a call for service.
■ CSO O'Shaughnessy is a member of the RESPOND High Risk Team which is at team
that does follow up and case management on all high risk domestic violence cases out of
Woburn District Court.
■ Under the Support Service Division, the department has a domestic violence advocate
from RESPOND, Inc, to follow up on domestic violence concerns.
■ CSO O'Shaughnessy is an active member of the town's Human & Elder Affairs
Committee, who meets monthly. She plans on scheduling her monthly lunches at the
Senior Center again when it they start serving again. This lunch provides elders a chance
to speak to the police and keep updated on certain crimes they are at risk for.
■ CSO O'Shaughnessy is part of the Dementia Friendly Reading Leadership Committee,
being an active participant in the monthly meetings. The department has completed all
training for the "Dementia Friendly" program and is an active participant in Dementia
Friendly Reading.
■ The department instructed a Rape Aggression Defensive (RAD) for women class,
training over 20 women in self-defense.
■ The Support Service Division hosted 2 blood drives in coordination with the Kraft
Family donation center for Dana Farber Research and The Brigham and Women's
Hospital.
■ The Support Services ran the Citizen's Policy Academy, which was a nine -week academy
where citizens are invited to learn about all aspects of policing here in Reading by local
officers. We had 18 graduates this class. It is a great interaction between the residents
and officers. Each participant who completes the course is offered a 2 -hour ride along
with one of our Field Training Officers.
■ Members of the department visited each elementary school and served lunches to the
children for the first time. This event was a huge success that we will continue to do on
an annual basis.
■ The department participated in the Children's Special Olympics of Massachusetts and
had the honor of awarding the recipients.
■ The division participated in the Law Enforcement Special Olympics torch run.
■ The Support Service unit participated in the Wilmington's National Night Out.
■ Support Services attended a YMCA Healthy Kids Day Event in May.
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■ Many department personnel participated in the No -Shave November and raised almost
two thousand dollars for the Home Base Foundation.
■ In November the department had its Crafts with a Cop at the YMCA. It was a great
partnership between the department and the YMCA and of course the kids have a chance
to hang out with us!
■ Support Services participated in Festival of Trees — decorating a tree and putting citations
for special treats.
■ CSO O'Shaughnessy and Officer Scouten participated in safety talks at schools/groups
for children upon request and provides tours of the police station.
■ The department did a book reading at the local Whitelam Books to children. The kids
love to attend when officers read and we hope to get back to our monthly reading when
Whitelam is able to host again.
■ Chief Clark created several specialty patches: Autism Awareness, Melanoma Awareness,
Reading Rocket, Domestic Violence Awareness, Breast Cancer Awareness and a Camo
Patch all which support various charities. CSO O'Shaughnessy manages the orders and
distribution of donation checks.
■ CSO O'Shaughnessy processes the ID cards for civilian department employees as well as
fingerprinting for Class I & II Licenses, civilian employment fingerprint requests,
License to Peddle Applicants and Livery License Applicants.
Traffic and Safety:
■ Officer Scouten is the point of contact for all town traffic enforcement concerns. Officer
Scouten will follow up on all concerns from residents with traffic complaints to ensure
officers conduct extra patrols of a specific areas, speed trailers can be set up, traffic
enforcements are performed and/or make recommendations to the town to enhance safety
on Reading's streets.
■ Throughout the year, the Department participated in the Governor's Highway Safety
Bureau's "Click -it or Ticket" program. This program is an intensified traffic
enforcement effort subsidized by a grant that targets specific traffic issues, such as seat
belt use, or impaired operation.
■ In September, the Department was awarded a grant to participate in the Governor's
Highway Safety Bureau's Pedestrian Crosswalk Safety Initiative ($3,120). The officers
stopped motorists who failed to yield to the decoy
pedestrian in the crosswalk. The campaign raised pedestrian awareness and educated the
motoring public on crosswalk safety.
• Safety Officer manages (17) members of the town's crossing guard unit, involving scheduling,
staffing, payroll, training and equipment.
■ Safety presentations were conducted for various schools, cub scouts and girl scout troops.
■ Redesigned the Joshua Eaton School Pick-up and Drop-off procedures to enhance safety.
■ Reading Police Station tours conducted for various Brownie Troops and Cub Scout
Troops.
■ Traffic assistance was provided for many town events, including: The Barrows School
Fun Run, Joshua Eaton's School Jaguar Jog, The Downtown Trick or Treat, Fall Street
Faire, Reading Friends and Family Day, and St. Agnes Christmas Eve Mass, as well as
many other private events.
■ Safety Officer Scouten is a member of the Town's Parking Traffic Transportation Task
Force. He is accountable to bring all residential and business safety or traffic concerns to
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the board. A total of 25 Work Orders were executed for new and replacement signage
throughout the town.
The Speed Alert Trailers were deployed to more than 50 locations in efforts to reduce
speeding motorists.
Attended all Design Review Team (DRT) meetings for the town to ensure safety at large
events in town or any construction project.
Armorer/Fleet Maintenance
■ Purchased and outfitted with lights, siren, radio, and computer, multiple patrol cars,
including the new RPD pickup truck used for large community events and storms.
■ Instructed the entire department on bi-annual qualifications for all lethal force firearms.
■ Assisted in development of department's first less than lethal firearms training
qualification, as well as taser qualification training.
■ Purchased all less than lethal firearms options, accessories and ammunition.
■ Firearm training staff built targets for Reading Rifle and Revolver as a thank you for
allowing the use of the range during qualifications and training.
■ Ensured the proper maintenance of all department firearms, including inspection of
rifles, zeroing in all long guns, cleaning and lubrication of all department issued pistols.
■ Ensured maintenance of all department fleet, including accident repairs, engine and
electrical issues, as well as general maintenance on patrol cars.
■ Oversaw the surrender of any firearms, as well as a smooth transition of firearms either
by disposal or transfer/inheritance to new owner.
Firearms Licensing:
■ Armorer Scott Craven processed 666 firearms licenses to include new firearms
applications and renewal applications.
■ Administrative Assistant Kate Steir assists in the processing of the License to Carry
permits.
Record Requests:
■ Administrative Assistant Kate Steir and Senior Administrative Assistant Donna Beaulieu
processed 1,153 public record requests.
Crossing Guards:
The school crossing guards are part-time, civilian personnel. Currently there are fifteen
permanently assigned crossing guards and two substitutes. They fill in when a regular crossing
guard is unable to cover his/her post. They are under the direct supervision, coordination, and
control of Safety Officer Michael Scouten. Each crossing guard plays an essential role in the
safe commute of children to and from school. They also serve as an extra set of eyes and ears for
the police department and the community as well. These crossing guards have proven to be
devoted to their duties and are a great asset to the Town of Reading.
Animal Control:
The Animal Control Officers are Beverly Milward and Kevin Nichols. They are contracted to
cover the ACO duties for Reading and several surrounding towns for animal call follow up
situations and emergency situations. The responsibilities of the Animal Control Officers include:
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■ Investigate reports of domestic animals exposed to rabies.
■ Determine if the domestic animal has or may have been exposed to a rabid animal, and if
the domestic animal has been properly vaccinated.
■ Make an evaluation of the exposure of the vaccinated animal and prescribe the
appropriate action according to state regulations.
■ Inspect residential and licensed kennels that house four or more dogs.
■ Ensure that vaccinated domestic animals receive a booster vaccination if needed, and
that the animal remains under appropriate strict confinement or isolation.
■ Contact local officials when exposed domestic animals have exposed humans.
■ Although the Animal Control Officer is not responsible for handling wildlife calls, they
evaluate such calls and assists where possible. They provide contact numbers for the
appropriate State or private agency to handle wildlife issues beyond the Town's control.
Parking Enforcement Officer:
The Parking Enforcement Officer position is currently vacant with the anticipation of hiring
soon.
Public Safety Dispatch:
The Reading Public Safety Dispatchers deliver, through communications, a lifeline for the
community, Police Officers, and Firefighters. Ten full time Dispatchers are under the direct
supervision of Head Dispatcher Victoria Avery and under the command of the Night Shift Patrol
Division Commander Lieutenant Kevin Brown. Dispatchers provide support to the Officers,
Firefighters, EMT's, Paramedics, and other ancillary personnel within the departments, as well
as outside agencies to augment emergent and non -emergent operations via radio, phone, and
computer related activities. Dispatchers receive requests for information and services, triage
based on available resources and disseminate accordingly. Dispatchers manage 911 and
administrative calls, supply Emergency Medical pre -arrival instructions when necessary, and
furnish customer service and information to the public, and provide valuable service to our
community.
The Dispatch team had positive staffing changes that brought new faces to the team, with the
staffing level now at 10.
Each year, Dispatchers participate in various trainings to expand their knowledge and present a
higher level of service.
The Dispatch section is the "face" of Reading Public Safety and in most cases, they are the first,
first -responders, and the initial interaction the public has with a Public Safety agency.
The following is the Department Roster, a statistical analysis of our enforcement efforts and a
record of revenues generated by our department for calendar year 2021.
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READING POLICE DEPARTMENT ROSTER
CHIEF OF POLICE
David J. Clark
DEPUTY CHIEF OF POLICE
Christine Amendola
PATROL DIVISION
Lt. John T. McKenna Lt. Kevin M. Brown
SERGEANTS
Mark J. O'Brien Christopher R. Picco Corey P. Santasky
Justin P. Martel Matthew C. Edson
PATROL OFFICERS
Michael R. Lee
Keith D. Hurley
Salvi A. Lavita
Ian A. Nelson
Erik W. Drauschke
Matthew J. Orr
Ka 1 n A. Balbo
Timothy L. Barrett
Benjamin J. Woodward
Stephen T. Pelland
Paul C. Peoples
Joshua P. Graciale
Cody Z. Costa
Joshua W. Griffith
Christo her M. Briere
Brian Catanzano
Maria Naco oulos
Noah Clark
Kelsey Good
Robert Smith
Shiloh Clark
Benjamin Moffett
Guivenson Brizard
Derek R. Holmes
Michael P. Fitzgerald
Brian P. Lewis
Civil Rights Officer
Sgt. Patrick Silva
Community Service Officer
Kristen O'Shaughnessy
DETECTIVE DIVISION
Lt. Det. Richard P. Abate
Detectives:
Michelle E. Halloran
Michael A. Muolo
School Resource Officers:
SUPPORT SERVICES
Lt. Christopher E. Jones
Robert J. MacHugh Jr
Matthew B. Vatcher
Traffic and Safety
Michael Scouten
Armorer/Fleet Maintenance
Scott Craven
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Reading Police Department
2021 Ancillary Personnel
Administrative Support Staff
Executive Assistant Erika S. Ballard
Senior Administrative Assistant Donna M. Beaulieu
Administrative Assistant Katherine C. Steir
The Reading Coalition for Prevention and Support
Director Erica McNamara
Outreach Coordinator Krystal Mellonakos-Garay
DISPATCHERS
Head Dispatcher Victoria Avery
Ryan Mahoney Joseph Pa notta Debra Haynes Christopher Finnegan
William McDaniel Mark Vousboukis Brad Mickle Joshua Edwards
Lorrin Taliaferro
ANIMAL CONTROL OFFICER / PARKING ENFORCEMENT OFFICER
Beverly Milward Kevin Nichols
SCHOOL CROSSING GUARDS (s=substitutes)
Cindy Asci
Valerie Alagero
Linda Burns
Jane Brissenden
Robert Dewolfe
Thomas Gardiner (s)
James Hubbard
Regina Hoell
Ann Lipchus
Santina Lantz
Marsha Leighten
Kris McNiell
Claude Miller (s)
Richard Prudente
Elaine Rostrum
Rosemary Violante
Barbara Wilson
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Service Statistics calendar year 2021:
■ Arrests
73
■ Protective Custody
30
■ Motor Vehicle Citations/warnings
708
■ Parking Violations
605
■ Detective Criminal Investigations
111
■ Automobile Crashes Investigated
430
■ Mental Health Related Calls
588
Fees Collected calendar year 2021:
■ License to Carry Permits
$
9,187.50
■ Police Reports Copied
$
0.00
■ Parking Fines
$
11,070.00
■ Administrative Fees for details
$
77,836.57
■ Community Access Stickers
$
0.00
■ Parking Space Rentals
$
31,940.00
■ Civil Motor Vehicle Infractions
$
25,752.79
■ Motor Vehicle Lease Surcharge
$
696.50
Conclusion:
To summarize our Mission Statement, we are empowered to enforce the laws of our land, but in
order to do this appropriately and adequately we have to work with the community. Providing
the community with the highest level of police service is a goal that will require dedication, hard
work and a strong commitment to and from our community.
I want to thank the citizens of our community for their support and cooperation. Working with
the community your police department will accomplish its mission.
Respectfully submitted,
David J. Clark
Chief of Police
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HEALTH DEPARTMENT
The mission of the Health Department is to educate, promote, improve, and protect the public
health and well-being of the citizens of the Town of Reading, while contributing to building a
healthy community and environment in which to live. Under the Commonwealth of
Massachusetts General Law and the U.S. Department of Health and Human Services Federal
Public Health Laws, the Health Department is mandated under a dutiful obligation to develop
and implement health policies, standards, bylaws, and regulations. The Department is also
obligated to conduct inspections and provide public health services to the community.
Public Health Overview
Despite the large amount of personnel time and expertise dedicated towards our COVID-19
response, we continue to serve our community through a wide variety of services and programs
designed to protect and promote the health and well-being of our citizens, improve their quality
of life, and provide a safe environment.
As we reflect on this past year, we feel immense gratitude and appreciation to our community
members and partners for the collaborative work that resulted in the development and
implementation of multiple effective strategies to address the COVID-19 pandemic. We
established an Incident Command Structure to guide our response 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.
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.
Functions
The Health Department enforces local, state, and federal public health laws, rules, and
regulations. The department promotes, educates, offers and enforces the following: disease and
injury prevention, immunization clinics, responses to bacterial illnesses, monitoring of disease
outbreaks, health education and prevention programs, health advisories, health and wellness
programs, nutrition and fitness information, tobacco control programs, environmental protection,
responses to health hazards, ensuring water quality, monitoring of waste disposal, investigations
into noise and air pollution, animal health, health monitoring, enforcement and ensuring of health
and safety codes, health care access, and emergency preparedness and response.
Other public health functions include enforcement of the following local, state and federal codes,
regulations and State & Federal statutes: Town of Reading Board of Health Regulations, Town
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of Reading Code of Ordinances, Commonwealth of Massachusetts Mandated Enforcement of
Massachusetts State Sanitary Code(s), Commonwealth of Massachusetts Mandated Enforcement
of Massachusetts State Statutes —Chapter 111 Public Health Laws, Commonwealth of
Massachusetts Mandated Enforcement of other Massachusetts General Laws & Statutes,
Commonwealth of Massachusetts State Mandated Requirements & Inspections, U.S. Federal
Mandated Requirements, Inspections and Trainings, U.S. Department of Health and Human
Services (HHS) and Department of Food and Drug Administration (FDA) — The 2013 Federal
Food Code, and Health Departments Other Mandated Requirements, Services & Inspections.
2021 Permitting
The Health Department issued a total of 392 permits in 2021, as follows: under Title V - Well;
under the Food Protection Program — Food Service/Retail, Temporary, Residential, Mobile,
Church, and School; under Community Sanitation - 7 Animal/Barn/Beaver, 2 Body Art, 3
Summer Day Camp, 147 Dumpsters, 126 Food, 8 Private Wells, 9 Septage Hauler, 5 Septic
Abandonment, 1 Tanning, 7 Tobacco Establishment, 12 Portable Toilets, 8 Pools, 1 Skate Rink.
Accomplishments
The department sustained a high level of public health services, maintained policies and
procedures on accountability and transparency, and executed a cost savings policy.
Community Health Services
• Maintained compliance with the Massachusetts Department of Public Health 105
CMR 300.00 "Reportable Diseases Isolation & Quarantine" requirements and
immunization clinics and screenings for reportable infectious and communicable
disease control investigation.
• Sustained Public Health Nursing services.
• Conducted multiple Influenza and COVID-19 clinics.
• Issued 972 residential vaccinations for COVID-19 and Flu combined
• Sustained Influenza vaccinations for Reading home bound residents.
• Sustained compliance with Massachusetts Virtual Epidemiologic Network (MAVEN)
which is a web -based disease surveillance and case management system.
• Sustained compliance with MAVEN review and investigation of all reportable
infectious and communicable diseases.
• Reviewed summer recreational camp applications of more than 0 campers and
counselors for required immunizations, physicals and CORPS/SORT'S.
• Sustained educational community information on opioids abuse and prevention.
Food Protection Program
• Maintained full compliance with the Massachusetts Department of Public Health 105
CMR 590.000 - Food Protection Program by ensuring compliance with annual food
service establishment inspections, code compliance, monitoring and investigation of
all food borne illness outbreaks.
• Conducted 60 routine food establishment inspections.
• Conducted site plan reviews for new food establishments.
• Reviewed 10 temporary food event applications
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Tobacco Control Program
• Conducted inspections for compliance with youth access regulations
• Conducted tobacco sales compliance checks
• Conducted tobacco retailer trainings
• Responded to complaints concerning environmental tobacco smoke
• Conducted community education about the dangers of tobacco products and the
effects of secondhand smoke
Community Sanitation Program
• Maintained compliance with the Massachusetts Department of Public Health -
Community Sanitation Division for:
• 105 CMR 410.00 Minimum Standards for Human Habitation;
• 105 CMR 430.000 Minimum Standards for Recreational Camps for Children;
• 105 CMR 435.000 Minimum Standards for Swimming Pools;
• 105 CMR 123.000 Minimum Standards Tanning Salons;
• 105 CMR 335.000 Treatment of Persons Exposed to Rabies;
• 105 CMR 460.000 Mass Regulations for Lead Poising Prevention Control;
• MGL Ch. 111 s 131 Investigations into Public Health nuisances (Noise, air and odor
pollution.
Environmental Health
• Maintained compliance with the Massachusetts Department of Environmental
Protection 105 CMR 15.00 - for all On -Site Sewage Treatment and Disposal Systems,
Grease Traps and Private Wells.
• Sustained new weekly Arbovirus/Mosquito Control Information and community
statistics.
• Sustained Arbovirus/Mosquito Control surveillance.
• Sustained preventive maintenance by adult and larval mosquito control and ditch
maintenance.
• Developed a new educational seminar to the residents of Reading community on Tick
borne illness -Lyme disease.
• Sustained tobacco control compliance with the Commonwealth of Massachusetts
Health Communities and Board of Health Tobacco regulations.
• Responded to 46 Environmental Health complaints
Emergency Preparedness
• Maintained compliance with the Commonwealth of Massachusetts Office of
Preparedness and Emergency Management.
• Met all FY21 State & Federal Public Health mandated deliverables required by the
MDPH- Massachusetts State Public Health Department for the Region 3B Public
Health Coalition.
• The Coalition meets monthly to continuously prepare for emergencies and to discuss
Department of Public Health's updated information.
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Animal Control Division
• Maintained compliance with the Massachusetts Department of Public Health 105
CMR 300 & 330 Division of Animals regarding the keeping of animals, rabies
control, and mosquito control.
Weights & Measure Division inspections for 2021
• Maintain compliance with Massachusetts Consumer Affairs and Business Regulation
Division of Standards.
• Achieved full State Compliance Consumer & Merchants Protection Act, Chapter 295.
• 33 businesses inspected and checked; 425 scale certificates of compliance issued.
• 13 gas stations inspected and checked; gas meter certificates of compliance issued.
Complaints
• Responded to 46 environmental
surrounding COVID-19 compliance
health complaints and multiple complaints
2022 Goals
The Health Department will continue to work with the Board of Health, Town staff, volunteers,
elected officials, and community partners to support the essential functions of public health for
the Town of Reading. This work includes:
• Monitoring the Town's public health status to identify community health problems.
• Diagnosing and investigating public health problems and environmental health hazards.
• Informing, educating, and empowering the community about public health issues.
• Mobilizing community partnerships to identify and solve public health problems.
• Developing policies and plans that support Town residents and community health efforts.
• Enforcing public health laws and regulations that protect the health and wellness and
ensure safety of the community.
• Directing the community to needed personal public health services and assure the
provision of health care when otherwise unavailable.
• Assuring a competent public health and personal healthcare workforce.
• Evaluating effectiveness, accessibility, and quality of individual and population -based
health services.
• Researching new ideas and innovative solutions to public health problems.
Department staff will also maintain:
• Involvement with the community in helping assist in public health issues such as opioid
abuse, addiction and treatment services.
• Adequate community public health services.
• Participation in the 313 Public Health Coalition.
• On-going efforts as part of the Healthy Communities Tobacco Collaborative.
• Outreach into the community to promote awareness of emergency preparedness for
emerging public health issues including pandemic flu, bioterrorism, natural disasters and
emerging diseases.
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BOARD OF HEALTH
In accordance with M.G.L. Chapter 41, the Board of Health is comprised of three appointed
officials by the Select Board; these positions are three-year terms with one member being
appointed annually. The Board of Health holds monthly meetings. Additional meetings are
scheduled if required. In 2021, the Board of Health members were: Geri Cramer, Paula Curren,
Kerry Dunnell, Richard Lopez, Kevin M. Sexton.
In 2021, the Health Department was staffed by Ade Solarin— Health Director, Peter Mirandi —
Interim Health Director, Kristine Harris - Public Health Nurse (part-time), Shuang Shen — Public
Health Nurse (Full-time), Daniel Markman — Health Inspector, John Fralick — Health Inspector
(part-time).
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PUBLIC WORKS DEPARTMENT
DIRECTOR'S REPORT
I am pleased to submit the 2021 Annual Report for the Department of Public Works.
I would first like to thank the Select Board and Town Manager, Bob LeLacheur, for their
guidance and support over the past year.
As with all Departments, 2021 posed an increased challenge due to the COVID-19 pandemic.
However, during this unprecedented time, the Public Works Department was able to maintain all
services, while managing through increased COVID-19 guidelines and restrictions. The
Department remained committed to providing excellent customer service, and high quality
essential municipal services to the residents, businesses, and visitors to Reading in an efficient
and cost-effective manner. I would like to thank the supervisors and staff for their continued
professionalism, cooperation, and dedication to this goal.
In 2021, the Public Works Department saw unprecedented staffing shortages. The Department
saw challenges with both the number of applicants, and the relevant skill set. To reduce the
burden on current employees, the Department took steps to outsource some work, and reorganize
some of the divisions.
The Public Works Department consists of eight (8) divisions and is responsible for maintaining
all of the Town's Public Ways and infrastructure. These divisions include Administrative
Services, Engineering, Highway/Equipment Maintenance, Stormwater, Parks/Cemetery,
Forestry, Water, and Sewer. The Department provided various support services to all Town
Departments. Throughout the year, staff supported many projects and programs with the Town
Forest Committee, Town Trails Committee, Cemetery Board, the Conservation Commission, and
the Recreation Committee.
Public Works continued its focus on customer service with the expanded use of "See Click Fix",
where residents can initiate requests for services, or report on issues that need attention,
including potholes, missing signs, hanging tree limbs, etc. We communicate regularly through
the website, quarterly newsletters, and direct mailings on upcoming events. The Department has
also expanded its use of social media to communicate with residents about non -emergency
issues.
Staff members participated in a number of professional development/safety training programs.
Many of these programs were sponsored by MIIA, the Town's insurance carrier, and support our
goals of maintaining a qualified, highly trained staff, all while reducing the Town's insurance
obligations, and keeping our employees safe in the workplace.
Even through these difficult times, the Department was extremely active in 2021 with many
projects, programs, daily maintenance work, and general services to the public. It is a testament
to the excellent staff that works within the Department that these projects were completed in a
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timely, cost-effective manner, while at the same time, performing the daily routine tasks needed
to serve our residents.
I am confident that in the year ahead this Department will continue on its path of excellence.
Jane C. Kinsella
Director of Public Works
ADMINISTRATION DIVISION
The Administration Division is responsible for the preparation and monitoring of the annual
budget as well as assisting all divisions with the development of the Capital Improvement Plan.
This division manages all payroll and accounts payable processing for the Department, including
cemetery administrative services. The Administration Division responds to public inquiries and
concerns over all Public Works areas of responsibility.
Significant projects included:
• Project support and management oversite for contracts throughout the Public Works
divisions including, but not limited to, highway projects and supplies; water, sewer, and
stormwater projects; the Town Forest Phase 2 thinning procurement preparation (project
to be completed winter 2022); fuel; road salt; snow and ice removal; and rubbish and
recycling.
• Coordination of (3) Household Hazardous Waste Day collection events (2 were held in
conjunction with the Town of Wakefield).
• Coordination of (2) events for paper shredding, rigid plastic recycling, and (1) metal
pickup
• Coordination of a separate paper shredding event just for Town buildings and schools
• Coordination of (5) Town -wide curbside leaf pickups
• Coordination of drop-off recycling for Styrofoam and electronics
• Oversight of the Simple Recycling program
• Coordination of bin distribution for the Black Earth Composting Program
• Overall facilitation of the Water Conservation Rebate Program including rebate
processing and tracking of high -efficiency washing machines, low -flow toilets, and
irrigation system rain sensors; and rain barrels.
• Reduction in the Town's rubbish disposal tonnage through significant strides to increase
recycling efforts. The Department continues to promote increased recycling efforts
through various media and educational initiatives, which have led to new programs and
new initiatives being instituted.
• Oversight of the online application portal related to Town Forest events.
• Oversight of the See -Click -Fix online portal, which enables residents to report issues
such as potholes, downed tree limbs, and water leaks. The system is monitored by the
Administration Division and work orders are routed to the Department's supervisors and
forepersons in the field.
• Oversight of all updates to the Department's webpage, including all webpages related to
any Department sub -committee.
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• Assisted with Town sponsored COVID-19 vaccine clinics
While the COVID-19 pandemic continued to create new workplace challenges, staff were able to
maintain all services throughout the year. Emphasis continued, as always, on providing public
information, responding to resident inquiries and concerns, and improving all areas of public
communications.
Respectfully submitted — Christopher A. Cole, Assistant Director of Public Works
CEMETERY DIVISION
To the Board of Cemetery Trustees:
The following is from office records for calendar year 2021:
Interments — 135 Interments for all years — 15,757
Markers set — 52 Foundations — 26
Sale of Lots
Forest Glen — 10 lots in the Urn Garden, Total for all years — 2,113 lots, 799 single graves.
Charles Lawn — 13 lots, 1 single grave, Total for all years 551 lots, 277 single and veterans'
graves.
Wood End — 28 lots and 3 single graves — Total for all years — 584 lots, 47 single and
veterans' graves.
Cooperation from other divisions of Public Works was outstanding and much appreciated. The
Board of Cemetery Trustees has been very supportive of all the numerous programs and goals of
this division. I thank them for all their assistance.
Respectfully submitted — Michael Hannaford, Cemetery Division Supervisor
CUSTODIAN OF SOLDIERS' & SAILORS' GRAVES
Calendar year 2021
Interments — WWII — 6 Korea — 6 Vietnam — 10 Iraq — 0 Gulf — I Peacetime — 0
Total of all veterans interred — 2,333
As has been the custom for many years, all veteran's graves were decorated with a flag and a
potted flower for Memorial Day.
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Respectfully submitted — Michael Hannaford, Cemetery Division Supervisor
ENGINEERING DIVISION
The Engineering Division provides engineering services to all Departments within the Town of
Reading. Engineering is responsible for: preparation of plans, contract documents, specifications
and estimates; survey layout, inspection, design and construction management of Town
construction projects; upkeep of traffic markings and traffic signals; review of subdivision plans
and site plans for accuracy and conformance with the subdivision and site plan rules and
regulations; review of conservation submittals, preparation of subdivision and conservation bond
estimates, inspection of subdivision construction and the administration of the pavement
management program and Chapter 90 roadway improvement program. The Division also
provides technical assistance and guidance on various Town projects, performs traffic studies,
regulates and inspects private construction activities within Town roadways; and is responsible
for the maintenance of all records concerning the subdivision of land, roadway, water, sewer and
drainage construction, Town maps, issuance of street addresses, updating 911 address records
and the issuance of various permits.
The Division provided field survey, design and construction management services for the
following construction projects designed and completed during the year:
Roadway IMprovements:
Prepared bids, provided project management and inspection for the resurfacing of 6 roadways
totaling approximately 2.1 miles.
Reclaim the following roadways:
• County Road (Lothrop Rd to end)
• Jere Road (Lothrop Rd to end)
• Longwood Road (West St to end of public section)
• Prospect Street (Woburn St to Longview Rd)
• Grove Street (Strout Ave to Town line)
Mill and overlay the following roadways:
• County Road (Lewis St to Lothrop)
• Prospect Street (Longview Rd to end)
• Grove Street (Meadow Brook Country Club to Strout Ave)
• Lothrop Road (entire road)
Bridge Improvements:
• Track Road Bridge (west) — This project was funded by a $500,000 grant from the
MassDOT Municipal Small Bridge Program. The bridge was installed in late December
2020 and all restoration work including final pavement and plantings were finished in
spring 2021. This project is complete and has been closed out with MassDOT.
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• Track Road Bridge (east) — The Town, with the aid of its consultant, has applied for an
additional $500,000 grant through the MassDOT Municipal Small Bridge Program. The
application was submitted September 2021.
Sidewalk and Curb Installation and Repairs:
Designed plans, assembled contract documents, and bid, for the installation of approximately
1,400 linear feet (LF) of concrete/bituminous sidewalk, including ADA compliancy
improvements on the following roadways:
• Grove Street (Spruce Rd to Forest St) — due to project delays related to weather and other
issues, construction is anticipated for Spring 2022. The project will consist of
approximately 1,400 linear feet of sidewalk including ADA ramps.
Water Projects
• Uni-directional Flushing Program — Worked with consultant to operate and manage the
Town's uni-directional flushing program. The purpose of this program is to force water
to flow in a single direction in the pipe thereby increasing the velocities to aid in scouring
and cleaning the pipe. Completed this season with successful results. The flushing
program is anticipated to continue spring 2022.
• Emerald Drive Water Booster Station Replacement — Construction was completed and
the booster was online Summer 2022. The booster station is designed to increase
pressure and flow in this area and also eliminate the need for the Lothrop Road booster
station. By eliminating a station, the Town will save on its annual operating cost and
reduce maintenance.
• Gazebo Circle Water Booster Station — Assisted engineering consultant with the design,
permitting, and development of specifications and bid documents. Attended several
meetings with CPDC resulting in an approved project. The Engineering Division
continues to work with the Gazebo circle trustees for easement rights and project
coordination. Construction is anticipated to begin Spring 2022.
• Auburn Water Tank/Public Safety Radio Relocation — This project consists of replacing
the existing Auburn Street water tank. The existing 750,000 -GAL elevated steel water
tank was constructed in 1953 and is approximately 110 feet in height. The tank's exterior
was last painted in 1998 and its interior in 1996. Over the years the tank has showed
signs of deterioration and recent inspections have revealed numerous issues including
structural, overcrowded catwalks, and tank corrosion. The tank will be replaced with a
new composite elevated tank (CET). The CET is comprised of a glass fused to steel tank
atop a concrete column and will be designed to fit four (4) cell carriers in a manner that
will not affect the maintenance and integrity of the tank. Composite tanks are
manufactured to reduce future maintenance and increase longevity. The new tank will be
located in the same location as the existing tank and will be designed to meet the
750,000 -GAL capacity. Additionally, a temporary radio/cell tower will be installed to
relocate cell carriers and the Town's public safety equipment during construction.
• Over the past year, The Division has attended several meetings with the Select Board,
Community Planning and Development, Permanent Building Committee, Town staff,
design consultants and cell companies discussing possible design alternatives including
the logistics and operations surrounding the water tank construction and temporary
communications tower. A Request For Proposal (RFP) was sent out to carriers to supply
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and install a temporary cell tower, bids were responsive and the contract has been
awarded. The cell company will design, fund and coordinate the relocation of all the
existing cell carriers on the current tank. The Town's radio equipment will also be
relocated to the temporary tower and will be funded by the Town. Staff continues to
work closely with Town Counsel to facilitate the transition with the cell carriers during
and post construction.
• Upon approval from various Town boards and MassDEP, the Town finalized the design,
specifications and bid documents. The contract was put out to bid and the cost came
back higher than what was approved. Staff worked to address the shortfall by opening a
discussion for more funding, which led to a Special Town Meeting and a new Article
requesting additional funds totaling $7M. Town Meeting approved the additional funds
for the project and the contract has been awarded.
• The project is underway, additional soil samples were taken to pre -characterize the soil
for proper disposal. During this sampling Arsenic was found, resulting in notification to
MassDEP and revisions to the disposal plan. Construction is expected to drastically pick
up following the winter months.
• MWRA Reports — Prepared quarterly reports for the above water main assistance projects
in accordance with grant / loan agreement.
• Lead Program — Assisted Town consultant in developing an audit report utilizing
information compiled by staff. From this Audit/Study a capital plan is being developed
to aid in the removal of lead from service lines. The capital plan will be a multi -phased
approach focusing on the highest priority lead services first. Town Meeting approved
$1.5M for the first phase. The Town anticipates applying for a no interest loan through
the MWRA Summer of 2022.
• Downtown Water Improvements — Worked with consultant to analyze the distribution
system and perform a full system wide hydraulic study. Due to the increase in economic
development in the Downtown area the Town wanted to ensure that there is enough
hydraulic capacity to support the planned developments. In order to provide the proper
water capacity and fire flow to support the future developments, the Town prioritized and
identified several water main improvements. The first phase of improvements is
estimated to cost $4,300,000. The Town has worked with its consultant in designing the
water improvements and preparing bid documents. The project is scheduled to be bid
Spring 2022, with construction beginning Spring/Summer 2022.
Sewer System and I/I
• Sturges Park Sewer Station Replacement — Assisted consultant in the design and
permitting of the Sturges Park sewer pump station. The design will consist of three
submersible pumps, backup emergency generator, new electrical components and
SCADA controls. The pumps will be variable frequency drive which are considered
more energy efficient. Contract was bid and awarded. Construction is anticipated to
begin Spring 2022.
• Downtown Sewer Improvements - Assisted consultant in the design and analysis of the
sanitary sewer system particularly in the downtown area. A hydraulic analysis was
performed to determine the existing capacity of the sewer system in the economic
development area within the Downtown. The analysis measured daily usage rates as well
as peak rainfall events, which account for inflow and infiltration. The system showed
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enough capacity during average day usage, but showed decreased capacity during large
rain events. The design consists of three potential improvements and will be bid as a
base bid and two alternates to ensure the Town accounts for the current bidding climate.
Construction is anticipated Spring 2022, and consists of the following:
o Haven Street sewer main replacement (Gould St - High St)
o Washington Street Cured -in -Place Pipe Lining (Main St — Village St)
o Washington Street new sewer install (Ash St - Main St)
• MWRA Phase 12 Construction Funding $1,040,000 ($780,000 grant; $260,000 interest-
free loan)
o Work performed under this application will help to reduce inflow and infiltration
into the Town's sewer system, by means of Cured -in -Place Pipe Lining. Cured -
in -Place Pipe Lining (CIPPL) is a trenchless technology that allows the Town to
rehabilitate deteriorating sewer mains by installing an epoxy coated liner inside
the mains. The liner has the ability to seal up cracks and voids, eliminate leaks
and return the structural integrity back to the pipe.
o Currently working with consultant on the design and bid documents.
• MWRA Reports
o Prepared quarterly reports for I/I projects in accordance with grant/loan
agreement.
o Prepared annual I/I report
o Prepared annual discharge permit application
o Updated various MWRA water and sewer system questionnaires
Stormwater
• Mystic River Watershed Association (MyRWA) — Attended various workshops and
meetings regarding the watershed. As part of the involvement, we have produced 75%
plans for the Maillet Sommes Morgan watershed area and applied for an MVP grant to
complete the design and bring the project forward to construction.
• Resilient Mystic Collaborative — Staff is a member of the Executive Committee which
prioritizes regional collaborations and solutions to climate risks. The group received
recognition this year from the Environmental Business Council for Leadership by a Non -
Profit Organization.
• Green Infrastructure Installations — Using techniques learned from technical sessions, the
Department will look to install additional green infrastructure and Low Impact Design
elements in the coming years. Through our partnership with the MyRWA we have been
working on siting approximately 20 new infiltration trenches within the Mystic River
Watershed. The trenches should be ready for construction in 2022. This previous year an
infiltrating catch basin was added to the roadway program to alleviate ponding in an area
with no drainage nearby on Longwood Road as well as Grove Street.
• EPA Recognition — The Town was recognized by the EPA regarding community
stormwater funding and financing as part of a national case study. The draft report
focuses on the Stormwater Enterprise fund and should be available in 2022.
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Stormwater Mapping= (National Pollutant Discharge Elimination System) NPDES and
(Municipal Separate Storm Sewer System) MS4 Assistance
• Work continued on adhering to the requirements of the new NPDES MS4 Stormwater
program, effective July 1, 2018. The Town completed the Year 3 Annual Report in July
as required, and stormwater bylaws were updated with Town Counsel in accordance with
the current permit. The Department also updated system mapping, cleaned catch basins,
assisted in the oversight and enforcement of the Stormwater Management bylaw and
IDDE bylaw. Public awareness and participation included updating information via the
Town's website, social media, and flyers. The Department worked to update information
and reinvigorate the Stormwater Master Plan and public facing messages / information on
the Town's website.
• Additional IDDE efforts and field work was completed on outfalls with potential for
illicit discharges. Sampling began on the 18 outfalls with potential for illicit flows during
four different sampling dates. The IDDE efforts resulted in the identification of a water
main break that was repaired internally by the Water Division.
Parks, Playgrounds & Schools
• Collaborated with the Facilities and School Departments on the design and replacement
of the Turf 1 (stadium) field and track surface.
Miscellaneous Projects
• Traffic Markings — repainted approximately 75 miles of pavement markings including:
roadway centerlines, edge lines, stop lines, crosswalks, roadway stencils, parking stalls
and parking lot markings.
• Reading Community Garden — worked with staff and Reading community garden to sight
and establish an area to install a community garden. The first phase of the project will be
funded by a $10,000 earmark. Site survey and layout plans were drafted by Engineering.
Construction anticipated Spring 2022.
• Traffic Studies — Hired a consultant to perform a signal analysis at the intersection of
Main Street and Salem Street to determine the feasibility of relocating the pedestal signal.
As part of the analysis, the intersection of Pearl Street and Salem Street was also studied.
Both short-term and long-term options are being looked at to address pedestrian crossing
and vehicular safety.
• Conservation Notice of Intent/RDA — provide field survey, prepared plans, supplemental
documentation and completed application to receive a Notice of Intent/RDA for the
following projects:
o Annual Paving Program
Federal/State Projects
MaceT)OT
• Main Street/Hopkins Street Intersection — Contract awarded. Construction anticipated to
begin Spring/Summer 2022.
• MassDOT Rt 28 (Main Street) Resurfacing Road Diet — Attended meetings and
coordinated with MassDOT for the repaving of Main Street (State owned) from
Stoneham Town line to North Reading Town line. Final top course and pavement
markings were completed Summer 2021.
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MWRA
• Phase II - MWRA 36 -inch diameter redundant water main: All work has been completed
in the Town. Staff continues to work with MWRA on the coordination and completion of
this project.
Traffic Signal Maintenance — During the year the Division performed site and equipment
investigations, and contracted consultants and contractors to perform repairs to the following
traffic signals:
Date of
Location
Description of
Work Performed to Correct
Work
Problem
Problem
2/4/2021
Main Street at Salem
Traffic signals on
Installed temporary traffic signal
Street
flash; side panel
controller; replaced emergency
circuit board
preemption card rack and harness
corroded beyond
repair
2/7/2021
Not provided (Main at
Traffic Signal hit
Re -aligned
Salem)
and facing wrong
way
2/23/2021
Main Street at Salem
Traffic Signals hit
Replaced two traffic signals, two
Street
pedestrian signals, signal
hardware, signal post, and
pedestrian pushbutton
2/26/2021
Walkers Brook/Home
Replaced Green LED
Depot
3/19/2021
Main Street at Salem
Removed temp. traffic controller;
Street
installed new controller and
programmed
3/19/2021
Main Street at Salem
Traffic signal hit
Re -aligned signals
Street
4/28/2021
Main Street at Salem
Reimbursement
Street
(Check #3270 for
$5,525.00
5/5/2021
Main Street at Pleasant
Replaced yellow LED lense
Street
8/5/2021
Main at Washington;
Crosswalk push
Replaced bad push buttons and
Woburn at West
buttons broken
wiring
9/27/2021
West Street at Woburn
Traffic signal not
Video processor offline. Tried to
Street
cycling correctly
repair but found the hard drive
bad. Unre airable.
10/15/2021
Route 129
RRFB system
Replace RRFB system
destroyed
10/14/2021
West Street at South
Traffic signals on
Traffic controller dead. Repaired
Street
flash
controller and reinstalled.
85
11/2/2021
Lowell Street (across
Pedestrian push
Replaced faulty pedestrian push
Sewer Disconnections
from Town Hall)
button
button
Sewer Repairs
18
malfunctionin
46
11/18/2021
West Street at Woburn
Pedestrian push
Removed and replaced pedestrian
Water Connections
Street
button
push button
malfunctioning
12/23/2021
Main at Salem
Traffic signal hit
Rebuilt signals
Interdepartmental Reviews
The Engineering Division performed engineering reviews of plans submitted to the Community
Planning and Development Commission, ZBA and Conservation Commission and performed
site inspections for site plan compliance, adherence to subdivision regulations and conformance
with DPW utility standards for the following private development projects, subdivisions and
Town projects:
531 Main Street
269 Main Street
258 Main Street
1 General Way
1312 Main Street
Sturges Park Pump Station
323 Main Street
Auburn Water Tank
18 Woburn Street
160 Hopkins Street
Johnson Woods
13 High Street
580 Main Street
296 Salem Street
60 Walkers Brook Drive
122 Main Street
26 Walkers Brook Dr
Small Lane
Grandview Road Ext
103 Sanborn Lane
National Grid Gas Main Replacements
In addition to the above private developments the Division provided general oversight and field
inspected work performed by NGRID in the replacement of cast iron gas mains on the following
roadways:
Cumberland Road
Kensington Ave
Victoria Ave
Sunnyside Ave
Cross Street
Permitting and Utili . Hearings
The Division did not have to hold any public hearings for the expansion of public utilities.
During the year the Engineering Division issued permits, performed utility mark -outs and
performed construction inspections for the following:
Sewer Connections
38
Gas Permits
121
Sewer Disconnections
18
Street Occupancies
2
Sewer Repairs
18
Street Openings
46
Water Renewals
33
Driveway Permits
47
Water Connections
46
Jackie's Law Permits
91
86
Dig Safe Requests * 130 Soil Test Inspections 3
*Quantity includes 5 gas main replacements, and 6 local road resurfacing/reconstruction
projects, all of which encompassed entire streets, or sections of streets. In addition, on several of
these projects, the areas had to be marked out more than once, throughout the duration of the
project.
Respectfully Submitted — Ryan A. Percival, P.E., Town Engineer, Engineering Div. Supervisor
HIGHWAY DIVISION
The Highway Division consists of (18) eighteen positions; (4) four mechanics, and (14) fourteen
staff members who maintain and repair the infrastructure of the Town of Reading.
Highway/Stormwater Division:
During the past year, the Division performed street sweeping, catch basin repair (50), roadside
cutting, sidewalk and street maintenance, pothole repair, tree lawn repair, mixing and sifting
gravel, traffic control, and street sign replacement on an as needed basis. The Division installed
new signage due to updated parking regulations in the center of Town. The Division also
performed cleaning of catch basins (1,000) and ditches which continued by priority and need.
Street sweeping was started on April 5, 2021 and finished on April 14, 2021. The Division
continued with the program used for tracking catch basin cleaning, sediment levels, and the
condition of the structures. In addition, the Division responded daily to trash and recycling
complaints.
Vehicle Maintenance:
The Division repaired and serviced vehicles and equipment from the Police, Fire, School,
Building Maintenance, Council on Aging, and Public Works Departments, including emergency
in -the -field repairs as needed.
Miscellaneous:
The Division also collects styrofoam and electronics for recycling purposes daily. This year,
three (3) Hazardous Waste Days were held (2 were in conjunction with the Town of Wakefield),
including (2) two paper shredding / rigid plastic recycling events. The Division assisted with the
Fall Street Fair, ADOPT -A -FAMILY in November and December, as well as hanging wreathes
and banners in the Downtown, including the maintenance of all Downtown street lights.
Snow and Ice:
During the winter season of 2020-2021 the Division saw (5) plowing operations and (18) salting
operations, as well as continued maintenance of plows and salting units.
Special Projects:
The Division performed sidewalk repair and replacement at various locations throughout the
Town. The Division also resurfaced several streets in-house: portion of Track Rd, Morgan Park,
87
Thorndike St, and a portion of Spring St. The Division also assisted other Public Works
Divisions and Town Departments as needed.
Furthermore, the Division assisted the Facilities Department with the installation of conduit for a
new external freezer along with the construction/relocation of a new concrete dumpster pad at
the Coolidge Middle School. Lastly, the Division installed a new covered bike rack at the train
station, and reconstructed the cemetery material storage bins at the Forest Glen Cemetery.
Respectfully Submitted —
Jeff Cummings, Highway/Stormwater/Equipment Maintenance Supervisor
FORESTRY DIVISION: TREE WARDEN'S REPORT
The Division removed seventy-one (71) trees, which were either dead or in a dangerous
condition as to be a threat to public safety. Nine (9) Ash trees were removed from Parker Middle
School which were infested by the Emerald Ash Borer. Sixty-four (64) tree stumps were
removed from the tree lawns, parks, schools, cemeteries and playgrounds for public safety.
Three -hundred -twenty-one (321) trees were trimmed for dead wood and low branches were
removed from the public trees as requested or observed. A street by street hazardous tree survey
of the Town was completed during the winter months. As a result of the survey, forty-five (45)
hazardous trees were identified as well as two hundred -forty-one (241) broken hanging limbs
which were trimmed and removed. One hundred -thirty-eight (138) trees were planted by the
Town as street trees, with an additional thirteen (13) trees planted at Parker Middle School to
replace the nine Ash trees that were removed. The varieties of trees planted included Zelkova,
Gingko, Elm, Red Maple, Red Oak, Kwanzan Cherry, Sugar Maple, Linden and Cleveland Pear.
Trees were planted roadside and, in the parks, schools and cemeteries.
The Compost Center on Strout Avenue continues to accept brush and leaves from residents.
Twenty-five thousand six hundred thirty-three (25,633) cars entered the Compost Center in 2021.
Residents were not required to purchase stickers for use of the compost center this year due to
the COVID-19 pandemic.
The holiday lighting display put up by the Foresty Division in the area of the Town Common
was once again very successful. There were over 20,000 colored bulbs installed on the Common
area.
Reading was awarded "Tree City USA" for the 36th consecutive year by The National Arbor
Day Foundation. Due to COVID-19 restrictions, neither Arbor Day 2021 festivities nor the
distribution of three hundred (300) tree seedlings to all fifth graders were able to take place this
year. Instead, a Red Maple tree was planted on April 30, 2021, in observance of Arbor Day 2021.
A special thanks to all the committees and commissions working toward the preservation of
Reading's public shade trees.
Respectfully Submitted — Michael E. Hannaford, Tree Warden, Forestry Division Supervisor
88
PARKS DIVISION
The Division continued to maintain 80 acres of grassed area throughout the Town, including the
facilities within the parks and school properties. This included the renovation as well as
continued maintenance of all the ball fields on school or parks grounds. The Division maintains
(16) tennis and basketball courts, the tot lots, and the skating rinks. The Division also maintains
the grounds for all municipal and school buildings.
The Division also assists all Town Departments, committees and commissions with tree
maintenance, snow and ice removal and election set-up.
Respectfully Submitted — Michael E. Hannaford, Parks Division Supervisor
WATER/SEWER DEPARTMENT
Water Conservation:
The DPW Water Conservation Program (WCP) continued along again with great success in
2021. This past year, the WCP awarded 98 rebates to 83 residents for 49 energy efficient
washing machines and 39 rain barrels, totaling $11,785.00 in rebates.
Since the program's inception in July 2003, Reading DPW has given out 4,376 Water
Conservation Rebates totaling $629,425.00 to 3,713 Reading residents. The WCP incorporates
an emphasis on rebates for low flow washing machines, toilets, irrigation system rain sensors,
and rain barrels, along with free home and irrigation water system use audits and water use
reports. Since 2003, the Reading Water Division has offered home water saving devices for
Reading residents free of charge through the Reading Department of Public Works offices
located at the Town Hall.
The WCP school educational portion of the program is a team effort by the Massachusetts Water
Resources Authority (MWRA) and Reading Public Schools. The program had started 2021 still
on a COVID hold, but mid -year the program resumed with limited remote sessions for some 3rd
grade classrooms. The MWRA school educational program focuses on our Town/MWRA water
supply and household water conservation. The program also offers educational sessions for our
Reading High School Seniors which teaches and explains the wastewater side of our Town's
water system. The MWRA is working on redesigning its school educational programs for this
upcoming Fall and we are excited to see what they develop.
General Overview:
As required by the August 6, 2006, Administrative Consent Order (ACO) that the Town entered
into with (DEP), the Town retained ownership and control of the Zone I (400' radius) and
protection of the Zone II (well recharge area) of the emergency water supply wells and wellfield.
As a condition of the DEP ACO, the water supply wells and wellfield are to be maintained as an
emergency water supply ready to pump water, with disinfection capabilities, into our distribution
system. Throughout the last year, our Town's emergency water supply wells were monthly
89
exercised. At year's end, seven (7) of the nine (9) wells remain operational in the case of a
water supply emergency.
In 2021 the Reading Water Division in conjunction with the MWRA compiled and mailed the
23rd drinking water Consumer Confidence Report (CCR) to all Reading water customers this past
June.
Under the Environmental Protection Agency's (EPA) Safe Drinking Water Act requirements, the
Fourth Unregulated Contaminant Monitoring Rule (UCMR 4) requires the monitoring of 30
chemical contaminants using analytical methods developed by EPA and other consensus
organizations. This monitoring provides a basis for current and future regulatory actions to
protect public health. All UCMR 4 sampling and testing was completed together with the
MWRA and the Town was fully within all regulations.
Reading's MWRA/Town water supply control and metering vaults located on Louanis Drive and
Hopkins Street ran with precision as they provided the Town with all of its water supply for
2021. The dual control vaults of Louanis and Hopkins are instrumental in the operations and
management of our Town's MWRA water supply for the present and for the foreseeable future.
In 2020, the COVID-19 pandemic brought about huge shifts of water use and significant changes
in municipal water demand have affected utility expenditures, customer water bills, water and
wastewater operational, system conditions, and some isolated aspects of water quality.
Throughout 2021, we saw non -household water demand return close to pre-COVID-19 levels.
Resident water demand however remains slightly higher along with some significant system
operational differences that vary by neighborhood. Overall, though, the Town seems to have
reached a new normal.
In 2021, the Water Division had no major concerns regarding any water samples collected from
the Town's Water Distribution System. During the prior year of 2020, as part of our MassDEP
Water Quality Parameters (WQP) and the Lead & Copper Rule (LCR) Monitoring Plan
Regulations, the Town of Reading Water Division sampled for Lead & Copper in the water from
residential homes all over Town. Some homes here in Reading were built before the 1950s and
may still have lead -lined water service connections; these are the homes that the Town searches
out and tests. As with prior sampling years in 2017 and 2014, the Town of Reading's Water
continued to meet all Optimal Water Quality Parameters (OWQP).
Water Supply:
In 2021, the Reading Water Division continued to deliver high quality water to all of its
consumers through the operation of two Town/MWRA water supply vaults, one pump station,
two water storage tanks, and a SCADA (Supervisory Control and Data Acquisition) Water
System Operational & Control Database. The Division also monitored multiple water security
systems, including managing the Town's Emergency Response Plan for maintaining the Town's
emergency water supply wells, including their two high velocity pumps and necessary
emergency power equipment. Annually, the Division sampled, collected and delivered more
than 800 weekly water system water quality samples to the MWRA lab for quality analysis.
90
In 2021, Reading purchased 606.69 MG (Million Gallons) of water from the MWRA. (See the
Water Use Data Tables below) The Town of Reading's average total daily usage of water for
2021 was 1.663 MGD (Million Gallons per Day). The highest single days' consumption of
water by the Town occurred on Monday June 7th for 3.17 MG. The highest seven (7) day
consumption of water occurred from Saturday June 5th to Friday June 11th for the amount of
18.39 MG.
Reading water is supplied to its residents and businesses through 7,838 Residential Water
Connections, 71 Municipal Water Connections and 239 Commercial Water Connections. In
2021, the Town's 26,611 Reading residents used a total of 439.15 MG of water. Each Reading
resident has an average water use of 16,502 gallons annually, 1,375 gallons monthly or 45.21
Residential Gallons Per Capita Day (R-GPCD). A Reading resident's average water daily use of
45.21 R-GPCD is approximately 30.4% below the MassDEP limit of 65 R-GPCD.
The Town's 2021 water demand decreased by approximately 8% or 41.03 million gallons from
the prior 2020 year.
91
92
Reading's
Metered Water Usage 1997 to 2021 (No Adjustments)
Year
Metered
Residential
Use (MG)
Metered
Residential
Change (%)
MeteredMetered
Commercial
Use (MG)
Commercial
Change (%)
Metered
Municipall
Use (MG)
Metered
Municipall
Change (%)
Metered
Industrial
Use (MG)
Full Reading Water Division Supply
1997
502.20
n/a
80.95
n/a
11.91
n/a
0.63
1998
500.04
-0.43%
81.19
0.30%
15.82
32.83%
0.87
1999
519.78
3.95%
86.40
6.42%
18.13
14.60%
0.81
2000
470.82
-9.42%
90.49
4.73%
15.20
-16.16%
0.68
2001
525.40
11.59%
91.07
0.64%
21.16
39.21%
0.70
2002
491.31
-6.49%
86.34
-5.19%
15.75
-25.57%
0.31
2003
467.68
-4.81%
82.09
4.92%
12.34
-21.65%
0.28
2004
454.72
-2.77%
81.22
-1.06%
15.02
21.72%
0.30
2005
466.67
2.63%
93.83
1 15.53%
16.24
8.12%
0.25
Partial MWRA 5/1/06, Rill MWRA 9/1/06 Supply
2006
454.32
-2.65%
71.35
1 -23.96%
15.65
-3.63%
2.99
Full 100 % MWRA
2007
473.50
4.22%
85.11
19.29%
21.80
39.30%
1.33
2008
434.95
-8.14%
88.04
3.44%
12.77
41.42%
1.16
2009
415.07
-4.57%
79.67
-9.51%
11.32
-11.35%
0.01
2010
446.27
7.52%
83.49
4.79%
13.59
20.05%
0.01
2011
421.19
-5.62%
78.58
-5.88%
15.64
15.08%
0.01
2012
425.16
0.94%
76.19
-3.04%
16.68
6.65%
0.01
2013
427.89
0.64%
72.32
-5.08%
17.28
3.60%
0.01
2014
424.67
-0.75%
64.47
-10.86%
17.40
0.67%
0.00
2015
442.94
4.30%
65.07
0.93%
18.20
4.62%
0.00
2016
465.31
5.05%
66.24
1.81%
19.06
4.73%
0.00
2017
430.00
-7.59%
63.84
-3.62%
17.67
-7.29%
0.00
2018
425.80
-0.98%
65.19
2.11%
16.64
-5.82%
0.00
2019
413.72
-2.84%
73.30
12.44%
12.12
-27.19%
0.00
2020
480.18
16.06%
57.78
-21.17%
13.82
14.04%
0.00
2021
439.15
-8.54%
59.45
2.89%
12.67
-8.32%
0.00
92
2021 READING MWRA WATER PURCHASED
MONTH
MILLION
GALLONS
DAYS
AVERAGE
MILLION
GALLONS
DAY
JANUARY
41.66
31
1.34
FEBRUARY
39.17
28
1.40
MARCH
41.95
31
1.35
APRIL
44.14
30
1.47
MAY
61.12
31
1.97
JUNE
70.11
30
2.34
JULY
55.18
31
1.78
AUGUST
60.26
31
1.94
SEPTEMBER
57.25
30
1.91
OCTOBER
54.26
31
1.75
NOVEMBER
40.37
30
1.35
DECEMBER
41.22
31
1.33
TOTAL
606.69
1 365
1 1.66
3 YEAR READING WATER USE COMPARISON
Below Use Data is Shown in Million Gallons (MG)
MONTH
2021
2020
2019
JANUARY
41.66
41.55
41.81
FEBRUARY
39.17
37.48
37.48
MARCH
41.95
42.92
40.57
APRIL
44.14
42.96
40.84
MAY
61.12
57.59
46.83
JUNE
70.11
72.83
50.60
JULY
55.18
72.27
60.71
AUGUST
60.26
69.95
59.24
SEPTEMBER
57.25
64.27
51.25
OCTOBER
54.26
59.01
44.75
NOVEMBER
40.37
42.6
38.61
DECEMBER
41.22
41.91
39.25
TOTALr
606.69
1 645.34
553.42
93
Water Distribution:
• Installed (28) new water services, replaced (29) old water services
• Repaired (17) water service leaks
• Repaired (21) broken water mains
• Replaced (3) old fire hydrants, repaired (4) broken fire hydrants, rebuilt (54) fire hydrants
• Disconnected (19) water services for house demolition
• Replaced (7) water main gate valves and repaired (12) water main gate valves
• Assisted with Vehicle Day at the Reading Library
• Inspected the installation of water mains at Johnson Woods, Post Office Square, Gould
St. and Meadowbrook clubhouse development projects
• Continued cross connection control program
• Completed the annual hydrant flushing program on the north half of Town
• Inspected Auburn Street and Bear Hill water tanks
• Maintained all Town irrigation systems, including spring start-up and winterization
• Painted and lubricated hydrants
• Completed annual water inventory
• Loam and seed program for all water jobs
• Installed hot top on water and sewer trenches
• Replaced (1) water booster station on Emerald Drive and removed an old booster station
from Lothrop Rd.
• Checked and maintained (1) water booster station daily
• Cleaned and maintained grounds at Auburn St tank site
• Lowered and raised water gate boxes for construction jobs
• Conducted leak detection survey
• Assisted Highway Division during snow plowing and hauling operations
Water Meters:
• Supported the quarterly water meter reading cycle
• Received and completed (347) bill -to -date readings
• Replaced (73) water meters and approx. (250) outside water meter reader transponders
• Installed (28) new water meters for new accounts
Sewer Distribution:
• Cleaned approximately (8,000) feet of sewer mains
• Replaced 8 sewer manhole frames and covers
• Cleaned wet wells at all sewer stations biannually
• Checked and maintained (12) sewer stations daily
• Cleaned approximately 25% of the sanitary sewer main system
• Cleaned and maintained grounds around all sewer stations
• Completed work orders for leaks, broken gates, etc.
• Exercised emergency generator weekly
• Completed the annual sewer inventory
• Assisted Highway Division during snow plowing and hauling operations
94
Rainfall -
Reading's 2021 annual total rainfall was 59.50" of rain or melted snow. The Town's 2021
rainfall was roughly 54% above its 2020 rainfall total of 38.59" and roughly 17% above the
Town's 1981-2010 rainfall average of 50.77"
2021 LOCAL RAINFALL RECORDS
MONTH
2021 LOCAL
INCHES OF
RAINFALL &
MELTED SNOW
2020 LOCAL
INCHES OF
RAINFALL &
MELTED SNOW
LOCAL AVERAGE
INCHES (1981-2010)
RAINFALL &
MELTED SNOW
JANUARY
2.40
1.31
3.91
FEBRUARY
3.68
3.31
3.73
MARCH
2.03
3.60
5.11
APRIL
5.05
4.93
4.47
MAY
5.54
2.55
4.20
JUNE
3.42
3.08
3.98
JULY
11.76
1.35
4.26
AUGUST
6.15
1.37
3.52
SEPTEMBER
7.98
1.39
3.86
OCTOBER
7.15
4.96
4.58
NOVEMBER
1.70
5.19
4.62
DECEMBER
2.64
5.55
4.53
INCHES TOTALS
59.50
38.59
50.77
Respectfully Submitted - Peter F. Isbell, Water/Sewer Division Supervisor
95
READING PUBLIC LIBRARY
REPORT OF THE LIBRARY BOARD OF TRUSTEES
In 2021, the Reading Public Library staff navigated the challenges posed by the COVID-19
pandemic while also serving the community, improving access to library services and programs,
and fostering opportunities for community learning and engagement. While the start of the year
saw a suspension of in-person services due to a rise in COVID-19 cases, services continued to
be provided virtually and through curbside pickup. Throughout the following months of 2021,
the Library continued to adapt by following local and state public health guidelines and seeking
approval from the Reading Board of Health and the Board of Library Trustees. By June 21, all
services were available, including browsing, study space and PC usage, and in-person
programming.
The Reading Public Library FY21-FY25 strategic plan was filed and approved by the
Massachusetts Board of Library Commissioners. The RPL vision, mission, and core values set
forth in this strategic plan have provided the RPL director and staff with a framework to develop
goals and implement services and programs through several key focus areas.
The first focus area is Customer Convenience and Personalization. The Library seeks to enhance
access to library services for all community members, remove barriers to access, and develop
diverse content, services, and programs. Several policies related to the collection were reviewed
and updated, and the Library Director and the Board adjusted the budget to increase digital
resources. A wide array of programming for patrons of all ages was provided, including virtual
and in-person events. Staff creatively expanded access to digital and physical materials with
services including Teen Book Boxes and circulating wifi hotspots. The staff participated in
accessibility training and other training on diversifying collections and improving equity.
The second focus area is Community Learning and Engagement. Throughout the COVID-19
pandemic, the RPL staff has been responsive to the community's needs. They developed ways to
provide services and connect with the community in various ways, including both in-person and
virtually. The Library has remained an integral part of the Reading community by partnering
with local organizations such as the Reading Food Pantry the Reading Public Schools and
participating in and promoting local events and committees. The staff has participated in
numerous training opportunities to enhance services and programming and respond to our
community's needs. The Reading Public Library remains committed to fostering civic
engagement and learning for all and started the hiring process for the new Director of Equity and
Social Justice.
The third focus area is Library as Space and Place. The Library seeks to be a welcoming and
inclusive facility for all community members. This year, the Board of Library Trustees adopted a
statement of solidarity with the Asian American Pacific Islander community against acts of hate
96
and violence and a land acknowledgment in October 2020. A newly formed space planning
advisory group has been instrumental in advising the staff and Board of Library Trustees on
ways that the physical space of our Library can meet the growing needs of our service to patrons.
The Library is also excited to participate in the RMLD grant -funded program to add EV charges
to the RPL parking lot.
Several staff members have retired or departed this year. The Board is thankful to Julianna
Aguja, Guari Barar, Meghan Ebbitt, Susan Haggerty, Mary McIntire, Kathy Miksis, Judy
Newton, Allison Sloan, and Renee Smith for their service to the Library. The Board of Library
Trustees is also thankful to Director Amy Lannon and Assistant Director Michelle Filleul and the
entire RPL staff and the facilities department for their dedication and hard work throughout this
year.
Sincerely,
Nina Pennacchio
Chair, Board of Library Trustees
97
REPORT OF THE LIBRARY ACTIVITIES AND SERVICES 2021
COVID-19: IMPACT ON SERVICES
COVID-19 continued to influence Reading Public Library activities and services in 2021. The
Library followed phased reopening and rollback plans reviewed and approved by the Reading
Board of Health and the Board of Library Trustees. Following these plans, the resumption or
elimination of any services used library -specific state guidelines and local COVID-19 incidence
rates.
With the COVID-19 surge in late 2020, the Library temporarily suspended in-person,
appointment -based services from December 26, 2020, through February 15, 2021. During this
period, the Library's primary services were curbside pick up of materials, virtual programming,
and virtual reference via phone, text, email, and online chat.
Appointment -based services for PC use, study space, and browsing resumed on February 16,
2021. The next COVID-19 milestone was to end quarantining of returned materials on April 30,
a decision prompted by newer studies and reports on fomite transmission.
On May 17, 2021, the Library was open for walk-in browsing, only requiring reservations for the
use of PCs and study spaces. By June 21, all services were fully available, eliminating the need
for curbside pickup. At that time, librarians also resumed in-person programming, generally
outside in a temporary tent. Public room rentals of the conference rooms resumed in September.
Library employees continued to wear face -coverings even after the state mandate expired to
provide additional protection for children and others who could not be vaccinated. In September
2021, the Board of Library Trustees reinstated a face -coving policy for all library visitors, which
aligned with the Reading Public Schools policy. Services to children not eligible for vaccination
are a core component of library services.
STRATEGIC FRAMEWORK: VISION, MISSION, AND CORE VALUES
In addition to the pandemic, the Library's current strategic plan (FY21-FY25) guided the
planning and implementation of the 2021 programs and services. The foundations of this plan,
filed with and approved by the Massachusetts Board of Library Commissioners, are Library's
vision, mission, and core values.
Vision: Evolving together to strengthen communication, equity, collaboration, and learning.
Mission: The Reading Public Library is a center and resource for learning and civic
engagement. We provide a place and platform of, by, and for the people who can benefit as
individuals as well as contribute to the wellbeing of the community.
98
Core Values: Education, Equity, Accountability, Access
The strategic plan has three focus areas as a framework for twenty -first -century library services.
FOCUS AREA: CUSTOMER CONVENIENCE AND PERSONALIZATION
The Library continues to remove barriers and improve access to all library services, including
increasing the diversity of content and delivery of services to the community. Objectives in this
focus area include applying user -centered design principles to facilitate access to physical and
digital resources, exploring and testing new forms and formats of content, updating the collection
development policy, and addressing the digital divide. Selected accomplishments in this focus
area include:
Operations
• Combined two part-time para positions into a full-time, professional Collection Services
Librarian with a specific focus on data analysis, electronic resource licensing, and digital
services.
• Reviewed and updated the Collection Development Policy, Lending Policy, and Fines
and Fees Policy
• Adjusted the materials budget to meet the increased need for digital resources
Selected Programs
• Transitioned to "Virtual Winter Warmers 2021"
• "All About Birds" series with local bird walks
• Reinstated and updated 6th Grade Tours
• "Dine -In with Grace Lin" virtual family event
• Weekend Wonder Bags
• Albino Mbie Concerts (virtual and in-person outdoor)
Collection Development
• Added Value Line as a digital resource
• Added circulating wifi Hotspots
• Added circulating Chromebooks
• Developed popular "Binge Boxes"
• Developed popular Teen Book Boxes
Selected Staff Training
• Accessibility: What it is and why it is essential for some but beneficial for all
• Effortless and Effective Diversity Audit: iCurate and inClusive 101
• Evaluating, Auditing, and Diversifying Your Collections
99
• Every Problem Is Now a Technology Problem: Navigating the Digital Divide in the
COVID Era
• Transforming Teen Services: The Pursuit of Educational Equity
FOCUS AREA: COMMUNITY LEARNING AND ENGAGEMENT
2021 was an opportunity for the Library to reaffirm our civic and education responsibilities. As
the access to the physical Library was limited for six months due to COVID-19, staff found new
ways to connect and engage with the Reading community. Outreach was both physical and
virtual, with new or expanded collaborations. Community needs drove the development of
programs and partnerships such as the spring and summer food drives for the Reading Food
Pantry and STEAM programming for Reading Public School summer campers in grades 1-3.
Patrons welcomed the return of the "Library of Things" that was on hiatus from March 2020
through February 2021. The items in this collection are intended to encourage personal
enrichment and lifelong learning. The most popular items borrowed in 2021 were the Orion Star
Blaster Telescope, ViewSonic DLP Projector, and the Broth P -Touch Label Maker.
The Library also partnered with Reading resident Dr. Sherri VandenAkker, a Cultural Council
grant recipient, to create and produce the "Pandemic Peace and Promise Community Photo
Project." The photo book is a collection of images submitted by the residents of Reading,
Massachusetts documenting how they persevered during the coronavirus pandemic. The ebook
version was self -published on December 1, 2021, is free to download, and the Library also
purchased multiple hardcover copies to add to the Local History and circulating collections.
Operations
• Obtained LSTA Civic Hub Grant ($10,000)
• Offered Virtual Meeting Room for public use
• Created and approved Virtual Meeting Room Use Policy
• Worked through budget approval and began the hiring process for Director of Equity and
Social Justice
Selected Programs
• Castle Quest: Summer Reading Kickoff (Tales and Tales)
• Debby Irving "I'm a Good Person! Isn't That Enough?"
• Pride Storytime
• Pulse of Reading Series
o Let's Talk About Race
o What is Privilege and Why Does it Matter?
o What is Power, and How Do We Use It?
• Study Buddies (16 -week program)
100
• The Clothesline Project exhibit (Civic Hub)
• Vehicle Day
Outreach and Partnerships
• 90th Town Forest Celebration
• CATO partner ("Remembrance Tour: A History of Slavery in Reading")
• Dementia Friendly Reading member
• Fall Street Fair
• Human Relations Advisory Committee
• "Pandemic Peace and Promise Community Photo Project" (editor Dr. Sherri
VandenAkker)
• Popup Library Services (assorted locations)
• Reading Coalition for Prevention and Support participant
• Reading Food Pantry
Selected Staff Training
• Civil Legal Justice Services in Libraries
• Co -Creating Services with BIPOC Communities During COVID
• Creating Accessible Virtual Programs for Children with Disabilities and their Families
• Decolonizing: Placing Indigenous Peoples in the Conversation
• Domestic Violence Awareness Training (RESPOND, Inc.)
• Embedding EDI into Early Literacy Programming webinar
• Handling Patron's Domestic Violence Related Legal Questions
• Lifting Voices: Books Like Us: The Power of Seeing Yourself Reflected in a Book
• Teaching Black and LGBTQ+ Inclusive Histories with Primary Sources
FOCUS AREA: LIBRARY AS SPACE AND PLACE
Since the renovation was completed in 2016, the Library continues to make the facilities and
services more welcoming and inclusive. The building is a physical space open to the community
60 hours / 6 days a week four months of the year and 64 hours / 7 days a week eight months of
the year. The Library also serves as a platform for the community's to connect, teach, and learn
from each other. In 2021, the Board of Library Trustees adopted two community affirmations.
The first, issued in April 2021, was a statement of solidarity with the Asian American Pacific
Islander community against targeted hate and harm. The public and published statement was an
unequivocal message of welcome and encouragement to the AAPI members of the community.
Next, in October 2021, the Board approved a land acknowledgment in recognition and respect
for those who originally lived on the land on which the Library stands. The land
acknowledgment reflects the Reading Public Library's mission and core values of education and
101
accountability. This statement and the related information posted to the Library website is only
the first step in honoring the truth of Indigenous and American History.
With the approval and anticipated hiring of a new Director of Equity and Social Justice (DESJ),
Trustees Cherrie Dubois and Andrew Grimes formed a small space planning advisory group with
the two staff members. Together, this group reviewed and presented plans to the Board for a new
DESJ office, shifting the audiobook collection, and relocating the Friends of the Reading Public
Library "Second Chapter" book sale room to the lobby turret. This group will continue into 2022,
assessing, among other things, the expanded use of the main floor turret, the need for small
group or paired study space, and collection storage needs.
In February 2021, the Board approved a letter of support for the RMLD grant application to fund
the installation of EV chargers in the Library parking lot. RMLD received the grant for a Level 2
charger, and the Board subsequently approved the design and agreement presented by RMLD in
October 2021. The addition of EV charges to the parking lot directly supports Reading's Green
Community initiative.
Operations
• AAPI Statement
• EV Chargers
• Land Acknowledgement
Selected Programs
• Plant Lab and Plant Ambassadors
Selected Staff Training
• Beyond the Mayflower and 1620: Native Americans of New England
• Blue Marble Librarians: Climate Preparedness Programs and Collections
• Climate Resiliency for Cultural Heritage
• Gender Diversity: Supporting All
• MBLC Reframing Aging
• Native Nations and Your Library
• Started staff -led Native and Pollinator Garden
• Whole Person Librarianship
• Youth Mental Health First Aid
BUDGET FINANCIALS, CERTIFICATION, AND STATE AID
The October 4 Reading Trust Fund Commissioners meeting reviewed the expenditures and
transfers approved by the Trustees in July and August. The Commissioners approved the transfer
and said that the Trustees might independently approve essential expenses from the trusts in the
102
future. The Town Treasurer and Library Director are responsible for ensuring that funds are
spent appropriately.
The RPL budget for FY21 was $1,804,395 and library expenditures totaled $1,771,511.33.
Salaries were under budget by $21,404.29, and expenses by $11,479.38. Retirements and gaps in
hiring, lack of substitute needs due to COVID impacted salary expenditures. Another COVID
factor was that the Library spent less on Sunday service, which started in November instead of
October and had shortened hours.
WITH APPRECIATION
The achievements and positive community impact of the Reading Public Library could not
happen without the continued guidance of the Board of Library Trustees or the support and
generosity of the Reading Public Library Foundation and the Friends of the Reading Public
Library. No less important, we are grateful for the goodwill and kindness of the people of
Reading.
This year, we would particularly like to acknowledge the support, guidance, and respect we have
received from Town Manager Bob LeLacheur who is stepping down in 2022. Mr. LeLacheur
was instrumental in establishing the new Director of Equity and Social Justice position. His
support through the 2018 town override process demonstrated a commitment to and confidence
in library staffing and services. Thank you, Bob!
Respectfully Submitted,
Amy Fang Lannon, Library Director.
103
APPENDIX A: COVID-19 TIMELINE
January 1 — February 15, 2021
•
Building closed to the public (staff in the
building)
•
Abbreviated service hours (49 /hrs
weekly, plus 3 hrs Sundays)
•
Reference via phone, chat, text
•
Curbside pickup available
•
Materials quarantined
•
Virtual programs only
•
No meeting room rentals
February 16 -May 17, 2021
•
Abbreviated hours (49 /hrs weekly, plus 3
hrs Sundays)
•
Browsing, PC's, Study Space by
appointment
•
Full reference services
•
Curbside pickup available
•
Elimination of quarantined materials
(May 1)
•
Virtual programs only
•
No meeting room rentals
May 17 — June 20, 2021
•
Abbreviated hours (49 /hrs weekly, plus 3
hrs Sundays)
•
Open browsing
•
PC's, Study Space by appointment
•
Curbside pickup available
•
Outdoor in-person programming added
•
No meeting room rentals
June 21, 2021
•
Regular hours restored(60 weekly)
•
Full, open services — no appointments
•
Eliminated curbside pickup
•
Limited indoor programming added
•
Outdoor tent installed for summer
programs
•
No meeting room rentals
September 7, 2021
•
Meeting room rentals restored
APPENDIX B: LIBRARY SERVICE STATISTICS
104
PHYSICAL COLLECTION HOLDINGS
i i9:
Adult Print
44,335
Adult Media
17,515
Children's Print
2,9110
Children's Media
2,178
Children's Kits
402
Teen Print
6,390
Magazines
2,056
Local History
10,32
Library of Things
62
Museum Passes
PHYSICAL COLLECTION CIRCULATION
18
335,997
Adult Print
76,206
Adult Media
21,636
Children's Print
137,487
Children's Media
9,193
Children's Kits
6,836
Teen Print
13,397
Magazines
6,915
Library of Things
256
Museum Passes
696
Interlibrary loans: Incoming
33,702
Interlibrary loans
29,673
105
DIGITAL COLLECTIONS
60,187
hoopla
8,791
Kanopy
3,083
Overdrive
48,313
MEETING ROOM RESERVATIONS
* See Appendix A: COVID 19 Timeline
PROGRAMS
Adult
166
Children's
305
Teen
76
REFERENCE CONSULTATIONS
0-5 minutes
19,084
6-10 minutes
1,648
11-30 minutes
256
30+ minutes
24
OPEN HOURS:I:
* See Appendix A: COVID 19 Timeline
VISITORS112,864
* See Appendix A: COVID 19 Timeline
VOLUNTEER1
106
APPENDIX C: READING PUBLIC LIBRARY STAFF AND VOLUNTEERS
Administration
• Amy F. Lannon, Director
• Michelle Filleul, Assistant Director
• Desiree Zicko, Communications Specialist
• Kathryn Melesciuc, Senior Administrative Assistant
• Louise Hetherington, Senior Library Associate
Public Services Collections Services
• Ally Dowds, Division Head
• Andrea Fiorillo, Librarian II (Research &
Reader Services)
• Cate Zannino, Librarian II (Children's
Services)
• Rebecca Bailey, Librarian
• Eileen Barrett, Librarian
• Susan Beauregard, Librarian
• Meghan McCabe, Librarian
• Olivia McElwain, Librarian
• Lisa Racine, Librarian
• Melissa Seldon, Librarian
• Renee Smith, Librarian
• Ashley Waring, Librarian
• Megan White, Librarian
Sunday and Substitute Librarians
• Justin Acosta
• Jianna Christopher
• Kathy Miksis
• Susanne Sullivan
• Jamie Penney, Division Head
• Lauren Gardner, Librarian II (Borrower
Services)
• Kathryn Geoffrion-Scannell, Librarian
• Dawn Colford, Senior Library Associate
• Valerie Gould Heithaus, Senior Library
Associate
• Andrea Hogan, Senior Library Associate
• Suzy Axelson, Library Associate
• Carol Macomber, Library Associate
• Lindsay Mancuso, Library Associate
• Christine Rutigliano, Library Associate
• Judy Terrazano, Library Associate
• Lisa Eng, Library Technician
• Althea Caluba, Page
• Neftali Gonzalez, Page
• Smitha Srinivasan, Page
• Nemaya Wickramsinghe, Page
Sunday and Substitute Associates
• Rory Butler
• Christine Miranti
• Kathleen Wilcox
• Jennifer O'Connell
107
Custodians (Facilities Department) Retirements/Departures
• John Davis •
Julianna Aguja
• Lynda Florence •
Gauri Barar
•
Meghan Ebbitt
•
Susan Haggerty
•
Mary McIntire
•
Kathy Miksis
•
Judy Newton
•
Allison Sloan
•
Renee Smith
READING PUBLIC LIBRARY BOARD OF TRUSTEES
• John Brzezenski
• Cherrie Dubois
• Andrew Grimes, Secretary
• Nina Pennacchio, Chair
• Monique Pillow Gnanaratnam
• Monette Verrier, Vice Chair
READING PUBLIC LIBRARY FOUNDATION BOARD OF DIRECTORS
• Bruce Austin, Secretary
• John Brzezenski
• Lynne Cameron
• Elise Ciregna, Vice President
• Amy Coumounduros, Treasurer
• Patrick Egan, President
• Stephanie Filipski
Honorary Board: Russ Graham, Bill Hecht, Robert Nordstrand, and Maria Silvaggi
FRIENDS OF THE READING PUBLIC LIBRARY BOARD
• Jean Clark, Recording Secretary
• Eleanor Delaney, President
• Leslie Haley, Vice President
• Rosie Martel -Foley, Treasurer
• Denise Wyer, Assistant Treasurer
• Lynda Zarrow, Communications
108
APPENDIX D: COMMUNITY AFFIRMATIONS
AAPI Statement of Solidarity
The Board of Library Trustees and Reading Public Library staff stand in solidarity with the
Asian American and Pacific Islander (AAPI) community in recognizing and condemning anti -
Asian hate crimes.
Since the beginning of the COVID-19 pandemic, there has been a shocking escalation of hate
crimes targeting AAPI communities. The recent murders and attacks on AAPI community
members are horrific and frightening, and they are not isolated events. We acknowledge the long
history of anti -Asian hate, harm, and violence in the United States. Such historical and
contemporary attitudes, behaviors, and structural systems undermine our society and damage the
health and wellbeing of individuals and communities. The prevalence of disinformation,
discrimination, xenophobia, and bigotry in our society compounds the harm.
As such, the Board of Library Trustees and the Reading Public Library reaffirm our mission of
providing a place and platform of, by, and for the people that serves as a center and resource in
the stand against racism and in working towards a more equitable and just society.
We commit to supporting our patrons, staff, other town departments, non -profits, and local
businesses in our collective efforts to foster and support a Reading culture that promotes and
celebrates diversity and our shared humanity.
Approved April 12, 2021
Land Acknowledgment
The Reading Public Library is located on the seized ancestral lands of the Pawtucket band of the
Massachusett tribe. Pawtucket, now called Lynn, is a vast territory that extends from the
Piscataqua River in New Hampshire down to the Charles River. The Massachusett tribe are the
descendants of the original people that the English first encountered in what is now the
Commonwealth of Massachusetts. We encourage everyone to learn more about the indigenous
people that originated on this land.
Approved October 12, 2021
109
2021 ANNUAL REPORT
READING
HOUSING
AUTHORITY
"EQUAL HOUSING OPPORTUNITY"
22 Frank D. Tanner Drive
Reading, MA 01867
(781) 944-6755
110
FROM THE CHAIR:
It is with great pleasure that I share with you the activities and accomplishments of the Reading Housing
Authority over the past year.
The Reading Housing Authority (Authority) is authorized to administer housing programs in accordance
with the Department of Housing and Community Development regulations for state -aided public housing and
the Department of Housing and Urban Development/Office of Public and Indian Housing (HUD) regulations
(Federal Section 8 Housing Choice Voucher Program). These programs supply the Town with a portion of its
local affordable housing options. The Authority strives to assist families obtain housing that is affordable,
decent, safe and sanitary.
The Reading Housing Authority remains committed to continue working closely with local City and State
government officials to stay on top of what the latest information is and what next steps we need to take as an
agency to be proactive with regard to the safety of our residents and staff during the Covid-19 pandemic crisis.
At this time, the best precautions we can take is to work together to keep ourselves safe, our environments
clean, and limit our social interactions. As a result, the Reading Housing Authority office is currently closed to
the public and will remain closed to the public until further notice. The Housing Authority is available by
phone and email and has added some additional measures for document drop off to ensure that our programs
remain operational and for our residents to continue to have access to Housing Authority Resources in these
trying times.
At the close of 2021, the Authority's programs provided state -aided affordable housing to 90 residents, and
federally funded affordable housing to 114 families. The Authority grants preferences on its waiting list to
applicants residing and/or working in Reading. In addition, Veterans receive a preference as well.
As always, the Authority goes beyond the bricks and mortar and assists families, elderly and handicapped
persons obtain the services they may need. We work closely with the Town of Reading Elder and Human
Services Department, the Pleasant Street Center, Mystic Valley Elder Services and other home care agencies to
meet the needs of our elderly residents as they strive to remain independent and age in place.
On behalf of the Board, we want to thank Executive Director, Kathryn Gallant and her staff for their
continued dedication, commitment and service to the Reading Housing Authority. We look forward to working
with them as we meet the new challenges that lie ahead.
Our community is very fortunate to have such caring and dedicated public safety personnel. The men and
women of the Reading Police Department and Fire Department have our gratitude and appreciation for the
many times they have responded to emergency situations for residents of the Reading Housing Authority.
We look forward to working with them and the Reading community as we meet the new challenges that lie
ahead.
Respectfully,
Timothy Kelley
Timothy Kelley, Chair
111
11 ORGANIZATION:
Organized in 1963 to address the housing needs of the Town's low and moderate -income residents, the Reading
Housing Authority (Authority) is "a public body politic and corporate" duly organized and authorized by
Massachusetts General Laws (MGL), Chapter 121B, s.3. The Authority receives it funds from the State and
Federal government to assist our clients with their housing needs. Although the Authority does not receive any
local funding, five unpaid Reading residents compose the Board of Commissioners. The Select Board appoints
four of these board members and one is the Governor's appointee. Each member serves for a 5 -year term. The
Board is responsible for the overall operation of the Authority. The day to day responsibility is delegated to the
Executive Director.
The Board meets regularly and has scheduled their monthly meetings for the first Monday of each month. The
Annual Meeting of the Board is currently scheduled for the month after the Select Board makes their annual
appointment of a Board member. As of December 2019, the Board Members and their term of office are as
follows:
Richard Robbins
42 Dudley Street
Timothy J. Kelley
56 Sunnyside Avenue
Diane L. Cohen
73 Hillcrest Avenue
Charles L. Adams
13 Riverside Drive
Marie T. Hanson
14 Frank D. Tanner Drive, #7
Kathryn Gallant
22 Frank Tanner Drive
Chair
Term expires 6/30/2025
Vice -Chair
Term expires 6/30/2024
State Appointee
Term expires 5/03/2021
Assistant Treasurer
Term expires: 6/30/2022
Treasurer/State Tenant Representative
Term expires: 6/30/2023
Secretary and Executive Director
112
11 ADMINISTRATIVE and MAINTENANCE STAFF:
The Board contracts an Executive Director who manages the day-to-day operations of the Authority. Within
State and Federal guidelines and other budgetary limits, the Executive Director hires the supporting staff
necessary to achieve the goals and responsibilities of the Authority's programs.
Administration:
Kathryn Gallant Secretary and Executive Director
Susan McLaughlin State Housing Manager
Catherine Sutherland Office Manager
Iris Perez -Feliciano CHA Federal Program Coordinator for RHA
Maintenance:
Joseph Costello Maintenance Staff Supervisor
Edward Bennett Maintenance Staff
SUPPORTIVE SERVICES AFFILIATIONS:
Kerry Valle Town of Reading, Case Manager
Alyse Warren Town of Reading, Nurse Advocate
Kevin Bohmiller Town of Reading, Veterans' Service Officer
Daniel J. O'Leary Director, Mystic Valley Elder Services
FINANCIAL INSTITUTIONS:
Reading Cooperative Bank
11 AFFILIATIONS:
National Association of Housing and Redevelopment Officials (NAHRO)
Massachusetts Chapter of National Association of Housing and Redevelopment Officials (MassNAHRO)
New England Regional Council of National Association of Housing and Redevelopment Officials
(NERC/NAHRO)
Section 8 Administrators Association
North Shore Housing Executive Directors' Association (NSHEDA)
11 CONSULTANTS: 11
"91
Accountants: Fenton, Ewald & Associates
Legal: Latham Law Offices, LLC & DHCD Legal Counsel, Lori McBride, Esq.
MAINTENANCE
The Authority is responsible for 115 individual units located on 10 different sites.
We do it all — from the beautiful paint job to the new appointments before you move into your new apartment.
The maintenance staff continues to do an excellent job maintaining all Authority properties in good condition.
The maintenance staff is also responsible for the daily work orders and any emergency work that needs to be
done.
2019 FUNDING RECEIVED:
Each year the Authority applies for several grants or capital funding whenever available to improve our
properties and better serve our residents and the community. Included in this year's awards were:
MODERNIZATION OF STATE -HOUSING FUNDS
The Reading Housing Authority was notified that the agency would be receiving $80,336 in Formula Funding
Grants for Capital Improvement Projects for fiscal year 2024 (FY22). The Authority is working to assess
current infrastructure in hopes to provide full ADA compliant units in order to better assist the aging population
in Tannerville.
11 AUDITS:
The Authority has a Single Audit of all programs by an independent auditor each year. Marcum LLC
Accountants and Advisors were engaged to perform the latest review of the Authority's programs for fiscal year
end June 2020. At this time, the audit is currently underway and has not been completed. Upon its completion,
copies will be disseminated accordingly.
A compliance audit, Performance Management Review, mandated by DHCD for FYE June 2020 has been
completed as of October 2020. Final reports revealed no findings as noted in the details of the report. The
Authority continues to be a High Performer with its Federal Section 8 Management Assessment Program
(SEMAP).
11 MANAGEMENT REVIEW: 11
The Authority has had a current Management Review done of all State programs. The Asset Managers from the
State's Department of Housing and Community Development reviewed all the operations of the State programs
to ensure compliance in the daily operation of the Authority's budget, occupancy, administration, maintenance,
services and tenant participation. The Authority received an excellent review with minor comments.
The Reading Housing Authority remains in an inter -agency agreement with Chelsea Housing Authority to
administer its Section 8 Housing Choice Voucher Program. This cost-effective measure has enabled the RHA to
maintain the federal housing program with the assistance of personnel from another agency. The Reading
Housing Authority continues to oversee the program and remains responsible for all reporting requirements to
HUD.
114
STATE PROGRAMS: 11
The Authority currently manages three (3) programs under the State's Department of Housing and Community
Development: 667 Housing (elderly/handicapped housing); 705 Housing (Family housing); 689 Housing
(Special Needs Housing).
All our wait lists are open now; however, estimated wait times can be long. All information regarding our
agency and the programs we administer can be found on our website at www.readinghousing.org. We
encourage applicants to apply for our elderly/handicapped (667) housing by contacting the Housing
Authority at (781) 944-6755 or by accessing the application on our website.
HOUSING FOR ELDERLYIDANDICAPPED PERSONS (667) effective March 1, 2019
80, one -bedroom units located at Frank D. Tanner Drive Housing Complex
Eligibility: 60 years of age or disabled
Income: 1 person - $56,800
2 persons - $64,900
HOUSING FOR FAMILIES (705) effective March 1. 2019
6 units
Waverly and Oakland Road (6, three-bedroom units)
4 units
Pleasant and Parker Street (2, two-bedroom units; 2, three-bedroom units)
Eligibility:
Family of 2 or more depending on Bedroom Size
Income:
2 persons - $64,900 6 persons - $ 94,100
3 persons - $73,000 7 persons - $100,600
4 persons - $81,100 8 persons - $107,100
5 persons - $87,600
11 FEDERAL PROGRAMS
The Authority manages 103 subsidies for persons of very low income under the Federal Section 8 program.
However, the Chelsea Housing Authority is currently managing this program for the RHA through an inter-
agency agreement. Currently, the RHA participates in a centralized waiting list administered by the
MASSNAHRO organization. Applications for this wait list are available at the administration office building at
22 Frank D. Tanner Drive, Reading or online @ www.gosection8.com/MASSCWL. The income limits for 2021
are:
SECTION 8 RENTAL ASSISTANCE
Income limits: 1 person — $44,800 2 persons - $51,200
3 persons - $57,600 4 persons - $63,950
5 persons - $69,100 6 persons - $74,200
7 persons - $73,500 8 persons - $78,250
RHA -OWNED PROPERTIES
The Authority presently owns and manages seventeen family units located in various locations throughout the
Town of Reading. Four of the seventeen units were located at the condominiums of the Old Reading
Schoolhouse. However, in June 2017 the RHA lost these four units due to fire. Thankfully, no one was hurt as
a result of the fire but all forty (40) units were determined to be uninhabitable. The building has been fully
rehabbed and reoccupied.
APPLICATIONS:
***NEWAPPLICA TION PROCEDURES ***
ISM
CHAMP — COMMONHOUSING APPLICATION FOR MASSACHUSETTS PUBLIC -HOUSING
In August 2014, legislation as part of Chapter 235, an Act Relative to Local Housing Authorities, was passed to
establish a centralized on-line wait list system for persons seeking state -aided public housing assistance.
CHAMP will enable Local Housing Authorities and the Department of Community Development to manage
state -aided housing applications for all situations — emergency, standard and transfer.
On April 10, 2019, the Department of Housing and Community Development launched the internet base, state-
wide public housing application and centralized wait list system know as CHAMP to the public. Applicants
will be able to submit and self -manage their applications through the on-line portal from a computer, smart
phone, or tablet.
You may obtain a paper application at the office of the Authority, 22 Frank D. Tanner Drive, Reading,
MA 01867 or by accessing it online at www.readinghousing.org.
ELDERLY/HANDICAPPED HOUSING (667)
The Authority manages 80 one -bedroom units of housing for elderly/handicapped persons at our Frank D.
Tanner Drive complex in Reading. To qualify for this housing, a single person or couple must meet the
eligibility guidelines and be 60 years of age or older or handicapped. The Authority sets aside 13.5% of
these units for non -elderly handicapped persons.
FAMILYHOUSING — STATE (705)
The Authority operates the State's Family Housing Program with 2 different developments. The first family
housing development that was built by the Authority is located at Oakland and Waverly Roads and is called
Waverly Oaks. There are six 3 -bedroom units. Our second state family development is near the center of Town
and is referred to as our Pleasant/Parker location. There are only four units available at this site. Our wait list is
open. Approximate wait times for those presently on the list remains in excess of ten years.
SECTION 8 FEDERAL HOUSING ASSISTANCE PROGRAM
Currently the wait list for our Section 8 Program is open. We participate in the centralized wait list program
administered by Mass NAHRO and Go Section 8. Applications are available at our administrative office or
online at www.gosection8/MASSCWL.com
SUMMIT VILLAGE FIRST TIME HOMEBUYERS PROGRAM:
The Authority continues to oversee the maintenance of the wait list for qualified and eligible applicants for the
affordable units at Summit Village through the First Time Homebuyers Program. We presently have no
potential buyers on our waitlist. Interested applicants are encouraged to contact the Authority.
CONCLUSION:
The Reading Housing Authority is proud to provide this information to you. Anyone interested in obtaining
information about any of our housing programs: elderly/handicapped housing, state family or the Federal
Section 8 Rental Assistance Program, should contact the authority at 22 Frank D. Tanner Drive or by calling the
office at (781) 944-6755.
116
SCHOOL DEPARTMENT
SCHOOL COMMITTEE REPORT
Thomas Wise, Chair
Leadership
During the election of April 2021, Shawn Brandt was reelected, this time for a three-year term.
Additionally, Sarah McLaughlin was also elected to a three-year term to fill the seat that was
vacated by John Parks.
At the committee's annual reorganization meeting in June, Thomas Wise was elected as Chair
and Shawn Brandt as Vice Chair. Other members of the committee are Chuck Robinson, Carla
Nazzaro, Erin Gaffen, and Sarah McLaughlin.
In February of 2021, the committee completed its exhaustive search for a new Superintendent of
Schools and hired Dr. Thomas Milaschewski to lead the schools effective July 1, 2021.
Additionally, there were several other leadership changes in the schools throughout 2021. They
were:
(1) Promotion of Dr. Jennifer Stys to Assistant Superintendent of Student Services.
(2) Promotion of Allison Wright to Director of Special Education.
(3) Hiring of Dr. Sarah Hardy as the Assistant Superintendent of Learning & Teaching.
(4) Hiring of Kevin Tracey as the Principal of Reading Memorial High School.
(5) Hiring of Caitlin Shelburne as the Principal of Joshua Eaton Elementary School.
(6) Hiring of Michelle Roach as the Director of Human Resources.
(7) Hiring of Dr. Stephen Burnham as the Principal of Birch Meadow Elementary School.
(8) Hiring of Kurtis Martin as the METCO Director.
(9) Hiring of Susan Bottan as Director of Finance & Operations.
117
Budget
During January of 2021, the School Committee engaged in the process of reviewing the
Superintendent's recommended budget for Fiscal Year 2022. At the end of January, the
committee approved the budget, in alignment with guidance put forward by the Finance
Committee, to be pushed forward to the Town Manager and eventually to the Annual Town
Meeting. At the Annual Town Meeting in April the following School Department Budget was
approved:
Reading Public Schools
Recommended Budget
Fiscal Year
2022
Cost Center Recommended Budget
Administration $ 1,278,967
Regular Day $28,395,443
Special Education $16,329,409
District Wide Programs $ 2,113,975
School Facilities $ 1,578,204
Total
$49,695,998
Massachusetts Comprehensive Assessment System (MCAS)
The MCAS tests resumed during the Spring of 2021. However, they were adjusted to be a
reduced length with a smaller set of questions. Additionally, due to the pandemic, statewide
several significant decreases occurred in test results when comparing the 2019 test results to the
2021 test results. At a macro level, Reading Public Schools performed better on the MCAS than
the State Average. The below image demonstrates the comparable performance vs. the State.
Change in Achievement Level from Change in Achievement Level from
2019 to 2021 - Grades 3-8 2019 to 2021 - Grade 10
ELA- Meeting or Mathematics - ELA- Meeting or Mathematics -
Exceeding Meeting or Exceeding Exceeding Meeting or Exceeding
Expectations Expectations Expectations Expectations
Reading -4% -15% Reading +14 -2
State -6% -16% State +3 -7
118
Student Enrollment
Overall, the enrollment dropped to 3850, a 2.5% drop across all grade bands. When comparing
to the prior annual report, we see the largest drop in the High School as our enrollment dropped
from 1222 to 1142, a 6.5% drop. Most of the High School drop can be attributed to a large class
graduating (330 students) combined with a smaller Freshman class entering (255 students).
The drop is the antithesis of the enrollment change the committee was expecting based on studies
performed by NESDEC in 2019 which forecasted growth due to live birth and other census data.
If we look further into the gains and losses, we can see significant decreases in the cohorts fifth to
sixth grade (15 students), from sixth to seventh grade (12 students) and from eighth to ninth
grade (32 students). Fifth to sixth and eighth to ninth are years in which we historically have lost
students to private schools. The sixth to seventh is unusual and can likely be linked to the
pandemic and the impact it had on public education.
Achievements
Reading Memorial High School graduated 330 young adults in 2021. While some of our
graduating seniors are attending some of the most prestigious universities in the country, all are
moving into the future with a solid portfolio of skills, which will help their success in any
environment they choose. We naturally point to acceptances at schools like Harvard, Rice, the
US Naval Academy, and Boston College as an indication of our system's success. We also
appreciate seeing the number of our students that achieve AP Scholar (20), AP Scholar with
Honors (18), or AP School with Distinction (12) status as a measure of the effectiveness and
depth of our Advanced Placement offerings.
It is, however, the goal of the School Committee, and a better measure of success, that we find
appropriate placements for all our students, that will further prepare them to be productive,
contributing citizens of our society. To this end, the pandemic has brought about some
potentially positive changes for our students with the increased use of gap year programs which
allow them to explore their passions prior to entering colleges or universities. This is
demonstrated by the fact that 11.5% of the 2021 graduating class pursued options other than 4 -
year, 2 -year, or prep school programs. Prior to the pandemic, that number was 4.4%.
In addition to the success of our graduates, we can continue to take pride in the success of our
students at all levels. Our athletic programs continue to be one of the best in Massachusetts, with
our student athletes demonstrating athleticism, academic achievement, and above all,
sportsmanship. Our students take part in several statewide competitions and performances,
including the Science Olympiad program, Robotics, Junior and Senior Districts for Band and
119
Reading Public Schools
Student Enrollment
Grade Band
2020
2021
% Change
Pre -K
97
104
7.2%
Elementary (K-5)
1738
1715
(1.3%)
Middle (6-8)
894
889
(0.5%)
High (9-12)
1222
1142
(6.5%)
3951
3850
(2.5%)
Total
The drop is the antithesis of the enrollment change the committee was expecting based on studies
performed by NESDEC in 2019 which forecasted growth due to live birth and other census data.
If we look further into the gains and losses, we can see significant decreases in the cohorts fifth to
sixth grade (15 students), from sixth to seventh grade (12 students) and from eighth to ninth
grade (32 students). Fifth to sixth and eighth to ninth are years in which we historically have lost
students to private schools. The sixth to seventh is unusual and can likely be linked to the
pandemic and the impact it had on public education.
Achievements
Reading Memorial High School graduated 330 young adults in 2021. While some of our
graduating seniors are attending some of the most prestigious universities in the country, all are
moving into the future with a solid portfolio of skills, which will help their success in any
environment they choose. We naturally point to acceptances at schools like Harvard, Rice, the
US Naval Academy, and Boston College as an indication of our system's success. We also
appreciate seeing the number of our students that achieve AP Scholar (20), AP Scholar with
Honors (18), or AP School with Distinction (12) status as a measure of the effectiveness and
depth of our Advanced Placement offerings.
It is, however, the goal of the School Committee, and a better measure of success, that we find
appropriate placements for all our students, that will further prepare them to be productive,
contributing citizens of our society. To this end, the pandemic has brought about some
potentially positive changes for our students with the increased use of gap year programs which
allow them to explore their passions prior to entering colleges or universities. This is
demonstrated by the fact that 11.5% of the 2021 graduating class pursued options other than 4 -
year, 2 -year, or prep school programs. Prior to the pandemic, that number was 4.4%.
In addition to the success of our graduates, we can continue to take pride in the success of our
students at all levels. Our athletic programs continue to be one of the best in Massachusetts, with
our student athletes demonstrating athleticism, academic achievement, and above all,
sportsmanship. Our students take part in several statewide competitions and performances,
including the Science Olympiad program, Robotics, Junior and Senior Districts for Band and
119
Chorus, Drama, Musicals and numerous Marching and Jazz Band competitions. The last year
brought about changes in how these teams and clubs executed their competitions and
performances, but our students were able to shine through time and time again.
The Path Forward
2021 was a year of change and challenge for the Reading Public Schools. Working through the
pandemic as both a school and greater community while welcoming new leadership has proven
to be difficult at times and exciting at others. During the summer, the School Committee, Central
Office Administrators, Principals, and leadership of the Reading Teachers Association were able
to meet at a strategic planning offsite. During that offsite, new bonds were formed and important
discussions commenced. Perhaps the most important discussion was the collaborative one that
led to the Commitment of Equity which was co-signed by all the above parties. That
commitment, in concert with the Portrait of the Graduate that concluded in the Spring of 2021
will prove to be guiding lights for the district to lift ALL our staff and students to new heights.
The Equity Commitment is as follows:
The Reading School Committee, Central Office, Directors,
Principals and Leadership of the Teachers Association celebrate
the diversity of the Reading Community and beyond by embracing
differences to empower every student, staff member and family of
the Reading Public Schools. We embrace all members of the
community no matter where we live, what we look like, what we
believe, what language we speak, who we love, or how we learn,
consistent with the human dignity of all. When we are unwavering
in our commitment to equity, we support every student and staff
member in maximizing individual potential. This requires us to
identify, analyze, and confront gaps in opportunities and outcomes
for all students.
As you will see in the Superintendent's report that follows this one, we are aggressively working
to confront those gaps as a collective team. We have high hopes that the Reading Public Schools
will become an even stronger district in the future, and we are always indebted to those
throughout Reading who provide their support and encouragement that fosters a sense
community and promotes success.
120
aGS&. supputin� Gamow'
Reading Public Schools
Instilling a joy of learning and inspiring the innovative leaders of tomorrow 82 Oakland Road
Reading, MA 01867
Phone: 781-944-5800
Fax: 781-942-9149
Dear Reading Community,
When named as Superintendent of the Reading Public Schools in February of 2021, 1 hoped
that the start of my leadership in the district would coincide with the ending or fading of the
pandemic. However, as we know, this past year has challenged us all to navigate the continued
presence of the pandemic while also addressing its growing impact on our community. In our
schools we have seen the tremendous toll that the pandemic has taken on our students, staff,
and families. Our students have faced significant interruptions in their learning in a way that has
impacted both academic and social -emotional development. Our staff have wrestled with ways
to meet the growing needs of our students and many of our families have expressed challenges
for their students in ways that they have never seen. As a result of this pandemic impact, this
has been a challenging year for our RPS community.
These same challenges have highlighted the tremendous strength, resilience, and dedication of
our RPS community. The core strengths of our district - a dedicated, talented, and student -
focus staff, a shared commitment from all stakeholders to the whole child and a well-rounded
education, a fiercely passionate and supportive community, and some of the most thoughtful
and inspiring students - continue to shine through the challenges. These core strengths position
our district to emerge through the pandemic stronger than ever and help paint a bright future for
the Reading Public Schools.
To provide the community with a better understanding of where we are as a district, we are
including three parts to our report. First, the "Report of Entry Findings" provides the community
with what I have learned about the Reading Public Schools throughout my time in the role,
particularly the unique strengths, challenges, and opportunities facing the district. Secondly, the
School Committee's Recommended FY23 Budget provides both financial and operational
context regarding our district's current practices and outlines the district's plan for aligning
resources to meet the needs of our students. Lastly, we have included the School Improvement
Plans from each of our school communities. The plans reflect the individual goals and priorities
of each school and describe how each school plans to improve instructional practices, address
unfinished learning, and prioritize students' social and emotional needs. Collectively, these
three documents reflect the current state of our district and shed light on the work ahead.
On behalf of our district, I thank the entire Reading community for the continued investment and
support of our schools. It is a privilege and an honor to work with each of you in our shared
commitment to providing all of our students with a world-class educational experience.
Go Rockets!
In partnership for children,
Dr. Thomas W. Milaschewski
Superintendent of Schools
IN
r
READING PUBLIC
SCHOOLS
Thomas Milaschewski, Ed.D.
Entry Plan Report
February 2022
Introduction
When named as Superintendent of the Reading Public Schools in February of 2021, I committed
to leading a structured engy process toiu de my transition to the community. Over the past 8
months, in addition to leading the day-to-day operations of the district, I have focused on
learning as much as I could about Reading and the Reading Public Schools. Through this
process, I have discovered so many of the strengths that make this community unique - a
dedicated, talented, and student -focused staff, a fiercely passionate and supportive community,
and some of the most thoughtful and inspiring students you could meet. I've learned that this is
a town that wants excellence and deeply cares about the success of every student. I've also
learned that this community is deeply committed to leveraging the opportunities ahead to deliver
on our goal of providing every RPS student with a top -tier educational experience.
Through this entry report, I hope to share what I've learned throughout this entry process as a
way to provide our community with a shared understanding of the strengths, challenges, and
opportunities facing RPS and to begin to shape out the priorities for the future. As we navigate
the challenges presented by the pandemic, we know that it is more important than ever that we
chart out a bold path forward - one that sets a high bar for our students and provides the support
for every student to meet and exceed these expectations. I look forward to the process ahead to
shape this path forward for our students, schools, and community.
In partnership for children,
Tom Milaschewski, Superintendent
1 1 Page 123
Context: Current Strategic Plan
In the fall of 2020, Superintendent Doherty and the RPS Leadership Team published a District
Improvement Plan to span from 2020-2023. The plan outlined three strategic objectives to guide
the future improvement efforts of the district.
Strategic Objective A
Redesigning School
(2020-2021 School Year)
Based on our work since
March, 2020, the school district
will build a foundation of
teaching and learning practices,
infrastructure changes,
assessment practices, and
operations efficiencies to
prepare schools for current
conditions and future
challenges in a post -pandemic
world. This strategic objective
may be extended based on the
trajectory of the pandemic.
Strategic Objectives
Strategic Objective B
Coherent Instructional
Systems
(2020-2023 School Years)
Based on qualitative and
quantitative data analysis, the
school district will evaluate and
refine standards-based
instructional systems to meet the
needs of all learners. Please note
that state standardized data will
look different and may be less
available in a post pandemic
world.
Strategic Objective C
Supportive and Safe
Learning Environment
(2020-2023 School Years)
Based on quantitative and
qualitative data analysis, the
school district will review our
equity and social justice
practices, analyze student
social emotional growth, and
refine systems of support to
ensure a healthy and
successful learning
community while meeting the
unique needs of students.
My entry plan findings and analysis will live within this current District Improvement Plan. In
addition, we will plan to build off this District Improvement Plan as we chart out our path
forward. I believe that the previous RPS Leadership Team effectively identified three key,
strategic objectives - redesigning school, coherent instructional systems, and supportive and safe
learning environment - to frame the challenges and opportunities facing the district.
21 Page 124
Entry Plan Process
Approach
On my first day in the role as Superintendent, I shared an entry plan with the Reading
community. This plan outlined my approach to the leadership transition, focusing on both
managing the day-to-day operations of the district while learning as much as I could about the
district and community. Also, as evident in this plan, the entry process provided me with the
opportunity to start to build the relationships with staff, families, students, and the Reading
community that are so critical for our work together. It was my goal that through this entry
process, our community would develop a shared understanding of some of the strengths,
challenges, and opportunities facing our district. Similarly, I outlined how what we learned
through this process would guide us in defining a common vision for the future and in
developing a path to lead us there. In addition to these broad goals, I articulated the following
six goals for the entry process:
1. Establish strong working relationship with the Reading School Committee that is
grounded in a common set of goals and priorities
2. Build relationships with as many stakeholders as I can across the community,
including staff, families, students, community leadership/members, and local/school
organizations
3. Collaborate with School Committee to set year 1 goals for my leadership
4. Develop a shared understanding of the district's core strengths, challenges, and
opportunities and also the district's current operating and instructional practices,
structures, and systems
5. Utilize data trends to collaboratively determine district's goals, priorities, and
strategic actions
6. Assess district's strategic plan and collaboratively make adjustments for
implementation starting in SY 2022-2023
My leadership transition coincided with the start of Dr. Sarah Hardy's time as the new Assistant
Superintendent for Learning and Teaching. Dr. Hardy also led a structured entry process to
guide her transition into the district, which can be found through this link. While Dr. Hardy's
entry plan findings have been embedded in this document, you can find some additional details
about her entry findings through this link.
31 Page 125
Stakeholders
During the entry process, I had the opportunity to interact with a variety of community
stakeholders both in group and individual settings. While many of these meetings took more of
an informal, conversational, form, I also used a more structured approach in many of these
meetings and asked the following questions:
1. What are our district's core strengths (1-2)? How do you know?
2. What are the biggest challenges (1-2) facing our district? How could we go about
addressing them?
3. Imagine 5 years from now RPS is regarded as one of the top districts in both our state
and country. What did we do to get there?
4. What do you need most from me as a leader right now?
Through these meetings, I had the opportunity to meet and interact with students, families, staff,
educators, union leaders, education partners, community organizations, town governance,
businesses, community leaders, local press, and school committee. Perhaps most importantly,
our central office leadership team has spent time in over 90% of our district classrooms
throughout the fall and winter, providing the opportunity for direct interactions with students and
staff and to gain a better understand the day-to-day experience of our students. These
interactions with a variety of stakeholders in many different settings helped shape the findings of
this entry process. I'd like to thank all of the community members who took the time to meet
and share their honest ideas and perspectives on both the strengths and opportunities facing the
district.
Review Process
In order to shape the entry plan findings (listed below), I used multiple data points that include
notes from entry meetings with community stakeholders, reviews of district documents and data,
and observations from our central office leadership team. In late January/early February, I
organized these findings into general themes and shared drafts of the findings with our Central
Office Leadership Team, our District Leadership Team (including both school and district
leaders), the Reading Teachers Association Executive Board, and our Reading School
Committee. I also shared an updated draft of the findings with the public at the February 17,
2022 School Committee meeting. I view these entry findings as a draft and continue to welcome
feedback from the community.
41 Page 126
Entry Plan Findings
Strengths
Overall, the Reading Public Schools operates from a position of strength. There are so many
strengths, both district -wide and at individual schools, that collectively provide our students with
a strong educational experience. Below, I outline some of these strengths of RPS:
Staff
The most prominent trend across all of the entry interviews with various stakeholders, including
students, families, staff, and community members, was the tremendous strength of RPS
staff. This aligned with what district leaders observed while spending time in classrooms,
planning meetings, and focus groups. Simply put, RPS has a top -tier staff of educators, and this
is consistently recognized across stakeholder groups as the clear-cut greatest strength of the
district. Furthermore, a strong staff is the most important quality of a successful school district,
and this undoubtedly sits at the foundation of RPS' identity.
While many districts can boast a strong staff, various parts of the entry process revealed that
there are some special and unique characteristics of RPS staff that separate this group of
educators from others. Some of the most consistent characteristics that emerged when describing
RPS staff were hardworking, passionate, collaborative, and deeply caring about each child's
success. Throughout school visits, district leaders learned how these strengths span across all
roles of educators in the district, including teachers, paraprofessionals, secretaries, custodial
staff, food service staff, tutors, and many others. As a whole, students and families expressed
sincere appreciation and respect for their staff, and staff also shared the highest of admiration for
their colleagues. Below are several quotes, collected throughout the entry activities, that reflect
these summary statements about the quality of RPS staff:
• "There are many strengths in district, but the number one most important / influential
aspect on my kids' education has been the teachers."
• "The district's core strength is the staff, 100%. The staff is dedicated to guiding each and
every student to reach their fullest potential, caring about their social/emotional
development even to the point of taking it home with us every day, and setting clear goals
and high expectations for them while providing the supports to get them there."
• "Teachers are outstanding, hardworking and care deeply for the students."
• "The district core strength is the dedication its staff has to their students. It is not
uncommon to see teacher parking lots half full early morning and well after dismissal in
our district. What other district has teaching staff asking for weekend access to work?
The students in this district are at the forefront of staff s actions and thoughts."
51 Page 127
Community (Both Reading and School -level)
The strength of community emerged consistently throughout the entry process. This theme
connected primarily to two different types of community. First, this strength of "community"
reflected the Reading community at large. Staff and families alike consistently emphasized how
the Reading community deeply values education. Furthermore, stakeholders agreed that public
education serves as a major point of pride and passion within the
community. Families/caregivers were also consistently named as great supporters and
champions of our schools and were recognized for their collaboration with school
staff. Secondly, this strength of "community" connected to the type of collaborative, welcoming,
and supportive school "communities" that exist throughout the district. Stakeholders expressed
that the school communities are ones that make their child feel safe and valued, and generally
that their students take great pride in being a part of the school -specific community. Overall, this
sense of "community," at many different levels in our town and schools, is widely regarded as a
defining characteristic of RPS. From my own observations of the community through my first
seven months in the role, it would be hard to find a community that takes more pride in schools
than Reading. Below are several quotes that reflect these summary statements regarding the
strong community within both Reading and RPS:
• "A strength is community support of education and the schools. This is evident by
passing the override in 2018 and all the `we love Reading teachers' signs on people's
lawns."
• "Strong sense of community thanks to our neighborhood schools. Evident in family
interactions at drop off and pickup."
• "Community- you can just feel it! Events that involve families and local community
helpers."
• "We have strong community ties facilitated by small neighborhood schools, phenomenal
PTO fundraising and involvement, dedicated and informed teachers, investment in
character education and mental health."
Communication
Throughout the entry process, families expressed a positive trend in communication with
schools. Families pointed to positive, proactive, and timely communication between staff and
families. Generally, families felt that teachers kept them informed on what was happening in
their child's classroom and responded effectively as issues/needs came up. Families also noted
positive communication between families and building principals. More specifically, families
expressed appreciation for thorough, informative weekly newsletters and also in response to day-
to-day items needing attention. Families also shared a sincere appreciation for this type of
communication during the pandemic, which involved constantly evolving approaches and
information. Many families articulated how these types of positive communication, both within
61 Page 128
and outside of the pandemic context, helped to build trust and confidence in what's happening in
schools. Some of the specific comments included:
• "Clear communication and attention to student needs is a strength. We receive regular
updates from the district that are clear and transparent. Our children's principal is a
fantastic communicator. I know what is going on at the school each week and beyond,
and if I forget, I know where to look."
• "Continually impressed with communication from our children's teachers, principal's
weekly newsletter and the email communications from the district."
• "One strength is communication between teachers and parents. I always receive prompt
responses to emails and when I've requested a meeting it is set up as soon as possible"
Extracurricular Opportunities
The Reading Public Schools boasts top -tier extracurricular opportunities, particularly at the
secondary level. These extracurricular activities, spanning across athletics, arts, music, and
interest -based clubs and organizations, provide our students with incredible opportunities to
learn, grow, and collaborate. These extracurricular opportunities serve as an integral part of the
identity of the RPS student experience and have become a point of pride for our community.
This excellent collection of extracurricular activities reflects both the town and district's
commitment to developing the whole child and to a well-rounded education. Some of the
feedback regarding extracurricular offerings include:
• "The extracurricular offerings in Reading are at the core of my child's educational
experience. They have been instrumental in the growth and development of my child."
• "Reading boasts the absolute best extracurricular - arts, athletics, music, clubs. There is
something for everyone and they all perform at a high level."
• "The amazing extracurricular activities set the Reading Public Schools apart from other
schools, both public and private."
Student Experience
RPS families generally express high levels of satisfaction with their child's experience within the
district. More specifically, in general, families express that the schools have supported their
child's academic growth, provided the space for appropriate social/emotional development, and
helped their child to feel welcome and included. In terms of academics, both staff and families
noted the district's strong investment in curriculum, resources, and tools, including the recent
investments in a new K-8 math curriculum, early language screener, and middle school world
language curriculum. Families, students, and staff alike speak highly of their RPS experience -
academically, socially, and extracurricularly. Some of the specific perspectives include:
71 Page 129
• "High level classes at high school provide strong preparation for college. My children
who graduated are academically successful in college"
• "Both of our elementary children have enjoyed school and have grown tremendously in
their academic skills and developed a love for school and learning."
• "The schools have done an amazing job at meeting the kids where they are and growing
them into stronger and caring scholars."
• "Strong school cultures have helped my child to flourish - at the elementary, middle, and
high school levels."
Opportunities
Given these core strengths that define the Reading Public Schools, the district operates from a
position of strength, as previously expressed. Despite operating from this position of strength,
the community has expressed a commitment to continuing to improve the educational experience
for our students. Below, I will elevate several of the opportunities that I learned throughout the
entry process. This list does not include potential solutions, or even a deep analysis behind some
of the root causes or challenges associated with particular opportunities. Instead, surfacing these
opportunities will allow our community to collaboratively determine the best strategies,
initiatives, and approaches to move our district forward.
Strategic Objective A: Redesigning Schools
Pandemic Recovery
The pandemic has significantly impacted students across our country, and this has been no
different in our own Reading community. Staff, families, and students alike report this impact
on both academic and social -emotional development. Academically, more students have
demonstrated gaps in their learning and less students are demonstrating mastery of grade -level
standards and expectations.
We have seen an increase in students experiencing difficulty managing their emotions and also in
demonstrating effective executive functioning skills. Similar to trends across the nation, we have
seen an increase in the amount of social -emotional need for our students. Results of the Youth
Behavior Risk Survey (YBRS), administered in spring 2021, revealed new social -emotional
challenges for students. The graphics below, shared by Reading Coalition for Prevention and
Support Director Erica McNamara, provide an example of increased social -emotional needs of
our students identified in the YBRS. We believe this need has also increased drastically since
this data was collected in 2021.
81 Page 130
During the pandemic,
23% of Reading MS
students and 31% of
Reading HS students
reported their "mental
health was not good
'all' or'most of the
time".
Anatomy of a
Pandemic Classroom
(20 students)
In a M5 classroom of 20 students,
this would be about 5 students
impacted.
Reading YR BS
Pandemic Related
6M 6 HS students A
In a HS classroom of 20 students,
this would be about 6 students
impacted.
During the pandemic, have you experienced any of the following? (Yes is bar below)
■ Reading MS/HS 2021 ■ ML MS/HS 2021
56%58%
47% 44% 40% 45%
29% 33% 22%25% 27%30%
Feelings of fear, Changes in Difficulty Difficulty sleeping Physical reactions Worsened chronic Worsened mental Increased use of
anger, sadness, appetite, energy, concentrating & or nightmares such as headaches, health problems health conditions tobacco, alcohol,
worry, numbness desires & interests making decisions body pains, or other
or frustration stomach problems substances
& skin rashes
The impact of the pandemic has increased the need for RPS to address social -emotional staffing
and programming. Additionally, staff have articulated the need for Tier 1, social -emotional
curriculum for students at the K-8 level. This type of curriculum has been piloted at the high
school level with the use of Project Wayfinder. In addition to a solid core curriculum, staff and
students have identified the urgent need for more access to counseling and support at all
levels. The School Committee's Recommended FY23 budget reflects a significant increase in
school counselors at all levels, and the district needs to coordinate the hiring and support of these
new roles to provide consistent and universal access to school counseling for students. The
increased academic and social -emotional needs of our students, stemming from the pandemic,
will require our district to think strategically and creatively around how we support our students.
91 Page 131
Human Resources
A review of our HR processes and systems revealed barriers in our commitment to recruiting,
hiring, and retaining a strong and diverse workforce. These barriers were similarly identified
through interviews with various stakeholders. First, the district needs a clear strategy and related
systems in regard to teacher retention. While staff retention rates in Reading have generally
mirrored state trends in staff retention, stakeholders have expressed the impact of losing staff,
particularly high -performing staff, on students. Below is an example of staff retention data from
2020.
Stakeholders have expressed the need to identify the root causes of these trends in staff retention
and also a need to closely examine staff pay, which many felt was low compared to competitive
districts. Secondly, many stakeholders have expressed the need to increase the diversity,
particularly racial, ethnic, and linguistic diversity, of our staff. Almost 98% of RPS staff
identifies as white, with 86% of our students identifying as white, as evident in the tables below.
Staring Data by Race, Ethnicity, Gender by Full-time Enrollment Data
Equivalents (2020-21)
AM— Amancan
r
1.6
6.273.5
Aslan
5.5
1,291.3
Napanic
3.S
8,734.3
Wnge
621.2
110,120.9
Nab. Ameritan
0.0
133.6
Naw. H—i.n,. Pacific Isianoer
0.0
79.4
Mufti -Race. Nan-HRpark
1.0
716.7
Males
83.2
17,782.9
Females
449.7
108,538.1
FTE Court
533.0
136,349.7
Race
%of[District
i."or State
African American
2.5
93
Asian
5.3
72
Hispanic
3.7
23.1
Na W e American
0.1
0.2
Wnire
85.6
55.7
Nalire Havraiian, Pacific Islander
9.0
0.1
Mufti -Race, Non Hispanic
2.8
4.3
Many district stakeholders have shared the need for the district to recruit and retain strong
candidates of color. In order to accomplish this, the district must focus on enhancing our overall
processes, practices, and culture to ensure inclusion and diversity across the district. We must
conduct a meaningful examination of our current systems and processes to ensure they support
101 Page 132
DiSWCt
$4ete
Female
1.041
442,763
Male
2.000
467,772
Non -Binary
5
996
Total
3.846
911.529
Many district stakeholders have shared the need for the district to recruit and retain strong
candidates of color. In order to accomplish this, the district must focus on enhancing our overall
processes, practices, and culture to ensure inclusion and diversity across the district. We must
conduct a meaningful examination of our current systems and processes to ensure they support
101 Page 132
inclusion and diversity in recruitment, development, and retention of talent. Simultaneously, it is
critical that we work to foster a culture of inclusion and diversity which will further enable
progress in these areas. By reviewing and building upon our current outreach in the market, we
can identify and leverage places to engage and bring visibility to the district. Ultimately, what
our district does plus how we do it drives who we are and what we stand for.
Access
Throughout the entry process, the central office leadership team learned about several critical
challenges relating to student access at various levels of the system. The district remains one of
23 districts in Massachusetts to charge for full-day Kindergarten, creating a barrier in access for
some of our youngest learners. At the elementary level, families and staff identified the desire
for more enrichment opportunities for students, ranging from after-school clubs/activities to in -
school access to learning opportunities such as foreign language and instrumental music. At the
high school level, families, students, and staff expressed an opportunity to expand coursework
offering to align to student interest, with a particular interest in hands-on, vocational learning
opportunities and also set pathways in high -interest areas such as computer science, engineering,
and bio -medical. Similarly, high school stakeholders expressed an increase in access to college
credits through dual -enrollment and early college programs. Many stakeholders expressed the
immediate need of removing transportation barriers for our Boston resident students by offering
consistent late buses, enabling students access to after school academic support and
activities. Perhaps the challenge named most consistently through the entry process,
stakeholders at all levels of the system identified the need to look at the various trajectories
available to students in secondary math and ensuring students are not limited in future access
depending on the middle school math course they take.
Time on Learning
Staff at all levels of the system have expressed the need to examine our student schedules. These
perspectives align with our own analysis of student schedules, which reveal potential
opportunities to expand access and time -on learning for students and additional time for staff
collaboration. For example, at the elementary level, many stakeholders have expressed the need
to examine the purpose of the half-day Friday schedule and its potential impact and
limitations. At the middle school level, staff and families reported the need to increase time on
learning in STEM areas, particularly in mathematics, and structured time for Tier 2
interventions. At the high school level, many students reported constraints in the schedule that
limit their ability to take all of the courses they would like. In addition to the level -specific
schedules, various activities during the entry process revealed opportunities to think creatively
around out-of-school time to provide students with additional time -on learning. These
opportunities exist before and after school, during vacations, and over the summer. Various
111Page
133
community partners have also identified this as a potential high -leverage opportunity for
increasing student learning.
Strategic Objective B: Coherent Instructional Systems
Raising Academic Bar
A consistent message heard from families and educators throughout our entry activities has been
the desire to raise the bar for academic achievement in the RPS. The recently created Portrait of
a Graduate sets a shared aspiration for the skills and dispositions essential for students to
acquire. To move us forward towards this goal, it would be helpful for the community to
develop a shared understanding of what is meant by "raising the academic bar," as this phrase
was expressed several times by different stakeholders, each with a different interpretation of
what this implied. Similarly, many stakeholders have raised the need for our community to
determine what metrics/outcome data will be used to assess our progress in this area. While
MCAS could be one of these metrics, community members also raised the need for us to also use
other data sources in these conversations. Overall, this goal of raising the academic bar for our
students is shared by our district leadership team and a review of our academic outcomes reveals
opportunities for improvement.
As evident in the table below, the percentage of students meeting or exceeding expectations on
ELA, Math, and STEM MCAS generally fell in the average or below average range when
compared with similar districts (as identified by DESE) in 2021. Similarly, the table below
shows trends of similar or lower student growth for students in ELA and Math when looking at
comparable districts, as measured through Student Growth Percentile (SGP).
Comparable Districts
Overview
'Districts
most similar
to your district
in terns of g•ades span,tot31
enrd I rtard
special populations.
3rsn^„e-Sh
aded now Ynur district
2021
Next Gen MCAS
2021 Enrollment
% Meeting or Exceeding
Expectations
Growth
average
SGP
Grades 3-3
Grade 10
Grades 5
Grades 3-8
Grade
10
and 8
District Name
Total
Eca. Dis.
SWD %
ELL%
ELA
Math
ELA
Math
Science
ELA
Math
ELA
Math
Enrollment #
%
Franklin'
4,834
11.3
15.2
1.5
605s
48%
79%
65%
59%
34.5
30.5
58.6
33.6
Hanover'
2,614
9.3
18.4
1.0
5956
52%
83%
71%
58%
42.9
40.7
57.0
42.4
Longmeadow'
2,751
16.4
18.1
04
64%
46%
79%
76%
55%
36.0
28.4
42.7
36.2
Marshfield'
3,760
14.1
18.9
1.2
65%
50%
81%
66%
58%
37.3
29.6
53.6
33.8
Nashoba'
3,086
16.2
17.4
3.0
fib%
53%
82%
75%
64%
39.1
35.0
51.3
39.4
North Reading
2,309
9.5
18.1
05
70%
61%
83%
69%
76%
43.6
36.5
53.9
37.6
Reading`
3,951
8.9
17.8
1.1
64%
49%
84%
72%
60%
41.9
32.4
32.7
33.0
lwelleslw
4,432
69
17.1
1.9
75%
62%
92%
88%
69%
43.8
34.5
58.0
51.2
Westford'
4,714
7.3
15.5
1.7
73%
65%
89%
83%
69%
47.5
39.2
66.1
44.7
yyestwood'
2,952
43.2
15.3
0.8
75%
62%
84%
80%
70%
43.7
31.2
52.6
47.8
bliilmington'
2,830
11.9
16.9
0.8
56%
46%
81%
65%
50%
35.2
31.0
58.8
34.0
121 Page 134
These trends in performance and growth on MCAS generally hold consistent from the past few
years. A deeper analysis into the data reveals particular groups of students who have not had as
much academic success in the district. For example, the tables below highlight MCAS
achievement by particular demographic subgroups in 2021:
Grades 3-8 Spring 2021 MCAS Results Grade 10 Spring 2021 MCAS Results
MATH ELA MATH T ELA
95 Meeting or % Meeting or % Meeting or % Meeting or
Exceeding Exceeding Exceeding Exceeding
Expectations Expectations Expectations Expectations
All Students
49
64
39
Reported Subgroups
Econ. Disadvantaged
15
Students wl Disabilities
14
25
High Needs
18
33
EL
Race/Ethnicity
African Amer.IBlack
Asian
5
Not Reported
1 72
1 $6
21
32
59
23
74
41
HispaniclLatino
Multi -Race,
Non-Hisp.ILat.
1 48
63
White
1 0
65
I Students 1 72 1 84
Econ. Disadvantaged
46
69
Students wl Disabilities
23
41
High Needs
32
51
Raceffif nicity
68.2%
1 94
Asian
1 144
White
1 72
1 $6
In addition to MCAS, an analysis of advanced course completion shows gaps by student subgroup:
Advanced Course Completion in Reading Public Schools
In efforts to increase academic outcomes, stakeholders have emphasized the need to close gaps
in access, opportunity, and outcomes for demographic groups that have historically not
performed well in our district. Stakeholders have also expressed the need to provide more
opportunity for our highest achieving learners to access more rigorous learning opportunities that
push their learning to new heights. As we engage in academic improvement efforts, stakeholders
cited the need to create consistency across our schools, particularly by level, and to recognize,
highlight, and celebrate academic achievement and accomplishments. Many stakeholders have
highlighted the need to bring academics to the center as the focus of the district.
131 Page 135
All
Econ.
Dis.
High
Needs
SWD
African
American/
Black
Asian
Hispanic
or Latino
White
2020/2021
68.2%
27.3%
26.9%
22.3%
23.5%
83.9%
35.7%
69.7%
2019/2020
65.9%
43.4%
38.5%
30.9%
55.6%
76.5%
42.9%
66.0%
2018/2019
67.1%
49.1%
39.0%
32.2%
44.4%
74.3%
66.7%
67.9%
2017/2018
61.5%
25.0%
26.9%
25.2%
23.1%
74.1%
27.3%
62.5%
In efforts to increase academic outcomes, stakeholders have emphasized the need to close gaps
in access, opportunity, and outcomes for demographic groups that have historically not
performed well in our district. Stakeholders have also expressed the need to provide more
opportunity for our highest achieving learners to access more rigorous learning opportunities that
push their learning to new heights. As we engage in academic improvement efforts, stakeholders
cited the need to create consistency across our schools, particularly by level, and to recognize,
highlight, and celebrate academic achievement and accomplishments. Many stakeholders have
highlighted the need to bring academics to the center as the focus of the district.
131 Page 135
As we analyzed our student achievement outcomes, many staff cited the need to dive deeper into
student attendance. With a district average daily attendance rate of close to 97% in 2020-2021,
student attendance could be perceived as a district strength, especially when this data is viewed
through the lens of the pandemic context.
All Student
96.5
5.8
15.5
6.9
2.5
Female
96.5
5.9
15.7
6.8
2.3
Male
96.5
5.8
15.3
7.0
2.7
Economically Disadvantaged
91.4
13.8
40.4
24.3
11.5
High Needs
93.7
10.3
29.4
16.6
6.9
LEP English language leamer
89.1
17.1
38.9
24.1
16.7
Students with disabilities
94.0
9.8
28.0
15.4
6.3
African American/Black
924
12.0
41.9
22.9
7.6
American Indian or Alaskan Native
Asian
97.5
4,0
9.0
4.5
a
Hispanic or Latino
93.4
10.7
33.8
19.9
Multi -race, non -Hispanic or Latino
95.3
7.6
20.0
12.4
Native Hawaiian or Pacific Islander
White
96.7
5.5
14.3
5.9
2.3
However, a deeper dive into this data reveals a significant percentage of students who have been
absent for 10 or more days or identified as chronically absent. More specifically, these rates are
higher for our students who are identified in the following categories: economically
disadvantaged, high needs, English learners, students with disabilities, black, and
Hispanic. While the rates for chronic absenteeism and more than 10 absences are less in recent,
non-COVID years, these concerns in attendance patterns still hold. A further look into the
reasons for these attendance trends is necessary and connects to the conversation about
improving academic outcomes.
Many community stakeholders expressed the need to look at school funding and how that could
connect to improving student achievement. Below are per -pupil spending comparisons between
Reading and communities that the Finance Committee have identified as comparable
communities, Middlesex League districts, and districts that DESE has identified as similar in size
and special populations through their District Analysis and Review Tool (DART):
141 Page 136
DESE DART
Municipality
FY20 In -District
Per Pupil
-
Municipality
-
FY20 In -District
Iter Pupil
Fin ance Committee
Municipality
Criteria
FY20 In -District
Per Pupil
Wellesley
$ 20,054
Watertown
$ 21,346
Dedham
$ 19,957
Burlington
$ 20,793
Mansfield
$ 16,734
Westwood
$ 19,402
Lexington
$ 18,363
Westford
$ 14,748
Nashoba
$ 17,585
Woburn
$ 17,987
Marshfield
$ 14,715
Wilmington
$ 17,217
Wilmington
$ 17,217
Chelmsford
$ 14,621
North Reading
$ 16,323
Stoneham
$ 17,098
Winchester
$ 14,560
Longmeadow
$ 14,943
Wakefield
$ 15,930
Milton
$ 14,471
Hingham
$ 14,255
Westford
$ 14,74.8
Arlington
$ 14,805
Reading
Marshfield
$ 14,715
1winchester
$ 14,560
North Andover
$ 14,044
Franklin
$ 14,698
Reading
Easton
$ 13,892
Hanover
$ 14,32E
Belmont
$ 13,844
Belmont
$ 13,844
Reading
14,245
Melrose
$ 11,857
Shrewsbury
$ 13,537
Many district stakeholders have identified a tension between equity and excellence as it relates to
efforts to improve instruction. This same pattern has been observed by our district leadership
team. Stakeholders, including our district leadership team, have expressed the need for the
district to create structures and make decisions that promote both excellence and equity. Many
stakeholders have expressed that high expectations, with the necessary supports, are a critical
form of equity. Many stakeholders expressed concerns that in some instances, efforts to promote
equity may have been counterproductive as they have lowered the level of expectation for
students. In these cases, stakeholders instead expressed the need to raise the bar with
supports. As the district moves forward with academic improvement efforts, it is critical that
both a high bar for excellence and equity are at the core.
Curricular Materials and Instructional Practices
A review of RPS's documented curriculum reveals the use of both high-quality, standards -
aligned curricular materials and teacher -created instructional materials. Consistent curriculum
guides, delineating the standards students will learn within each subject area, are in place for
kindergarten to grade 12. (Elementary Curriculum Guides; Middle School Curriculum Guides;
High School Curriculum Guides) More detailed curricular plans, including course overviews and
pacing guides, have been developed but predictable structures for gathering, sharing and
updating these curriculum documents are not in place. Conversations with teachers, principals
and curriculum leaders indicate varied expectations for the use of core curricular
materials. Some teachers reported overwhelming amounts of curricular resources without clear
expectations for use. Other teachers reported differences in the use of core curricular materials
between schools and classrooms, with teachers having the ability to decide which materials to
incorporate. Additionally, families indicated a desire to know more about RPS's curriculum and
to have greater transparency about expected outcomes and student progress. Stakeholders have
151 Page 137
voiced the desire for systems which document curriculum in a way that is consistent and
transparent. Identifying expectations for which curricular decisions are made by teachers,
principals and district leaders and improving consistent implementation of high-quality,
evidence -based materials are two additional themes heard from staff and leaders.
Curriculum Review
Conversations with principals and curriculum leaders about curriculum review reveal updates to
curricular materials and instructional practices have been based on a variety of factors, such as
new frameworks, expiring subscriptions and availability of funds. Recently math curricular
materials were adopted for grades kindergarten to 6 using a rigorous curriculum review process
and leading to the adoption of a high-quality, evidence -based curriculum tool. Stakeholders have
indicated the need for a curricular review in the area of early literacy. In the 21/22 school year, a
new literacy component was added to grades PK -2. However, a comprehensive review of
existing literacy materials and practices was not conducted at that time. Student achievement
trends in literacy show success is not shared by all students, and interrupted learning means more
students are being identified for support in literacy. Additionally, recent reviews by EdReports of
two of our current literacy programs call into question the effectiveness of the programs.
Teachers also shared the overwhelming number of literacy materials and programs available to
them could use streamlining. An important next step for RPS is the creation of a regular,
rigorous, transparent process to review the implementation and effectiveness of curricular
material and instructional methods to ensure the general education program provides high-
quality, culturally responsive instruction.
Assessment Systems
Conversations with principals and curriculum leaders revealed regular use of data in decision-
making in RPS. Benchmark assessments and academic screenings are administered based on a
district -wide calendar at the elementary level. Middle school and high school staff and leaders
utilize data collected from grades, attendance, and discipline records as well as standardized
assessments such as MCAS, SATs, and AP exams to monitor student growth and achievement.
At the same time, reviews of assessment systems and data used in RPS revealed inconsistencies.
Assessment data available at each level and the way data is analyzed and used vary greatly
across the district. Principals also expressed a need to build consistent systems to allow for
better vertical and horizontal alignment.
Multi -Tiered Systems of Support
School visits and interviews with staff reveal a commitment to supporting students struggling to
meet with success in the general curriculum. Each school in the district has a Student Support
Team (SST) which provides teachers with intervention suggestions for student academic needs.
Additionally, the number of tutors to provide interventions was increased for the 2021/2022
161 Page 138
school year. Analysis of the current SST systems show a variety of practices in place with
different approaches for the use of data, intervention materials and tutors. A consistent multi -
tiered system of support, as defined by DESE, is not currently in place. Areas for continued
analysis and planning include: ensuring all students are instructed through rigorous, evidence -
based curricular materials and instructional methods, early identification of students who require
additional support or alternate teaching methods, and a systematic approach whereby students
receive increasingly intensive instructional supports based on need and regular progress
monitoring.
Professional Development
Many conversations with principals, curriculum leaders and staff revealed information about the
professional development practices in place in RPS. Some high-quality professional
development is occurring in the areas of curriculum tool implementation and professional
learning for teachers. Professional development during the pandemic shifted in both the content
offered and the format utilized. During the 2020-21 school year, professional development
focused on strengthening synchronous and asynchronous instructional practices. In the 2021-22
school year, professional development opportunities have been enhanced by access to virtual and
asynchronous options. As we transition into the next stages of professional learning, there is a
need for a multi-year professional development plan that clearly identifies goals and methods for
professional learning. Staff are eager to contribute to the creation of a professional development
plan as the current systems for delivering professional development do not always allow for deep
learning or differentiation. Teachers specifically mentioned the need for sustained professional
development around curriculum tools, not just when a tool is initially adopted. Another specific
area raised by leaders and staff as needing attention is the induction/mentoring program for new
educators. Improving this program will improve the capacity and impact of new educators and
hopefully lead to better retention, which is another identified need.
Leadership
One focus of entry activities involved learning about the current leadership structure in RPS
including how leadership roles are intended to impact student growth and achievement and the
supports in place for the development of leaders. Many district and school leaders expressed the
need to create a strategy and structure for coaching, supporting, and developing the capacity of
leaders. These same stakeholders cited the specific need to focus on instructional leadership
skills. The central office leadership team has also identified this as a potential high -leverage
strategy for improvement. Additionally, leaders and staff expressed the need for greater support
in the areas of educator evaluation and curriculum oversight. The level of support available for
curriculum development and oversight is impacted by the current curriculum leadership
structure, depicted below. In the current curriculum leadership structure, most curriculum
leaders also have teaching responsibilities, limiting their capacity for leadership tasks. Continued
review of leadership roles is needed to determine the best way to leverage RPS leaders.
171 Page 139
RPS Curriculum Leadership Overview
PK K 1 4 5 6 7 9NErV 10 11 12
Science
STEM Cur. Coordinator
11
Dept_
Head &
Teacher
Cur. Lead &
Teacher
ELA
umanities Cur. Coordinator
Dept_
Head &
Teacher
Cur. Lead &
Teacher
Social Studies
umanities Cur_ Coordinator
Dept.
Head &
Teacher
Cur_ Lead &
Teacher
Math
TEM Cur_ Coordinator
Dept.
Head &
Teacher
Cur_ Lead &
Teacher
World Language I Cur_ Lead & Teacher Dept. Head & Teacher
Technology! STEM Cur. Coordinator
Media Cur_ Lead & Teacher Cur. Lead & Teacher
Fine Arks K-12 Fine Arts Coordinator & Teacher
HealthlWellness K-12 Heafth and Wellness Coordinator &Teacher 411111111111
Supportive and Safe Learning Environments
Culture
Throughout the entry process, the theme of district/school culture emerged as an area in need of
improvement from various stakeholder groups. Stakeholders, especially school staff, reported
the need to strengthen trust between central office and schools and to find ways to shift
perceptions and practices of "us vs. them." Many community stakeholders acknowledged the
impact of community divisions, particularly on polarized political topics, on the school
experience for both students and staff. Many members of the community also expressed
concerns around perceptions that the loudest voices reflect the views of the majority of the
community. Staff and families similarly expressed a desire to unify community members,
regardless of political views or beliefs, in a vision focused on what's best for students. Also, in
relation to culture, many staff stressed the need to improve staff culture with specific concerns
around a growing workload, missed opportunities to recognize effective practices, and
compensation. Also, many stakeholders pointed to the need for the district to control the
narrative around some of the great work happening in our schools. These stakeholders expressed
celebrating and highlighting some of the great work happening in our schools as one potential
high -leverage practice for improving district and school culture.
Inclusive Environment
While many members of our community have expressed our school/district culture as an area of
strength, many have also expressed the need for continued work in creating an inclusive learning
environment for all. Many stakeholders have expressed how this needs to be a district -wide
commitment to support many of the individuals, groups, and organizations that have moved
school communities forward in these areas. An analysis of various student survey data,
including student belonging data and Youth Risk Behavior Survey (YRBS) data, reveal the need
181 Page 140
for further work in this area. These surveys reveal particular work needed in creating safe and
inclusive spaces for our LGBTQ+ students and also our students of color. The need for
improvements in these areas was also identified through the 2021 NEASC review. Through
conversations with families, staff, and METCO Headquarters, the need to make improvements in
access for Boston resident students was made clear. In addition to the proactive work of
building an inclusive community, various stakeholders have expressed the need for the district
and schools to take a strong stance against issues of racism and hate as they emerge in the
community.
Community Engagement
While the level of engagement from the community was identified as a strength, many
stakeholders similarly expressed the opportunity to build more systematic ways to engage the
community in the work of the district. More specifically, several stakeholders expressed the
potential to create more structured opportunities to leverage community resources, to collaborate
with community partners around internships and learning opportunities, and to leverage parents
as partners around academic learning. Our leadership team identified similar trends and the
potential impact of approaching community engagement not as a complement to our ongoing
improvement efforts but instead as a core component of our strategy for improvement.
Next Steps
As expressed, the goal of sharing these entry findings is for our community to develop a shared
understanding of some of the strengths, challenges, and opportunities within the district and also
some of the current practices, systems, and structures that guide the district. Over the next few
months, I will be shifting my focus from learning about the system and sharing these findings to
planning. More specifically, I will use these entry findings to collaboratively develop district -
wide goals with the Reading School Committee and determine the district's strategic priorities
and actions. I will organize a smaller team of key district and school leaders to develop a plan for
implementing the goals, priorities, and actions within the district context. The goal of this phase
is to assess and modify the district's strategic plan and prepare for implementation.
I am thankful to all of the community for their perspectives, insights, and ideas throughout the
entry process that will help us set the stage for future planning. I am inspired by the many
strengths of this great district and excited about the opportunities ahead!
191 Page 141
142
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?
ELEMENTn i.Y�nA� 7ECOkGi5F7
E DUCAT I ON
Coolidge Middle School
Plan Overview 2021-2022
Planning for suc cessr
In Mossachuseffs
Vision of Reading Public Schools
It is the vision of the Reading Public Schools to instill a joy of learning by inspiring, engaging and
supporting our youth to become the innovative leaders of tomorrow. We will accomplish our vision by
focusing on a few key strategic initiatives that lead to a meaningful and relevant curriculum, innovative
instructional practices, strong analysis and thoughtful dialogue about evidence, a collaborative and team
approach to learning and teaching, and a safe and nurturing learning environment. The overall physical and
behavioral well-being of our children will be our top priority as students will not learn if they are not
physically and psychologically safe. Education will truly be the shared responsibility of both the schools and
the community, with families playing active roles in the schools and being full partners in ensuring the success
of their children. In the interest of the entire Reading community, the school district and town government
shall work cooperatively and collaboratively. As educators and members of our community, we believe that
implementing this vision is our ethical responsibility to the children of the Town of Reading.
Reading Public Schools' Statement of Equity
The Reading School Committee, Central Office, Directors, Principals and Leadership of the Teacher's
Association celebrate the diversity of the Reading Community and beyond by embracing differences to
empower every student, staff member and family of the Reading Public Schools. We embrace all members of
the community no matter where we live, what we look like, what we believe, what language we speak, who
we love, or how we learn, consistent with the human dignity of all. When we are unwavering in our
commitment to equity, we support every student and staff member in maximizing individual potential. This
requires us to identify, analyze, and confront gaps in opportunities and outcomes for all students.
District -Wide Strategic Objectives
District Focus Area #1
District Focus Area #2
Create Safe, Equitable and Rigorous Learning
Hire, Develop and Retain Talented and Committed
Environments
Staff
Develop and
Develop shared
Develop a value
Develop a plan to
communicate common
mindset and practice
proposition of who
improve systems and
operational systems.
around meeting the
we are as an RPS
practices as they relate
needs of all learners.
to staff retention,
community and what
we value. development,
and recruitment.
147
ELEMENTn i.Y�nA� 7ECOkGi5F7
E DUCAT I ON
Coolidge Middle School
School Improvement Plan Overview 2021-2022
Planning for Suc cessr
In Mossachuseffs
Coolidge Middle School: Our Vision (to be revised in 2021-2022)
At Coolidge Middle School, we believe that all students are integral contributors to our community.
Our vision is to encourage students to embrace continual self -evolution and exploration as they become
confident, responsible, empathetic, globally -minded citizens who feel the value of their strengths and
contributions.
Coolidge Middle School: Our Mission (to be revised in 2021-2022)
We strive to provide a challenging, engaging, and supportive learning environment that honors and fosters the
culture, individuality, and potential of every student.
Coolidge Middle School Core Values
Perseverance
Accountability
Respect
Teamwork
School Goal for 2021 - 2022 School Year
The goal of Parker and Coolidge Middle Schools is to foster culturally proficient and equitable learning
environments so that all students learn and grow to their greatest potential.
We will achieve this goal by examining, eliminating, and revising systems and practices that interrupt our
progress toward cultural proficiency and equity, and by building the capacity of our staff to do this work.
Coolidge Strategic Objectives
Objective A:
Objective B:
Cultural Proficiency
School Policies & Procedures
Striving to meet the academic potential of all students,
Continue the process of examining and revising our
we will utilize instructional practices that integrate
school - based systems, including school policies and
student strengths, challenges, identities, perspectives,
procedures, to be more equitable for all.
and backgrounds.
148
EL EwEwTn �Y�nF p D; a,;
DUCATION
Planning for successr
In Mossachuseffs
Coolidge Strategic Initiatives
Cultural Proficiency
School Policies & Procedures
• Build the capacity of staff by: offering differentiated
For all of these below, we will seek the perspectives,
Professional Development; supporting a meaningful
feedback, and voices of staff, students and families,
Goals process, including goal setting and
and will incorporate those voices into decision -
observation/ feedback; providing resources.
making.
• Guide staff in self -reflection that will include, but not
Continue an equity audit (year 2) of our
be limited to a self -reflection rubric (biases,
handbook, identifying systems and practices
attitudes, assumptions, access); give staff
that could be removed or improved to be more
opportunities to process reflections and to make
equitable.
self -identified adjustments to benefit a more
Evaluate and rebuild our School Mission in
equitable learning environment.
alignment with the District Vision and District
• Provide opportunities for staff to collaborate & to
Goal.
share equitable practices so as to build collective
Develop a system of data collection and
capacity from within.
reflection (e.g., attendance, assessment,
• Construct student -centered learning experiences
student feedback, discipline) so as to identify
that build on students' identities, backgrounds,
and disrupt inequities in access, treatment, and
interests, and aspirations, in order to create genuine
achievement in classrooms and the school.
connections with each other and the material, and
to increase academic investment.
• Increase opportunities to integrate student agency
and voice in order to incorporate student
perspectives on needs; how they learn best; and
what barriers to learning exist.
• Increase student agency, engagement, and success
by delivering content across multiple modalities,
offering multiple entry points, and providing choice
with assignments and assessments.
• Build meaningful partnerships with, and a sense of
belonging for, all members of our community,
including students, staff, and parents/caregivers. We
will do so through open communication; by creating
systems for collaboration, input, and open dialogue
among all members of our community; and by
building opportunities to get to know each other.
• Redefine the data and processes used to inform and
respond to academic, social, and emotional student
needs.
• Grow empathetic communities of listening and
expression in which students and staff feel valued,
heard, and understood across all settings, including a
purposeful integration in Advisory.
• Challenge students to learn, think about, and
analyze past and current practices, both local and
global. Create meaningful thought and action
opportunities for them to be social change agents
based on their own opinions and objectives.
149
ELEw�.1 KID, iECM!DNI
EDU ATION
Outcomes
Objective A:
Planning for successr
In Massachuwffs
• Increased student & staff awareness of equity and personal bias as measured through reflection, activities, use
of diverse literature/ resources, and community dialogue.
• Increased individual student progress as measured by grades, surveys, formative data, standardized data,
assessments.
• Gained feedback about school culture and sense of belonging (student, staff, caregivers) as summarized in a
survey.
• Developed a plan based on survey results.
Objective B:
• Developed a new school Mission (& Vision, if appropriate) with staff, students, caregivers, and School Council.
• Created an updated draft of the handbook that incorporates school -level adjustments to reflect growth in
equity/ cultural proficiency.
• Refined a process for data collection and synthesis to provide concrete statistics in the monitoring of students
towards learning and success (outcomes, objectives, etc.).
• Created a system for implementing and tracking interventions for students/ subgroups.
Appendix
Definitions/ Acronyms
• Cultural Proficiency: Actively creates and maintains an environment in which students' diverse
backgrounds, identities, and challenges are respected.
• Building Capacity: The process of developing and strengthening the skills, instincts, abilities, processes,
and resources.
4
150
I_MI�I AIZV AI�IJ SICO\I)ARY
EDUCATION
Walter S. Parker Middle School
Plan Overview 2021-2022
Flronn�rrg for Success
in massachus-aft
Vision of Reading Public Schools
It is the vision of the Reading Public Schools to instill a joy of learning by inspiring, engaging and
supporting our youth to become the innovative leaders of tomorrow. We will accomplish our vision by
focusing on a few key strategic initiatives that lead to a meaningful and relevant curriculum, innovative
instructional practices, strong analysis and thoughtful dialogue about evidence, a collaborative and team
approach to learning and teaching, and a safe and nurturing learning environment. The overall physical
and behavioral well-being of our children will be our top priority as students will not learn if they are not
physically and psychologically safe. Education will truly be the shared responsibility of both the schools
and the community, with families playing active roles in the schools and being full partners in ensuring the
success of their children. In the interest of the entire Reading community, the school district and town
government shall work cooperatively and collaboratively. As educators and members of our community,
we believe that implementing this vision is our ethical responsibility to the children of the Town of
Reading.
Reading Public Schools' Statement of Equity
The Reading School Committee, Central Office, Directors, Principals and Leadership of the Teacher's
Association celebrate the diversity of the Reading Community and beyond by embracing differences to
empower every student, staff member and family of the Reading Public Schools. We embrace all members
of the community no matter where we live, what we look like, what we believe, what language we speak,
who we love, or how we learn, consistent with the human dignity of all. When we are unwavering in our
commitment to equity, we support every student and staff member in maximizing individual potential. This requires
us to identify, analyze, and confront gaps in opportunities and outcomes for all students.
District -Wide Strategic Objectives
District Focus Area #1
District Focus Area #2
Create Safe, Equitable and Rigorous Learning
Hire, Develop and Retain Talented and Committed Staff
Environments
Develop and communicate
Develop shared mindset
Develop a value
Develop a plan to improve
common operational
and practice around
proposition of who we are
systems and practices as
systems.
meeting the needs of all
as an RPS.
they relate to staff
learners.
retention, community and
what we value.
development, and
recruitment.
Mission of Parker Middle School
At Parker Middle School we strive to maintain a school culture that balances a rigorous and engaging learning
community with a student -centered environment that honors the individual talents and struggles of every child. We
acknowledge that, in the middle school years, our students face some of the most dramatic physical, social and
emotional growth of their lives. Thus, it is our responsibility, in partnership with parents, to teach critical skills and
provide the adult guidance that will help students grow to lead confident, responsible, and productive lives.
Core Values of Parker Middle School
Kindness, Community and Personal Best
School Goal for 2021-22 School Year
During the 2021-22 school year, the goal of Parker Middle School is to foster culturally proficient and equitable
learning environments so that all students learn and grow to their greatest potential. We will achieve this goal by
151
� I�:LI:MLM1I AIZY AND SI�:CO\I)AHY
Fllonnfrrg for Success
EDUCATION
Jn MastachusOft
examining, eliminating, and revising systems and practices that interrupt our progress toward cultural proficiency
and equity, and by building the capacity of our staff to do this work.
Parker Middle School's Strategic Objectives
Strategic Objective A
Strategic Objective 8
Cultural Proficiency
School Policies & Procedures
Striving to meet the academic potential of all students,
We will continue the process of examining and revising
we will utilize instructional practices that integrate and
our school - based systems, including school policies and
respond to student strengths, challenges, identities,
procedures, to be more equitable for all.
perspectives, and backgrounds.
Strategic Initiatives
• Build the capacity of staff by offering
For all bullet points below, we will seek the perspectives,
differentiated Professional Development;
feedback, and voices of staff, students and families, and
supporting the goals process; providing
incorporate those voices into decision-making.
opportunities for reflection, providing
• Continue an equity audit (year 2) of our
resources; observing teaching and learning
handbook, identifying systems and practices
and providing feedback.
that could be removed or improved to be
• Guide staff in a self -reflective process that
more equitable.
will include, but not be limited to a
• Evaluate and rebuild our School Mission in
self-evaluation rubric (biases, attitudes,
alignment with the District Vision and
assumptions, access); give staff
District Goal.
opportunities to process results in order to
• Develop a system of data collection and
provide a more equitable learning
reflection (e.g., attendance, assessment,
environment.
student feedback, discipline) so as to
• Provide opportunities for staff to collaborate
identify and disrupt inequities in access,
& share equity -related goals work to build
treatment, and achievement in classrooms
collective capacity and share strategies.
and the school.
• Support staff growth in the use of
restorative practices, including modeling.
Office referrals and some classroom issues
currently result in restorative discipline.
Provide opportunities for feedback from
participants.
• Redefine data process used to inform and
respond to academic, social and emotional
student needs.
• Embed relevant culturally diverse
instructional materials across subject areas.
• Increase opportunities to integrate student
agency/ voice in order to increase academic
investment and outcomes.
• Starting with explicit instruction in advisory
and extending across settings, build
communities of listening and expression in
which students and staff feel valued/ heard,
and build empathy and understanding for
each other.
• Challenge students to think about past
practices, both local and global, and
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FL -LN I AIZY AND SI�:CO\I)AHY
EDUCATION In massachUsLOS
encourage them to be social change agents
(culmination - Civic Action Project).
• Build meaningful partnerships with, and a
sense of belonging for all members of our
community, including students, staff, and
caregivers. We will do so through systems
for collaboration and input; open dialogue
among all members of our community; and
creating opportunities to get to know each
other.
Outcomes
Objective A
• Increased awareness of equity and personal bias through reflective conversations, use of diverse
literature/ resources and community dialogue.
• Increased individual student progress as measured by grades, surveys, formative data, standardized
data and assessments.
• Gained feedback specifically about school culture and a sense of belonging at Parker Middle School
from the results of a survey.
o Developed a plan based on feedback from the survey.
Objective B
• Developed a new school Mission with input from staff, students, caregivers and School Council.
• Created an updated draft of handbook that incorporates school -level adjustments to reflect growth in
equity/ cultural proficiency.
• Refined a process for data collection and synthesis to provide concrete statistics in the monitoring of
students towards learning (outcomes, objectives etc.). Then determine next steps for
student/subgroups as needed/monitored through intervention tracker.
• Created a system for implementing and tracking interventions for students/ subgroups.
NOTES:
Definitions
Cultural Proficiency—Actively creates and maintains an environment in which diverse backgrounds,
identities, strengths, and challenges of all community members are valued and embraced.
Building Capacity — The process of developing and strengthening the skills, instincts, abilities, processes
and resources.
3
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� LLL'MLNIANY AND SLCONDAHY
EDUCATION
Alice M. Barrows School
School Improvement Plan
2021-2022
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Vision of Reading Public Schools
It is the vision of the Reading Public Schools to instill a joy of learning by inspiring, engaging and
supporting our youth to become the innovative leaders of tomorrow. We will accomplish our vision by
focusing on a few key strategic initiatives that lead to a meaningful and relevant curriculum, innovative
instructional practices, strong analysis and thoughtful dialogue about evidence, a collaborative and team
approach to learning and teaching, and a safe and nurturing learning environment. The overall physical
and behavioral well-being of our children will be our top priority as students will not learn if they are not
physically and psychologically safe. Education will truly be the shared responsibility of both the schools
and the community, with families playing active roles in the schools and being full partners in ensuring the
success of their children. In the interest of the entire Reading community, the school district and town
government shall work cooperatively and collaboratively. As educators and members of our community,
we believe that implementing this vision is our ethical responsibility to the children of the Town of
Reading.
Reading Public Schools' Statement of Equity
The Reading School Committee, Central Office, Directors, Principals and Leadership of the Teacher's
Association celebrate the diversity of the Reading Community and beyond by embracing differences to
empower every student, staff member and family of the Reading Public Schools. We embrace all members
of the community no matter where we live, what we look like, what we believe, what language we speak,
who we love, or how we learn, consistent with the human dignity of all. When we are unwavering in our
commitment to equity, we support every student and staff member in maximizing individual potential.
This requires us to identify, analyze, and confront gaps in opportunities and outcomes for all students.
commitment to equity, we support every student and staff member in maximizing individual potential.
District -Wide Strategic Objectives
District Focus Area #1
District Focus Area #2
Create Safe, Equitable and Rio orous Learning Environments
Hire, Develop and Retain Talented and Committed Staff
Develop and
Develop shared mindset
Develop a value
Develop a plan to
communicate common
and practice around
proposition of who we
improve systems and
operational systems.
meeting the needs of all
are as an RPS
practices as they relate
learners.
to staff retention,
community and what
we value. development,
and recruitment.
154
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Core Values of Alice M. Barrows School
Alice M. Barrows Elementary School bases our Core Values on our
Barrows' Beliefs: Be Safe, Be Respectful, Persevere and Collaborate
School Goal for 2021-22 School Year
During the 2021-22 school year, we will use the tenants of the DESE Acceleration Road Map to provide
equitable instruction and academic access for all Barrows' students and we will increase the sense of
belonging for all Barrows' students and foster a partnership among Barrows' students and families.
Alice M. Barrows' Strate is Objectives
Strategic Objecrive A
Strategic Objective B
Academic Excellence for All
Social Emotional Learning (SEL)
During the 2021 — 2022 school year, we will use the
During the 2021 — 2022 school year, we will
tenants of the DESE Acceleration Road Map to
increase the sense of belonging for all Barrows'
provide equitable instruction and academic access
students and foster a partnership among Barrows'
for all Barrows' students.
students and families.
Our success will be measured by student
achievement and growth.
Our success will be measured by improved
connections between adults and students using
curriculum mapping, community & student surveys,
and an increase in demonstrating Barrows' core
values by students.
Strategic
Initiatives
• Professional Development focused on: Early
• Administer a student and family experience
literacy screeners, Acadience, Illustrative
survey to gauge students' and families'
math and support any staff needing PD on
sense of belonging and use the results to
curriculum
focus plans on family experiences and sense
• Support peer observation within and across
of belonging
grade levels. After observations, colleagues
• Student council — continue work for
will connect to share and debrief.
community partnerships and support their
• Conduct cycles of observation and feedback
projects
focused on access to grade level work and
• R.E.A.C.H. program — increase awareness,
cognitive engagement
acceptance and connections to provide
• Teachers in 3-S will have opportunities
supports as needed
throughout the year to share and discuss
R.E.A.C.H. - resiliency, executive functioning,
Illustrative Math with the K — 2 teachers to
academics, coping strategies, habits of mind
prepare for next year
• Be culturally responsive with open
communication and create new
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•
Analyze the MCAS data from spring of 2021
school-based ways to educate everyone on
and share findings with staff
cultures such as and international family
•
Run multiple cycles of looking at and
event
analyzing student work to acquire data for
•
Plan events that welcome families and
revising plans and best instructional
caregivers to celebrate students'
practices
accomplishments and fosters a love of
•
Tier 2 and 3 supports with the tutors across
learning and school
all subjects and LLI (Leveled Literacy
•
METCO students and families will be
Intervention) groups in reading will be
monitored for connections and plan
developed, monitored and responsive to
supports as needed
student needs
•
Build understanding and skills in culturally
•
Ensure our data meetings are set up to look
responsive teaching practices
at student work, including work of students
•
Utilize the new district elementary guidance
with disabilities and English learners
counselor to address social skills in grade
•
Continually monitor for students
spans
understanding with strong
•
Classes will utilize class meetings/Open
grade -appropriate instruction and tiered
Circles to address behaviors and
supports utilizing the tutors and specialists
celebrations
•
Increase awareness of the multifaceted
identities of our students
•
Monitor the data from connectiveness
survey
•
Utilize the Barrows shining star tickets to
increase the demonstration of our core
values
•
Collaborate with the EL department to
analyze formative assessments alongside
language proficiency data to identify
strengths and areas for growth
Outcomes
Strategic Objective A:
•
Student assessments will show the growth
•
Patterns from data meetings will demonstrate areas to
keep strengthening as well as areas of
competency
•
Teachers will bring back actionable instructional methods to work with their students after PD
(including peer observation)
•
Supports for the staff will have come from the reading specialist, mentors, grade level teachers,
curriculum leaders and administration
156
ELEMENTARY AND SLC'ON DAEY
Strategic Objective B:
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• Community of Barrows celebrated our various cultures through enrichment, family events and
programs.
• Results from the surveys will help inform our work going forward
• Collaboration of students from all cultures
4
157
ELEMENTARY AN�SECCNCAkY
EDUCATION
Birch Meadow School
School Plan Overview 2020-2021
Planning for Success
In Massachusetts
Vision of Reading Public Schools
It is the vision of the Reading Public Schools to instill a joy of learning by inspiring, engaging and supporting our youth to
become the innovative leaders of tomorrow. We will accomplish our vision by focusing on a few key strategic initiatives that
lead to a meaningful and relevant curriculum, innovative instructional practices, strong analysis and thoughtful dialogue about
evidence, a collaborative and team approach to learning and teaching, and a safe and nurturing learning environment. The
overall physical and behavioral well-being of our children will be our top priority as students will not learn if they are not
physically and psychologically safe. Education will truly be the shared responsibility of both the schools and the community,
with families playing active roles in the schools and being full partners in ensuring the success of their children. In the interest
of the entire Reading community, the school district and town government shall work cooperatively and collaboratively. As
educators and members of our community, we believe that implementing this vision is our ethical responsibility to the children
of the Town of Reading.
Reading Public Schools' Statement of Equity
The Reading School Committee, Central Office, Directors, Principals and Leadership of the Teacher's Association celebrate the
diversity of the Reading Community and beyond by embracing differences to empower every student, staff member and family
of the Reading Public Schools. We embrace all members of the community no matter where we live, what we look like, what
we believe, what language we speak, who we love, or how we learn, consistent with the human dignity of all. When we are
unwavering in our commitment to equity, we support every student and staff member in maximizing individual potential. This
requires us to identify, analyze, and confront gaps in opportunities and outcomes for all students.
District -Wide Strategic Objectives
District Focus Area #1
District Focus Area #2
Create Safe, Equitable and Rigorous Learning
Hire, Develop and Retain
Environments
Talented and Committed Staff
Develop and communicate
Develop shared mindset
Develop a value proposition
Develop a plan to improve
common operational
and practice around
of who we are as an RPS
systems and practices as they
systems.
meeting the needs of all
relate to staff retention,
learners.
community and what we value.
development, and recruitment.
Mission of Birch Meadow Elementary
School
Birch Meadow strives to be a community of life-long learners where all members feel safe, accepted, and included. We see
differences in experiences and perspectives as a strength and celebrate and learn from the differences in our community.
Our mission is:
• To provide meaningful, challenging, academic experiences for all students.
• To have equitable educational outcomes for all students without regard to race, ethnicity, color, sex, gender identity,
religion, national origin, sexual orientation, age, or ability.
• To implement structures, curriculum, and resources so that all community members see themselves and their
experiences reflected and honored at Birch Meadow.
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ELEMENTAAYAN❑ SECONDARY
EDUCATION
• To prepare our students to be full citizens in a complex global society.
Planning for Success
In Massachusetts
We are committed to engaging in equity, anti -bias, and anti -racist work in order to achieve these goals.
Core Values of Birch Meadow Elementary School
The Birch Meadow Way
This is the Birch Meadow way
Which we live by every day.
We are present, safe, and kind.
We are responsible and respectful.
Learn, Achieve, Believe, Together.
Birch Meadow Strategic Objectives
1.Build a culture of data and
2 Examine, interpret, and discuss data
3. Engage in conversation and build staff
reflection by establishing a strategic
to identify opportunity gaps based on
capacity to evaluate instructional
approach to collecting and using data
race / ethnicity, disability status, EL
materials for culturally responsive
to accelerate learning and foster
status, and use this data to adjust
practice and increase accessibility of the
equity.
practice.
curriculum to all learners
Strategic Initiatives
Determine who will facilitate data
Examine a variety of available data
The Birch Meadow Leadership Team, in
meetings and when / how often they
including but not limited to
conjunction with Grade Level Teams, will
will take place.
attendance, student belonging
engage in conversations and share
surveys, MCAS, discipline,
resources to build staff capacity to
achievement, literacy screenings,
evaluate instructional materials and
social / emotional surveys, school
discuss trends at a faculty meeting.
culture surveys, and curriculum audits.
Use data as a focal point of faculty
The Birch Meadow Leadership Team
Teachers, in conjunction with support
meetings.
will analyze data based upon race/
staff, will scaffold grade level curriculum
ethnicity, disability status, EL status
to simultaneously provide access to grade
and provide faculty access to the data.
level material while addressing gaps
caused by interrupted learning.
Set up collaborative planning
The Birch Meadow Leadership Team
Through teacher observations the
structures that allow for instructional
will plan a minimum of 4 faculty
principal will ensure that teachers are
specialists (e.g., Reading Specialists) to
meetings which investigate data in
collecting data on student learning, and
support the discussions of data.
depth.
using that data to revise plans, by
including daily formative assessments in
their lesson plans and instruction
Create partnerships with district -wide
School Council will be presented with
Determine next steps culturally
staff and community members to
data collected by the Birch Meadow
responsive practice including the
reflect on data and determine next
Leadership Team and help determine
exploration of strategies such as
steps.
next steps as part of an ongoing cycle
restorative practices to ensure all student
of data review.
voices are heard.
Outcomes
1. By June 2022, Birch Meadow Elementary School will have a functioning strategic approach to collecting and using data
consisting of Leadership Team, Grade Level Teams, Faculty Meetings, and Data Teams.
159
HLHbIHN1'ABY AND HHCONDABY
EDUCATION
Planning for Success
In Massachusetts
2. By June 2022, Birch Meadow Elementary School will have had a minimum of 4 faculty -wide meetings wherein data will
be examined in depth
3. By June 2022, Birch Meadow Elementary School will have increased staff capacity to evaluate instructional materials
and determine next steps to ensure culturally responsive practice.
4. By June 2022, Birch Meadow Elementary School will have used a variety of data collection tools to study school
culture, climate, and student connectivity and the Birch Meadow Leadership Team will present that data to the faculty
and School Council.
160
y °A"Eaa
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Joshua Eaton Elementary School
Plan Overview 2021-2022
Vision of Reading Public Schools
It is the vision of the Reading Public Schools to instill a joy of learning by inspiring, engaging and
supporting our youth to become the innovative leaders of tomorrow. We will accomplish our vision by
focusing on a few key strategic initiatives that lead to a meaningful and relevant curriculum, innovative
instructional practices, strong analysis and thoughtful dialogue about evidence, a collaborative and team
approach to learning and teaching, and a safe and nurturing learning environment. The overall physical
and behavioral well-being of our children will be our top priority as students will not learn if they are not
physically and psychologically safe. Education will truly be the shared responsibility of both the schools
and the community, with families playing active roles in the schools and being full partners in ensuring the
success of their children. In the interest of the entire Reading community, the school district and town
government shall work cooperatively and collaboratively. As educators and members of our community,
we believe that implementing this vision is our ethical responsibility to the children of the Town of
Reading.
Reading Public Schools' Statement of Equity
The Reading School Committee, Central Office, Directors, Principals and Leadership of the Teacher's
Association celebrate the diversity of the Reading Community and beyond by embracing differences to
empower every student, staff member and family of the Reading Public Schools. We embrace all members
of the community no matter where we live, what we look like, what we believe, what language we speak,
who we love, or how we learn, consistent with the human dignity of all. When we are unwavering in our
commitment to equity, we support every student and staff member in maximizing individual potential.
This requires us to identify, analyze, and confront gaps in opportunities and outcomes for all students.
District -Wide Strategic Objectives
District Focus Area #1
District Focus Area #2
Create Safe, Equitable and Rigorous Learning Environments
Hire, Develop and Retain
Talented and Committed Staff
Develop and communicate
Develop a shared mindset and
Develop a plan to improve
common operational systems.
practice around meeting the needs of
systems and practices as they
all learners.
relate to staff retention,
community and what we
value. development, and
recruitment.
Mission of Joshua Eaton Elementary School
The Joshua Eaton Elementary School is committed to developing a community of learners that are
respectful of each other, our school culture, and our learning abilities. The Joshua Eaton Elementary
School fosters an environment that provides students with the skills required to work hard every day to
achieve individual learning goals and overcome challenges. Through a student -centered, welcoming
community, our students take ownership of their learning and actions. Students, staff and families are
161
J'�w�•''"a s °A"Eaa
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supportive of student's social, emotional, and physical needs and are prepared to make a positive
contribution to our school and the Reading Community.
Core Values of Joshua Eaton School
Practice Compassion
Act Responsibly
Work Towards Success
Show Respect
School Goal for 2021-22 School Year
During the 2021-22 school year, Joshua Eaton Elementary School will focus on three key areas to support
the overall effectiveness of our program. We believe that if we focus on building out our collaborative
practices around Tier 1 instruction and our SST process, that our students will get what they need
academically, socially and culturally.
Joshua Eaton's Strategic Objectives
Strategic Objective A —
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Strategic Objective C — Sense
Collaborative Planning Practice
Support Team
of Belonging
Establish collaborative planning
Establish a Student Support Team
Understand how our students
practices that result in
process that involves the appropriate
feel at Joshua Eaton (sense of
instruction that challenges,
stakeholders and is followed with
belonging) and implement 1-2
engages and supports all
fidelity.
Tier 1 practices to build a
students.
more inclusive school.
Strategic Initiatives
• Establish designated time
• Utilize staff input to create
• Craft a Sense of
for collaborative
an SST process that has
Belonging Survey that
planning.
strong buy in.
tells us how our
• Define the collaboration
• Administer the SSRS in the
students are feeling at
at JE to create a
fall and spring.
school and administer
consistent definition to
• Create a Google Classroom
the survey to all
anchor our work.
that houses all SST
students.
• Identify and implement a
documents including an
• Analyze the data with
system for collaboration:
updated: SST Form, Student
the Building
looking at student work
Support Checklist and
Leadership Team and
and collaborative
scheduling request
entire JE staff to
planning
document.
identify common
• Engage our family
themes.
community through an
162
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EBeAt�+ENSAp;ie
educational forum about
• Agree on 1-2 Tier 1
amongst teams to
•
Align professional goals
educational forum about
• Agree on 1-2 Tier 1
amongst teams to
what SST is and how it
supports that involve
support collaboration
supports students
the entire JE Student
•
Engage in peer
• Analyze goals and action
Body.
observations to learn
steps at a six week cycle to
• Establish the JE
about new materials such
determine what supports
mentorship program to
as the implementation of
are working for our school
support a sense of
Heggarty and Illustrative
and what supports we need
belonging.
Math.
to add in the future.
• Reassess students in
the Spring to identify
the effectiveness of
our Tier 1 supports.
Outcomes
•
Staff seek out each other's expertise to support problem solving and as a means to strengthen
practice.
•
Students experience a more aligned sense of instruction from Kindergarten through grade 5 (this
includes instructional language and routines).
•
An improvement in student performance on district assessments including Acadience in Grades
1-3, F&P Benchmarks in K-5, AMC assessments in K-2, and Edulastic assessments in grades 3-5.
•
Students who are referred to SST have clear goals to meet within each 6 week cycle—with staff
support, our students are exiting out of the need for an SST after 2 cycles of SST.
•
Families have an understanding of our SST process.
•
Students and families play a role in increasing the sense of belonging for all students at JE.
•
Students report an increased sense of belonging at JE.
163
J.W. Killam Elementary
The J.W. Killam Elementary School
School Improvement Plan 2021-2022
Reading Public Schools
Vision of the Reading Public Schools
It is the vision of the Reading Public Schools to instill a joy of learning by inspiring, engaging and
supporting our youth to become the innovative leaders of tomorrow. We will accomplish our vision by
focusing on a few key strategic initiatives that lead to a meaningful and relevant curriculum, innovative
instructional practices, strong analysis and thoughtful dialogue about evidence, a collaborative and team
approach to learning and teaching, and a safe and nurturing learning environment. The overall physical
and behavioral well-being of our children will be our top priority as students will not learn if they are not
physically and psychologically safe. Education will truly be the shared responsibility of both the schools
and the community, with families playing active roles in the schools and being full partners in ensuring
the success of their children. In the interest of the entire Reading community, the school district and
town government shall work cooperatively and collaboratively. As educators and members of our
community, we believe that implementing this vision is our ethical responsibility to the children of the
Town of Reading.
Reading Public School's Statement of Equity
The Reading School Committee, Central Office, Directors, Principals and Leadership of the Teacher's
Association celebrate the diversity of the Reading Community and beyond by embracing differences to
empower every student, staff member and family of the Reading Public Schools. We embrace all
members of the community no matter where we live, what we look like, what we believe, what language
we speak, who we love, or how we learn, consistent with the human dignity of all. When we are
unwavering in our commitment to equity, we support every student and staff member in maximizing
individual potential. This requires us to identify, analyze, and confront gaps in opportunities and
outcomes for all students.
District -Wide Strategic Objectives
District Focus Area #1
District Focus Area #2
Create Safe, Equitable and Rigorous Learning
Hire, Develop and Retain Talented and Committed
Environments
Staff
Develop and
Develop shared mindset
Develop a value
Develop a plan to
communicate common
and practice around
proposition of who we
improve systems and
operational systems.
meeting the needs of all
are as an RPS
practices as they relate
learners.
to staff retention,
community and what
we value. development,
and recruitment.
The Mission of the J.W. Killam Elementary School
The J.W. Killam Elementary School is T.R.R.F.C.C. place where everyone belongs, where everyone
achieves at their personal best, and where everyone's accomplishments are celebrated! Our staff will
work collaboratively to improve student learning and achievements so that every child will leave the J.W.
Killam Elementary School having met or exceeded district and state standards.
164
J. W. Killam Elementary
Reading Public Schools
The Core Values of the J. W. Killam Elementary School
Trustworthy, Respectful, Responsible, Fair, and Caring Citizen
School Goals for the 2021-2022 School Year
During the 2021-2022 school year, the JW Killam Elementary School will look at instructional practices
and data to determine how to engage all students in their academic and social -emotional learning
experience. By analyzing our practices and student results, we will grow in our ability to differentiate
instruction, provide meaningful and reflective experiences for all learners, and engage in discussions that
promote equitable and favorable learning outcomes within our school.
J. W. Killam Elementary's Strategic Objectives
1. Strategic Objective A:
2. Strategic Objective B: Equity,
3. Strategic Objective C:
Coherent Instructional
Diversity, and Inclusivity
Data Informed Decision
Systems
Practices
Making
With the goal of providing a
With the goal of creating a
With the goal of meeting the
robust learning environment
teaching and learning
needs of all learners, the
that supports strong academic
environment that is culturally
school will analyze student
growth for all students, we will
responsive, the school will focus
instructional growth to
continue to work towards
on improving access to
determine the most effective
aligning Tier 1 (general
instructional opportunities that
methods to re -teach and
education) practices to
affirm student experiences, most
better support students in
standards based instructional
notably in our classroom
their educational experience.
methods that focus on
instruction.
differentiating and adjusting
based on student need, as well
as engaging all students in
learning experiences that foster
student voice.
Strategic Initiatives
• The Killam staff will
The Killam staff will attend
• The Killam School Leadership
participate in district -wide
district -wide professional
Team will collaborate with
professional development
development and workshop
the School Support Team
time on how to utilize
opportunities in equity,
(SST) to establish systems to
student data to adjust
diversity, and inclusion,
monitor all student progress.
year-long pacing guides to
specifically discussing how
• The staff will engage in
accelerate learning. Killam
"all means all." Killam staff
collaborative learning
staff will continue the work
will continue the work in staff
experiences that utilize
meetings.
165
J. W. Killam Elementary
in school-based data team
meetings.
• Teachers will reflect on
student engagement
through student surveys to
better support
differentiated practices.
• Teachers will grow their
understanding of
mathematical practices
through professional
development that supports
the adoption of the new
Grades 3-5 curriculum.
• Teachers will increase their
inquiry -based discussions
in classrooms, focusing on
student -centered
reflections of what
students notice and
wonder.
• All students will be
assessed following the
district -aligned assessment
guide in Mathematics and
ELA and determine next
steps.
• The Building Leadership
Team will lead professional
development and school
initiatives at Killam.
• Teachers will consider the
multifaceted identities of
their students and the need
to provide windows (I see
into the lives of others),
mirrors (I see myself
reflected) and doors (I can
access new experiences) for
all students.
• Teachers will utilize the new
Library collection of books on
diversity, equity, and
inclusion to develop teaching
points for guided instruction
in K-5 classrooms
• Teachers will utilize anti -bias
and multicultural discussion
prompts that focus on raising
awareness of the cultural
identities that are
represented in our world.
• Staff will analyze school data
through an equity lens, most
notably discipline,
attendance, and achievement
gap data and determine next
steps.
Outcomes
Reading Public Schools
current research to increase
differentiation practices.
• The general education tutors
will be trained and utilize
high quality instructional
support practices to provide
access to foundational
standards.
• The grade level teaching
staff will analyze formative
assessment data to inform
instruction and access points
for all students and Tier II
interventions (general
education support with
tutors and teachers).
• The general education
tutoring staff will collect
monthly data on students'
goal areas and will
communicate with teachers
on the progress of the
students in Tier II groupings.
• The grade level teaching
staff will meet every six
weeks to analyze student
data to determine shifts in
Tier II groupings and whole
group instructional goals and
determine next steps.
• An increase in supervision and evaluation feedback that reflects student engagement practices such as
student survey results, student lesson exits slips, student dialogue, and visual models available for
students.
• A decrease in the achievement gap on district assessments between high needs subgroup (special
education, English Language learners, and economically disadvantaged) and the general population of
students.
• An improvement in student performance on district assessments including F&P literacy Benchmarks in
K-5, AMC math assessments in K-2, and Edulastic math assessments in grades 3-5.
• An increase in classroom usage of the new library collection to promote diversity, equity, and inclusion
discussions classrooms.
3
166
J.W. Killam Elementary
Reading Public Schools
•An increase in positive overall response to the student learning environment, as evidenced by the
Student Connectedness survey and other student data.
•An increase in a consistent process to reflect on student data and determine appropriate interventions.
4
167
Wood
End Elementary School
Plan Overview 2021-2022
Planning for Success
In Massachusetts
Vision of Reading Public Schools
It is the vision of the Reading Public Schools to instill a joy of learning by inspiring, engaging and supporting
our youth to become the innovative leaders of tomorrow. We will accomplish our vision by focusing on a
few key strategic initiatives that lead to a meaningful and relevant curriculum, innovative instructional
practices, strong analysis and thoughtful dialogue about evidence, a collaborative and team approach to
learning and teaching, and a safe and nurturing learning environment. The overall physical and behavioral
well-being of our children will be our top priority as students will not learn if they are not physically and
psychologically safe. Education will truly be the shared responsibility of both the schools and the
community, with families playing active roles in the schools and being full partners in ensuring the success
of their children. In the interest of the entire Reading community, the school district and town government
shall work cooperatively and collaboratively. As educators and members of our community, we believe that
implementing this vision is our ethical responsibility to the children of the Town of Reading.
Reading Public School's Statement of Equity
The Reading School Committee, Central Office, Directors, Principals and Leadership of the Teacher's
Association celebrate the diversity of the Reading Community and beyond by embracing differences to
empower every student, staff member and family of the Reading Public Schools. We embrace all members
of the community no matter where we live, what we look like, what we believe, what language we speak,
who we love, or how we learn, consistent with the human dignity of all. When we are unwavering in our
commitment to equity, we support every student and staff member in maximizing individual potential. This
requires us to identify, analyze, and confront gaps in opportunities and outcomes for all students.
District -Wide Strategic Objectives
District Focus Area #1
Create Safe, Equitable and Rigorous Learning
Environments
District Focus Area #2
Hire, Develop and Retain Talented and
Committed Staff
Develop and
Develop shared
Develop a value
Develop a plan to
communicate common
mindset and practice
proposition of who we
improve systems and
operational systems.
around meeting the
are as RPS.
practices as they relate
needs of all learners.
to staff retention,
community and what
we value; development
and recruitment.
Mission of Wood End Elementary School
Wood End Elementary School seeks to create a safe and supportive learning environment. We will work
to achieve this aim through the implementation of a tiered support system that promotes clearly defined
and consistent student expectations and accountabilities based on our core values, communication and
collaboration within our school community, reliance on data for decision making purposes, and an
efficient and effective response to the needs of our students who require additional support to be
successful. We will foster an environment that focuses on our students' success.
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Strategic Objective A - Equity
Equity, Diversity & Inclusive
Practices to provide access for
ALL students
The school will focus on
improving educational equity in
our school and community
through informed communication
and practices, most notably in our
curriculum and classroom
instruction
Provide professional
development and workshop
opportunities focused on
equity, diversity, and inclusion
for ALL students
Facilitate professional
collaboration with staff to
identify best DEI practices
within Wood End utilizing the
Equity Team (2 teachers and
Principal who took part in
year-long training,
"Commitment to Equity,
Teaching with Equity" from
November 2020 through June
2021)
Provide teacher teams with
opportunities to engage in
collaborative learning
experiences that utilize
current resources to meet the
needs of diverse learners.
Utilize new Library collection
of books on diversity, equity
and inclusion to develop
teaching points for guided
instruction in K-5 classrooms
Engage families, with the
support of School Council, to
focus on equity and
community building work
through selected podcasts,
Wood End's
Strategic Objective 8 —Aligned
Curriculum
Coherent Instructional Systems
to increase student engagement
The school will provide quality
standards-based instruction,
utilizing MTSS systems for
alignment of Tier 1 curriculum
Strategic Initiatives
• Utilize Tiered Fidelity
Inventory (TFI) throughout
the year to ensure school -
wide expectations for
academics and behavior are
implemented across all
settings and in all classrooms
• Differentiate standards-based
instructional materials and
assessments to meet the
access points and needs of all
students, notably our high
needs students
• Assess all students following
the district -aligned
assessment guide in
Mathematics and ELA
• Provide appropriate
classroom and instructional
accommodations and "just in
time scaffolds" for students
when needed to ensure
learning and mastery of
grade -level standards
• Review grade -level academic
outcome data at least once
every 6 weeks and develop
an action plan to enhance or
modify Tier 1 instruction and
supports
• Monitor and assess student
engagement utilizing
Planning
for Success
In Massachusetts
Strategic Objective C — Monitor
Student Progress
Data systems and practices to
monitor students' understanding
The school will conduct cycles of
data analysis, observation and
feedback to adjust practice and
responsive interventions to
address disproportionality in
student performance
• Use Student Connectedness
Survey data and consistent
SST process to develop a list
of at -risk students, identify
interventions for those
students, and monitor
progress on a regular basis.
• Utilize a regular data review
cycle to monitor student
progress on district
assessments and
implementation of Tier 2/3
interventions following
established entrance/exit
criteria
• Provide time for teachers to
collaborate on special
education services,
curriculum resources, and
instructional practices being
used to identify learning gaps
for high needs students
• Promote supportive school
climate (PBIS) to reduce the
use of exclusionary discipline
and promote supportive
school discipline (restorative
practices)
• Provide ongoing information
for families on the effects of
chronic absenteeism and its
impact on student progress
2
169
ELEMENTARY ,1�n SL;1
D1-1
EDUCATION
book recommendations and
community discussions to
explore diverse family
cultures and create a school -
wide project (i.e., family
tapestry/quilt, storytelling,
etc.)
Analyze school data through
an equity lens, most notably
discipline, attendance, and
achievement gap data
instructional walk-throughs,
exit tickets and student
feedback.
• Provide teachers with more
building -based opportunities
to work across grade/content
areas to improve practice and
build expert teams within the
school
Outcomes
Planning for Success
In Massachusetts
(i.e., graphic depicting
measurable outcomes)
• Develop plan for families and
provide resources to reduce
chronic absenteeism:
o Meet with families to
identify barriers to
student attendance
and support families in
alleviating these
challenges (i.e., create
a support plan)
o Provide access to
community services
(i.e., before school
programming)
• A decrease in the achievement gap on district assessments between high needs subgroup (special
education, English Language learners, and economically disadvantaged) and the general
population of students.
• An improvement in student performance on district assessments including Acadience in Grades 1-
3, F&P Benchmarks in K-5, AMC assessments in K-2, and Edulastic assessments in grades 3-5.
• An increase in student and staff awareness of educational equity through reflective conversations,
use of diverse literature, and community dialogue.
• An increase in positive overall response in student learning environment scores as evidenced by
the Student Connectedness survey and other student data.
• A decrease in the proportion of high -needs students who do not meet expectations on MCAS in
ELA, Mathematics, and STE.
• An increase in teacher self-efficacy and shared decision-making as evidenced by school -wide
collaboration within instructional working groups.
• Evidence of instructional practices for continuous improvement: identify grade -level essential
standards, select evidence -based resources, implement/evaluate instructional practices, and
monitor student progress.
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Northeast Metropolitan
Regional Vocational
High School District
Serving
Chelsea
Malden
Melrose
N. Reading
Reading
Revue
Saugus
Stoneham
Wakefield
Winchester
Winthrop
Woburn
Annual
Report
2021
171
NORTHEAST METROPOLITAN REGIONAL VOCATIONAL SCHOOL
TITCTDTrT
SCHOOL ADMINISTRATION
SUPERINTENDENT -DIRECTOR
David DiBarri
PRINCIPAL -DEPUTY DIRECTOR
Carla Scuzzarella
DISTRICT SCHOOL COMMITTEE
SCHOOL COMMITTEE CHAIRMAN
Deborah P. Davis - Woburn
VICE CHAIRMAN
Judith M. Dyment - North Reading
SECRETARY
Peter A. Rossetti, Jr. - Saugus
TREASURER
Larry Means - Stoneham
ASSOCIATE TREASURER
Robert S. McCarthy - Reading
COMMITTEE MEMBERS
Michael T. Wall - Chelsea Anthony L. Caggiano - Revere
James J. Holland - Malden Brittany A. Carisella - Wakefield
Ward A. Hamilton - Melrose Brant Snyder - Winchester
Robert O'Dwyer - Winthrop
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NORTHEAST METROPOLITAN REGIONAL
VOCATIONAL SCHOOL DISTRICT
100 Hemlock Road - Wakefield, Massachusetts 01880-3597
ANNUAL REPORT 2021
OUTSTANDING STUDENT AWARD
Keyla Zelaya from Chelsea a student in the Electrical program was chosen as Northeast's nominee at
the State Awards Dinner for Outstanding Vocational Technical Students. The event is co-sponsored
by the Massachusetts Association of Vocational Administrators and the Massachusetts Vocational
Association.
*NATIONAL TECHNICAL HONOR SOCIETY
The Northeast Chapter of the National Technical Honor Society held its annual Induction Ceremony
in April. At the ceremony, 27 Seniors were inducted. There are a total of 42 Technical Honor
Society members for the 2020-2021 school year.
*NATIONAL HONOR SOCIETY
The Annual Induction Ceremony to the Northeast Chapter of the National Honor Society "Artisans"
was held in April. At the ceremony 27 Juniors and 10 sophomores were inducted for the 2020-2021
school year bringing the total membership to 37.
SCHOLARSHIP COMMITTEE
The Northeast Awards and Scholarship Committee and PAC board presented awards and
scholarships to 71 deserving students at the annual Senior Recognition Night. A total of $32,225.00
was presented to Northeast students who will be working in their vocational fields, entering trade
apprentice programs, or going on to one, two, or four-year programs at accredited colleges,
universities, and trade schools. These awards and scholarships provide the students opportunities to
purchase tools and equipment, and assist in offsetting the expense of attending institutions of higher
education.
SCHOOL WIDE PROFESSIONAL DEVELOPMENT 20-21
The goal of professional development is to:
o Ensure that staff members are in compliance with current regulations
enacted by the Massachusetts Department of Elementary and Secondary
Education (DESE).
o Guarantee that all staff members are knowledgeable of legislation
impacting the educational process of the commonwealth.
o Make staff members aware of the most recent trends and strategies in
the district's mission of improving student achievement.
o In an effort to meet standards and indicators of Effective Teaching Practice
Curriculum, Planning, and Assessment Standard will provide increasing quality
remote; hybrid and/or in-person student engagement; instructional planning and
practices while using innovative current technologically based learning techniques &
experiences with a variety of online platforms.
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o Enhance our educator Mentoring and Induction Program by utilizing peer
observation as a professional development tool.
The activities that met these goals during the 2020-2021 school year included:
First Week Back of school (August 24-27, 2020) we provided 4 days of technology training.
The technology training included but was not limited to:
a. Beginning, intermediate and advanced training on our web based video conferencing
tool; Zoom.
b. Training on our classroom management/organization/collaboration platform tool;
google classroom and various extensions
C. An Introduction and Training on additional classroom technology based classroom
student engagement tools including; Screencastify, EdPuzzle, Kahoot, Khan
Academy, Peardeck, Quizlet, CK -12 and others.
d. Model for student engagement with synchronous and asynchronous teaching
techniques and methods.
Week of September 14", 2020
a. HMH Anywhere, a comprehensive learning platform designed to support remote,
hybrid and/or in person for grades 9 - 12 and for all academic disciplines.
b. Interplay Learning / SkillMill online virtual training platform for our construction
cluster vocational shops.
C. Student/Teacher safety concerns: Covid-Training including; infectious disease
control and management presented by school nurses
d. Trauma -Informed Social -Emotional Learning in the classroom training by Director
of Student Services including Special and General Education Laws, Civil Rights, and
Discipline.
e. Diversity, Inclusivity and Equality training with Director of Student Services and
Diversity and Inclusion Coordinator
Northeast 1St vear educator Induction and Mentoring Program (October 21'
a. New educators training on 1 year developing educator plan; Evaluation forms;
Evaluation timelines, evaluation observations and Educator Rubrics
b. New educator training on professional practice goal preparation and student learning
goal preparation.
C. New educator training on induction & mentoring program mentoring tracking,
collaboration and peer mentoring training
Northeast 2°d & 3r1 vear educator Induction and Mentoring Program (October 22nd
a. 2nd & 3rd year educators training on 1 year developing educator plan; Evaluation
forms; Evaluation timelines, evaluation observations and Educator Rubrics
b. 2nd & 3rd year educators training on Professional practice goal preparation and
student learning goal preparation.
C. 2nd & 3rd year educators training on induction & mentoring program mentoring
tracking, collaboration and peer mentoring training
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d. New mentor training for new educators, and 2nd & 3rd year educators
22
Student safety concerns (week of March 5t", 2021)
The school resource officer will work in conjunction with the deans and the Administration to host
Alice training to the entire staff and students.
Peer mentoring program with 1St year — 3rd year teachers with mentors
Promoting collaboration among new educators to encourage sharing of ideas and working together to
achieve the identified goals and objective Ongoing
English Learner Success Building Block 1: June 2021 Shared responsibility for English learner
success. In an effort to provide educators SEVESL/Bilingual Education in order for them to be
eligible to renew their licenses. The district will provide PD emphasizing that collaborative planning
time for general education, bilingual education, ESL, and, where appropriate, special education
teachers is a districtwide priority and provides district wide opportunities for shared learning.
2021 SUMMER TRANSITION PROGRAM:
The Summer Transition and Enrichment Program at Northeast Metropolitan Regional Vocational
School is a two-week program that ran from July 12th until July, 23rd. The program was an
introduction to Career -Technical Education, as well as an introduction to High School English and
Math courses, with a focus on MCAS preparation This program is for our incoming Freshmen who
are part of our graduating class of 2025. We had 237 students partake in this program, and the
students participated in the following shops: Cosmetology, HVAC, Drafting and Design, Auto
technology, Auto Body and Collision, Business Technology, Culinary Arts, Design and Visual
Communications, Electrical, and Plumbing. The students had the opportunity to explore four
different shops over the two week period. This program is funded by federal Title 1 and Carl D.
Perkins Grants. These services, as well as the program itself are run at no cost for the students or
parents/guardians.
SUPPORT SERVICES
The Northeast Student Services staff offers support and counseling to all students through individual
and group counseling, specialized workshops and presentations, health services, and mediation
services. All Northeast counselors are certified as School Adjustment Counselors and are qualified
to handle a wide range of student issues. Two School Adjustment Counselors are bilingual
(Spanish-speaking).
The Career Counselor provides career awareness and career development services to all students.
The Career Counselor and School Adjustment Counselors provide specialized support to students
enrolled in non-traditional vocational areas. Two School Nurses provide health services and
coordination of all health related screenings and medical care.
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Support counseling groups are established each year based on student needs. Counseling groups for
social skills development, anxiety management, non-traditional support, and English Language
Learner support groups are typically offered.
The School Adjustment Counselors provide individual counseling support and crisis intervention to
all students. The will provide support to homeless students, assessing their special needs and
coordinating with the Homeless Liaison (Administrator of Student Services). They develop and
monitor Section 504 Accommodation Plans in conjunction with the Administrator of Student
Services. School Adjustment Counselors collaborate with school personnel, family members,
doctors, psychiatrists, outside therapists, social workers, police, court personnel, and others.
The School Adjustment Counselors work to connect students and families with community based
mental health services as needed. Students have needed an increase in social emotional support
during the return to full time in person learning following remote and hybrid learning due to the
COVID 19 Pandemic. Through the use of ESSER Funding, an additional counselor is providing our
most impacted students with additional support services during the school day and referrals for
community based support. Elliot Community Human Services of Lynn serves as our crisis
intervention linkage for emergency mental health services in the community.
The Bilingual School Adjustment Counselors provide native language support (Spanish) as needed
to limited English proficient students and families across all grades. They provide specific support to
the English Language Education program at Northeast, but support other Northeast Latin X students
and families as needed. Translation services (oral and written) and interpreting services are often
required for parent communication throughout the building, and as needed, the counselor coordinates
with all departments to assist. Referrals are made to a Spanish-speaking Psychologist for testing for
Special Education evaluation. Coordination for translation in other home languages is done on an as
needed basis. Language development is communicated for Limited -English proficient students
through assessment data and parent meetings. It is our goal to service all students equitably while
attending specifically to those who have specific life challenges.
Career counseling and the college application process are emphasized by all school counselors. The
Career Center is the focal area for a well-planned four-year career development program that
prepares all Northeast students for their individually chosen career paths. The curriculum focuses on
career assessment; career information and requirements; employability and entrepreneurial skills;
interviewing skills; portfolios; and resume preparation. By providing assessments to evaluate skills,
interests, and work values, the Career Counselor works with the School Adjustment Counselors to
assist freshmen in their vocational selection process and upper class students with linkages to post-
secondary education and employment opportunities.
The Career and Adjustment Counselors provide direct support to those students who are enrolled in
career areas that are considered non-traditional for their gender. Students have the opportunity to
participate in support groups, specialized presentations, and field trips that prepare them to
understand the benefits of non-traditional choices, to manage challenges in each occupation and to
understand the required post -secondary linkages to achieve their goals. The School Nurses have
coordinated support services for pregnant and parenting teens with outside providers affiliated with
local hospitals. In addition, they provide support to students with chronic medical conditions,
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coordinating with parents, doctors, nurses, etc. The School Nurses work closely with the School
Adjustment Counselors to coordinate assistance when mental health needs arise. They also work
closely with the Deans when emergency medical evaluations are required.
The Diversity, Equity and Inclusion Coordinator (DEI) works with the Northeast Administration,
staff, and students to respect the diversity of our school community, ensure equity and identify
problem areas, towards the goal of inclusivity for all. The DEI Coordinator intervenes in a proactive
manner in improving the culture and climate at Northeast and intervenes in identified problem areas.
In addition to the support provided by the counseling staff, the Special Education Department offers
a TEAM meeting process that promotes monitoring of student progress and educational support.
Each Special Education student is assigned a Liaison who is a teacher in the Special Education
Department who oversees progress in relation to the Individual Education Program, communicating
with parents, teachers, and counselors to help all students achieve success.
The Northeast Mentoring Program is a freshmen transition program that matches junior and senior
mentors with small groups of freshmen students. The Northeast Mentors present the Freshmen
Orientation day for freshmen and then meet with their groups throughout the year to offer support
and to deliver positive lessons that promote a positive school climate. The mentors are trained in a
leadership climate by the student services staff, developing a core of approximately 90 peer leaders
from 11th and 12th grades.
Special school -wide workshops and presentations are offered throughout the year for different
groups of students. Each year, all freshmen participate in group workshops focusing on identifying
the signs of depression and gender equity issues. Large group assemblies and presentations have
been offered focusing on goal setting and acts of kindness, substance abuse, teen dating issues,
tolerance, character building, and others.
On a larger scale, the student service emphasis is on communication — communication with students
and with parents. Mid-term progress reports are sent to parents each trimester and report cards are
sent home three times per year. E-mail communication is welcomed and progress update meetings
are held as needed. Parents and guardians are asked to be involved with all class scheduling
activities.
Post -graduate planning information is shared through career assessment and planning activities.
Additionally, the Guidance department provided all college planning resources in google classrooms
for parents to access during the remote/hybrid learning period. The videos were made by Northeast
staff and provide step by step instructions on the college application process and financial aid
application process. Additionally, Career Plans are sent home annually for parent review.
In addition to the support provided by the counseling staff, the Special Education Department offers
a TEAM meeting process that promotes monitoring of student progress and educational support.
Each Special Education student is assigned a Liaison who is a teacher in the Special Education
Department who oversees progress in relation to the Individual Education Program, communicating
with parents, teachers, and counselors to help all students achieve success.
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The Northeast Mentoring Program is a freshmen transition program that matches junior and senior
mentors with small groups of freshmen students. The Northeast Mentors present the Freshmen
Orientation day for freshmen and then meet with their groups throughout the year to offer support
and to deliver positive lessons that promote a positive school climate. The mentors are trained in a
leadership climate by the student services staff, developing a core of approximately 90 peer leaders
from 11th and 12th grades.
The After School Help Program is one of educational assistance provided to students having
difficulty with one or more academic subjects by academic and vocational teachers. This free
assistance is offered every Wednesday in the library from 2:45-3:25. Water and snacks are provided
as well as free transportation home.
Special school -wide workshops and presentations are offered through the year for different groups of
students. Each year, all freshmen participate in group workshops focusing on identifying the signs of
depression and gender equity issues. Large group assemblies and presentations have been offered
focusing on goal setting and acts of kindness, substance abuse, teen dating issues, tolerance,
character building, and others.
On a larger scale, the student service emphasis is on communication — communication with students
and with parents. Mid-term progress reports are sent to parents each trimester and report cards are
sent home three times per year. E-mail communication is welcomed and progress update meetings
are held as needed. Parents and guardians are asked to be involved with all class scheduling
activities.
Post -graduate planning information is shared through career assessment and planning activities.
Additionally, the Guidance department held a FASFA night and it is held in January for parents to
offer free support with financial aid specialists. A college planning night was held in April for
sophomore and junior parents. Career Plans are sent home annually for parent review. Language
development is communicated for Limited -English proficient students through assessment data and
parent meetings. It is our goal to service all students equitably while attending specifically to those
who have specific life challenges.
GRANTS RECEIVED IN FY 2021:
Entitlement and Allocation Grants
Title II, Part A: Improving Educator Quality, Fund Code: 140
The purpose of this federal grant program is to increase student achievement through comprehensive
district initiatives that focus on the preparation, training, recruitment, and retention of highly
qualified educators. These funds were utilized to support professional development in supervision.
Federal Special Education Entitlement, Fund Code: 240
The purpose of this federal entitlement grant program is to supplement local and state funds in
providing services to students with disabilities. This funding source provides professional
development for teachers of students with disabilities in addition to providing extended school day
and extended school year (summer) learning opportunities for this targeted population.
Title I, Part A, Fund Code: 305:
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Title I, the Elementary and Secondary Education Act, provides school district with funding to
increase student achievement. The district utilizes these funds to support extended school day and
extended school year (summer) learning opportunities for all students. The incoming grade 9 -
summer orientation program is one of the primary programs funded by Title 1. Professional
development, targeting increasing student achievement, is also funded through Title 1.
Perkins Act Allocation Grant Program — Secondary, Fund Code: 400
The Carl D. Perkins Occupational Education Act provides funding to assist school districts in
improving secondary career and technical programs. The district utilizes this funding source
primarily to secure supplies, technology and equipment to guarantee that state-of-the-art conditions
are being replicated in each career pathway.
Massachusetts Capital Skills Grant:
This competitive grant brought in $61,000 to the district. These funds were used to purchase
equipment and supplies to update the Health Assisting CTE Program. New state of the art
phlebotomy arms, hospital beds, and anatomy torsos were purchased.
CvRF School Reopening Grant: Fund Code 102
The purpose of the CvRF School Reopening Grant is to provide eligible schools districts with
funding to support costs to reopen schools, and to supplement necessary expenditures incurred due to
the public health emergency with respect to Coronavirus (COVID —19).
ESSER I Grant: Fund Code 113
The Elementary and Secondary School Emergency Relief Fund Grant are funds to cover eligible
expenses to allow districts to mitigate the effects of COVID-19 on students, families, and staff and to
prepare for reopening school systems.
Remote Learning Technology Essentials Grant: Fund Code: 117
The purpose of these funds were to purchase and/or lease devices such as laptops, Chromebooks, and
tablets for students who currently do not have individual access to such devices at home for the
purpose of remote learning use due the Coronavirus pandemic.
SPED Learning Grant: Fund Code 274:
The Special Education Planning and Learning Grant funds will be used to fund stipends to conduct a
summer program specifically targeting students with disabilities to close the achievement gaps due
to the COVID-19 pandemic.
Summer and Vacation Learning Program Grant: Fund Code: 114:
The Summer and Vacation Learning Grant funds will be used for students in response to the
educational impact of school closures due to the Coronavirus pandemic.
DLCS Learning Grant: Fund Code: 134:
The Digital Literacy and Computer Science Student Learning Grant funds are used to expose
students to DLCS standards, by presenting the learning using visual and theme based programming,
providing more engagement in the learning, and correlation between STEM academics and CTE
programs.
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COMMUNITY EDUCATION PROGRAM
The Community Education Program is a broad base collaborative community initiative assisting
learners of all kinds complete their education and achieve economic self-sufficiency through
empowerment skills, health care, support services and meaningful employment.
Our vision is to deliver educational experience in a positive environment that will enable Northeast
to reach new heights together with our lifelong learning community. The focus of the Community
Education Program is to offer programs that meet the demands of our learning populations. In doing
this, we give people the opportunity to improve employment skills, fulfill lifelong goals, or enrich
their lives with social activities. With the most qualified instructors, and state of the art labs
Northeast strives to maintain the highest standards of education. Emphasis is on our new
technology, upgrades such as brochure modification, new state of the art web site construction, and
the introduction of new programs in the medical field, new culinary classes, continuing education in
all construction related courses, computer and CAD classes, photography and many other
enrichment courses.
2021 GRADUATES
The 2020-21 school year represents the Fifty-first class to matriculate at Northeast Metropolitan
Regional Vocational School. Northeast graduated 289 students. Breakdown of graduates' status
after graduation is as follows:
Attending 4 -year college 95 Employed 93
Attending 2 -year college 52 Entering Military Service 6
Apprentice school 8 Other 35
SPECIAL NEEDS ENROLLMENT
Special Needs enrollment for the 2020-21 school year continued to represent approximately one-
quarter share of the total school enrollment with students. The 323 Special Needs students represent
25% of the school population. Additionally, 123 students were eligible for services under section
504 of the Rehabitation Act.
DISTRICT SCHOOL COMMITTEE ELECTION OF OFFICERS
At the Annual Organizational Meeting of the District School Committee on January 13, 2021 the
following members were elected as Officers of the Northeast District School Committee:
Chairman
Deborah P. Davis, of Woburn
Vice Chairman
Judith M. Dyment, of North Reading
Secretary
Peter A. Rossetti, Jr. of Saugus
Treasurer
Larry Means, of Stoneham
Assoc. Treasurer
Robert McCarthy, of Reading
CONCLUSION
As Northeast celebrates its fifty-second year of career/technical excellence with its twelve member
communities, the district continues to offer students the finest career technical education with which
to build a successful career.
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The District supports curriculum in both academic and career technical classrooms with the latest
equipment and technology. Evidence of our commitment is reflected in the state's grade 9-12
dropout rate reports which indicates Northeast significantly lower at 0.2% versus the state average of
1.6% from 2020( last year readily available data from DESE). Recent graduate follow up data
indicates that 97.3% of students from the class of 2021 were positively placed in relevant post-
secondary areas (Source: MA DESE CVTE Perkins V -Postsecondary Placement 3S1 report)
In fact, Northeast currently employs 32 alumni at the school, including the Superintendent -Director.
Alumni's stories of success and their readiness and willingness to help their alma mater by recruiting
graduates for cooperative education experiences or employment is proof of their dedication to
Northeast. Testimonials as to the success of our graduates continue to be received which makes us
proud to have contributed in some small way to their accomplishments.
The Northeast Class of 2021 achieved an 88% passing rate on the ELA MCAS Assessments, an 87%
passing rate on the Math MCAS Assessment, and a 98% passing rate on the Science MCAS
Assessment. Northeast continues to offer school day MCAS Enrichment classes and after school
enrichment programs for those students in need of additional preparation for the MCAS. Northeast
also offers a well attended Summer Transition Program for incoming freshmen, and a Saturday
Exploratory Trade Program for students on the school waitlist, and for high school students from our
feeder communities.
The Career Center facilitates student access to technology to further learn business aspects of their
industries, develop career plans, resumes, and comprehensive portfolios, and prepare college and
other post -secondary documents with the assistance of our faculty including Career and Adjustment
Counselors.
Northeast continues to provide students the finest career technical education with which to build a
positive post -secondary experience, be it college or career, offering experiences with the latest
equipment and technology in both the career technical and academic programs.
Once again, I am proud to have represented as a member of the Northeast Metropolitan Regional
Vocational District School Committee. I will continue to serve as the guardian of funds allocated
from the community to this educational institution and assist in and provide counsel to the school in
maintaining the highest standards of educational excellence possible.
Respectfully submitted,
Robert S. McCarthy, Committee Member
Northeast School Committee
Reading Representative
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206
190
195
199
204
199
208
218
239
272
247
237
Malden
222
216
215
198
194
189
170
165
150
137
135
150
Melrose
48
45
62
61
67
74
62
60
42
41
47
44
North Reading
37
37
36
35
32
27
34
37
33
31
33
31
Reading
26
28
23
16
19
17
17
16
20
20
25
33
Revere
244
238
234
225
223
224
216
234
250
255
254
244
Saugus
161
174
191
204
200
190
199
187
215
192
182
171
Stoneham
46
52
54
59
69
73
71
62
59
62
76
79
Wakefield
84
91
98
79
70
68
64
63
68
75
81
100
Winchester
7
11
13
15
14
11
9
13
8
7
6
10
Winthrop
55
65
58
60
65
62
68
60
47
44
47
57
Woburn
70
59
55
65
83
98
115
114
105
105
112
112
TOTALS:
1206
1206
1234
1216
1240
1232
1235
1229
1236
1241
1245
1269
NON DISTRICT
39
42
31
35
28
29
32
30
10
8
11
7
GRAND TOTAL:
1245
1248
1265
1251
1268
1261
1267
1259
1246
1249
1256
1276
SPECIAL NEEDS
ENROLLMENT 333 323 330 331 326 313 317 314 278 286 326 323
% SPECIAL NEEDS
ENROLLMENT 27% 26% 26% 26% 26% 26% 27% 23% 23% 21% 25% 25%
182
BOARDS, COMMITTEES AND COMMISSIONS
183
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193
APPENDIX A Local Election Results
194
Town of Reading - Local Election
April 6, 2021
Official Results
Pursuant to the Warrant and the Constable's Return thereon, a Town Election was held for all eight precincts at the
Hawkes Field House, Oakland Road. The Declaration of Polls being according to the Warrant by the Town Clerk, Laura A
Gemme. The ballot boxes were examined by the respective Wardens and Police Officer on duty and each found to be
empty and registered 000.
The Town Clerk declared the polls open at 7:00 AM and closed at 8:00 PM, with the following results:
Candidate
P1
P2
P3
P4
P5
P6
P7
P8
Total
Total Voters per Precinct
2732
2602
3066
2491
2682
2031
2530
2502
20,636
Total Ballots per Precinct
627
382
410
528
487
370
667
469
3,940
Percentage per Precinct
23.0%
14.7%
13.4%
21.2%
18.2%
18.2%
26.4%
18.7%
19.1%
Candidate
Moderator
P 1 I
P 2
P 3
P 4
P 5
P 6
P 7
P 8I
otal
Alan E Foulds *
439
270
256
364
330
240
480
323
2,702
(Barry Craig Berman
-
-
-
-
-
-
-
1
1
Cara M Dougherty
-
-
-
-
-
1
-
-
1
Daniel A Ensmin er
-
-
1
-
-
-
1
1
3
Diana L Halsey
1
-
-
-
-
-
-
-
-
Eileen Shine Litterio
627
382
410
528
487
370
667
469
3,940
Erik M Anderson
12
9
10
12
7
7
9
10
76
Gena L Hayes
-
Gina Ann Fiore
.John J Arena
1
John R Halsey
-
-
-
-
-
-
-
Karl Weld
1,254
764
820
1,056
974
738
1,334
938
7,878
Lois H Bell
457
260
296
372
353
271
432
362
2,803
Matthew J Digby
Robert E Diorio
Other
-
-
-
-
-
-
-
-
-
Total
627
382
410
528
487
370
667
469
3,940
Blank Votes
186
110
151
163.1
156 1
128
185
143
1,222
* Elected
Candidate
P 1 1
BoardSelect
P 2
P 3
P 4
P 5
P 6
P 7
P$
Total
Vanessa I Alvarado
260
173
173
246
277
171
353
195
1,848
Christopher Haley *
355
200
227
270
203
192
303
264
2,014
Erin E Tierney-
227
-
-
-
-
-
1
-
1
.John L Weston II
-
-
-
-
-
-
1
-
1
Other
-
-
-
-
-
-
-
-
-
Total
627
382
410
528
487
370
667
469
3,940
Blank Votes
12
9
10
12
7
7
9
10
76
* Elected
-
Nicole R Barletta
Candidate
Board
P 1 Library
P 2
P 3
P 4
P 5
P 6
P 7
P$
Total
Andrew W Grimes *
296
190
210
301
273
181
377
223
2,051
Monique P Gnanaratnam *
273
162
159
220
219
150
340
201
1,724
Harr Lomas III
227
151
154
163
129
136
184
149
1,293
loseph C Zucchero
-
-
-
-
-
-
-
1
1
Louis Andrew Adreani
1
Matthew J Digby
-
Melissa L Murphy
-
Michael Giacolone
-
Nicole R Barletta
Richard J Bradley
Other
-
-
-
-
-
-
-
'Total
1,254
764
820
1,056
974
738
1,334
938
7,878
Blank Votes
457
260
296
372
353
271
432
362
2,803
* Elected
1 of 6
Town of Reading - Local Election
April 6, 2021
Official Results
Candidate
..
PI I
:..
P 2
P 3
P 4
P 5
P6
P 7
P 8
Total
.John W Stempeck *
252
156
191
234
174
161
237
187
1,592
Marlena Bita *
247
150
164
221
253
139
313
164
1,651
Alison Michelle Friedmann
80
56
65
73
65
51
98
63
551
.James C Satterthwaite
212
156
135
207
232
139
316
170
1,567
Michael Giacolone
129
60
75
83
57
65
68
76
613
,Alec David Giacolone
-
-
-
-
1
-
-
-
1
Glenn Michael Fiore
Robert Coulter
Ronald William Powell
1
Other
-
-
-
-
-
-
-
-
-
'Total
1,254
764
820
1,056
974
738
1,334
938
7,878
Blank Votes
334
186
189 1
238
192
181
302
278
T,-9
* Elected
Candidate
School
P
IP 2
P 3
P 4
P 5
P 6
P 7
P 8
Total
Shawn M Brandt *
317
204
181
266
279
167
348
207
1,969
Geoffrey J Coram
283
173
162
279
253
174
375
234
1,933
Sarah Michelle McLaughlin *
346
202
254
254
225
210
310
237
2,038
,Alicia F Williams
-
-
-
-
-
-
-
3
3
Robert Weiden
-
1
'Total
5 016
5,016
Blank Votes
1 1,431
1,431
Erin K Calvo-Bacci
Heather A Clish
Nicole O'Neill
Robert L S adafora Jr
1
Other
-
-
-
-
-
-
-
-
-
'Total
1,254
1 764 1
820
1,056
974
738
1,334
938 1
7,878
Blank Votes
307
1 184 1
223
257
217
186
299
257 1
1,930
* Elected
Precinct
Candidate
One - Town Meeting
P IP 2
Members - 3 Years - Vote for Eight
P 3 P 4 P 5 P 6 P 7 P 8 Total
John J Arena *
319
319
Rebecca L Bailey
246
246
Iloy A Benjamin Jr *
302
3u2
Mark L Dockser *
290
290
Emmy L Dove
227
227
Sheila M Mulroy *
259
259
Paula J Perry *
283
283
David W Pinette *
267
267
Matthew E Donnelly
230
230
Ronald P Fotino *
251
251
Deborah D Hatter *
276
276
Christopher Marshall Moriarty
153
153
Sheilah G Reichardt
240
240
Michelle Wellman
238
238
Brendan A Zarechian
2
2
-Carrie J Feeney
2
2
-Other
I --
'Total
5 016
5,016
Blank Votes
1 1,431
1,431
* Elected
196
2 of 6
Town of Reading - Local Election
April 6, 2021
Official Results
Precinct
Candidate
Two - Town Meeting Members - 3 Years
P 1 P 2 P 3 P 4
- Vote for Eight
PS P 6 P 7 P 8 Total
(Eric J Burkhart *
176
176
Stephen L Crook
107
107
AnthonyD'Arezzo *
142
142
Vicki Ellen Fortin *
174
174
IKaitl n C Mercurio *
152
152
Thomas B O'Rourke *
225
225
ILaura Faye Wilson *
148
148
IMar aret E Connors
138
138
William HenryDalton Jr
119
119
(Karen T Janowski *
167
167
IHarry Lomas III
131
131
.John E Parsons III
122
122
:Allison L Sillers *
154
154
Christine Ford
4
4
(David A Craven
1
1
(Devin Scott
2
2
Jeff D Boucher
1
1
(Mark Salvatore Ventura
1
1
Other
-
-
Total
3,056 1
1 3,056
IBlank Votes
1,092
1.092
* Elected
Precinct Three - Town Meeting
P 1 P 2
Members - 3
P 3 P 4
Years - Vote for EightCandidate
P 5 P6 I P7 PS Total
(Marianne M McLaughlin -Downing *
241
241
INancy J Twomey *
205
1
205
(Monica E Acker
131
131
Audra M Cashin *
188
188
ILaura M Fusco *
238
1 238
(Kristen M LaChance *
158
158
'Stephen F Leah *
156
156
(Michael J Shimansk *
190
190
IDonald Silva
134
134
IFarhad F Touserkani
147
147
Held[ I 1 Wise *
i9v
i9V
Other
-
-
Total
3,280
3,280
IBlank Votes
1,302�11
302
* Elected
-
Total
410
410
Precinct Three
Candidate
- Town Meeting Members - 2
P 1 P 2 P 3 P 4
Year - Vote for.0ne
P 5 P 6 P 7 P 8 Total
Joseph J Sarofeen *
49
49
Allison Tiffany Powell
1
1
Daniel V Pastore
2
2
Donald Silva
1
1
Farhad F Touserkani
1
1
James A DeRosa
1
1
John L Landers
1
1
Laura M Fusco
1
1
Lindsey S Monahan
1
1
Marianne M McLaughlin -Downing
I1
1
Peter M MacGown
1
1
Rachel D Hitch
1
1
Timothy R Twomey
1
1
William T Noonan Jr
1
1
Other
-
Total
410
410
Blank Votes
347
347
* Elected
197
Town of Reading - Local Election
April 6, 2021
Official Results
Precinct
Three - Town Meeting Members - 1 Year - Vote for One
P7 PS Total
kaniel V Plastore
----�--�
315
Eric Gallen *
244
244
David Alan Murdock Jr *
195
195
Charles R Robinson *
248
248
Elizabeth C Shurland *
237
237
Marianne R Tompkins *
248
248
IN nk Votes
�- --�
155
Caroline Foote Betcher
176
176
-Craig A Chamberlain
165
165
Precinct
Candidate
•ur - Town Meeting Members - 3 Years - Votefor
P 1 P 2 P3 I P4 PS P6 I
P7 PS Total
;Sarah H Brukilacchio *
315
315
Eric Gallen *
244
244
David Alan Murdock Jr *
195
195
Charles R Robinson *
248
248
Elizabeth C Shurland *
237
237
Marianne R Tompkins *
248
248
.Sheldon B Bacon
155
155
Caroline Foote Betcher
176
176
-Craig A Chamberlain
165
165
Dawn Marie Gera
148
148
Krissandra Holmes180
196
180
David W McIsaac *
196
196
Concetta A Pustorino
165
165
Karin Elizabeth Whitelam *
233
233
Christopher S Diemer
1 1
1
Other
3,896
-
'Total
4,223
4.223
Blank Votes
1,317
1,317
* Elected
Precinct
Candidate
.Jonathan E Barnes *
Five - Town Meeting Members - 3 Years - Vote for Eight
P 1 1 P 2 1 P 3 1 P 4 1 P 5 IP 6
233
P 7 P 8 Total
233
Lorraine Anne Conway *
230
230
Janice M Jones *
204
204
Dianne P Kennedy *
221
221
Eileen A Manning *
247
247
Patrick P O'Sullivan *
208
208
Philip B Pacino *
172
172
Richard W Robbins
152
152
Dennis M Dorandi
121
121
Alec David Giacalone
140
140
Barry F Sheehan
134
134
Nancy J Ziemlak *
196
196
Eileen A Barrett
1
1
Mary M Parr
1
1
Michael Giacalone
1
1
Other-
-
Total
3,896
3,896
Blank Votes
1,635
1,635
* Elected
198
4of6
Town of Reading - Local Election
April 6, 2021
Official Results
Precinct
Candidate
Six - Town Meeting Members - 3 Years - Vote for Eight
P 1 I P2 I P 3 P4 PS P 6 P 7
P 8 Total
James E Bonazoli *
182
182
.Jeanne M Borawski *
175
175
Robert Coulter *
178
178
Etain O'Dea *
148
148
Gregory R Ste ler *
138
138
Drucilla Wood -Beckwith *
155
155
Bethany Gordon
121
121
Alby Mieli
109
109
Daniel J Moresco
61
61
Beth Mosier
133
133
Kerri Lynne Perry *
151
151
Thomas A Perry *
134
134
(Heather L Ste ler
124
124
IKelly A Trahan
1
1
(Michael P Fahey
1
1
{Other
1
9
-
'Total
1 1 2,952
2,952
!Blank Votes
1,141
1,141
* Elected
Precinct
Candidate
Seven - Town Meeting Members 3 Years - Vote for Eight
PI I P2 I P IP 4 PS P6 P 7 1 P 8
Total
Heather A Clish *
346
346
Kerry C Dunnell *
327
327
Daniel A Ensmin er *
280
280
.Jennifer C Hillery *
315
315
Norman F Kozlowski *
349
349
Linda M Phillips
198
198
Benjamin T Ream
234
234
Erin E Tierney *
363
363
.John E Carpenter
191
191
Brook W Chipman
169
169
Christopher Haley
248
248
Jacqueline Renee McCarthy *
257
257
Gary D Phillips
150
150
James C Satterthwaite *
286
286
Amy Scicchitani
172
i72
Richard J Bradley
1
9
1
James L Devito
1
1
(Michael C DiClemente
1
1
Other
al
5,336
5,336
nk Votes
1,448
1,448
lected
r
199
5 of 6
Town of Reading - Local Election
April 6, 2021
Official Results
Precinct
Candidate
Eight - Town Meeting Members - 3 Years - Vote for Eight
P1 I P2 j P3 I P4 P5 I P6 P 7 P 8 j
Total
William C Brown *
1 232
232
(Kendra JG Cooper *
219
219
(Karen Gately Herrick *
219
219
Georcie I Kachen
187
187
Eileen Shine Litterio *
240
240
David Traniello
190
190
Kenneth R Tucci *
199
199
,Alicia F Williams *
220
220
Melissa L Murphy*
219
219
'Vanessa Silva *
201
201
Lynne Marie Upton
1
1
.Jarra Nicole Carney
1
1
Lauren Mary Brandt
1
1
Other
'Total
3 752
3,752
Blank Votes
1 623
1,623
* Elected
A true
copy, Att st:
c.
-
Laura A Gemme, CMC /CMMC
Town Clerk
200
6 of 6
APPENDIX B Annual Town Meeting Warrant and Minutes April
26, 2021
201
ANNUAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
April 26, 2021
Each Precinct met via Zoom Webinar on date and time listed with each Precinct's notes below. During each
Precinct meeting a presentation was given on the process of how a virtual Town Meeting was going to be
conducted. Each Precinct conducted the following business:
Precinct 1 — Met Friday, April 23rd at 5:45 PM. With a Quorum present elected Roy Benjamin as Precinct
Chair and Paula Perry as Precinct Clerk. A vote was taken to appoint Sheilah Reichardt to fill a vacancy.
Precinct 2 — Met Friday, April 23rd at 6:30 PM. With a Quorum present elected Anthony D'Arezzo as Precinct
Chair and Susan Craven as Precinct Clerk.
Precinct 3 — Met Friday, April 23rd at 7:15 PM. With a Quorum present elected John D Breslin as Precinct
Chair and Jason Clarke as Precinct Clerk.
Precinct 4 — Met Friday, April 23rd at 8:00 PM. With a Quorum present elected Mary Ellen O'Neill as Precinct
Chair and Eric Gaffen as Precinct Clerk.
Precinct 5 — Met Wednesday, April 21St at 5:45 PM. With a Quorum present elected Edward J Ross as
Precinct Chair and Angela Binda as Precinct Clerk.
Precinct 6 — Met Wednesday, April 21St at 6:30 PM. With a Quorum present elected Etain O'Dea as Precinct
Chair and Joseph Carnahan as Precinct Clerk.
Precinct 7 — Met Wednesday, April 21St at 7:15 PM. With a Quorum present elected Jennifer Hillery as
Precinct Chair and Jeffrey W Struble as Precinct Clerk.
Precinct 8 — Met Wednesday, April 21St at 8:00 PM. With a Quorum present elected Shawn Brandt as
Precinct Chair and a Precinct Clerk was elected as well.
As this was the third Virtual Town Meeting in the history of the Town of Reading a mock Town Meeting was
conclurtari nn Monday, April 76th at 6.nn PM as a practice session for all Town Meeting Members and Staff.
The Moderator walked through the process of a Virtual Town Meeting.
All new and reelected Town Meeting members along with the Assistant Moderator were sworn in by the
Moderator.
The Moderator appointed an Assistant Moderator to help with anyone who wanted to attend in person at the
Performing Arts Center at Reading Memorial High School. Stephen Crook acted as Moderator with one Town
Meeting Member present.
The meeting was called to order by the Moderator, Alan E. Foulds, at 7:30 PM, there being a quorum present.
The Pledge of Allegiance was said by all, followed by the invocation given by Philip Pacino, Precinct 5.
Stephen Crook was sworn in as Assistant Moderator. The Constables return of the Warrant was read by the
Town Clerk.
Town Moderator Opening Remarks:
Good evening fellow Readingites,
Before we begin I have a few announcements:
For the third time we are meeting remotely, and with a little luck, it might be the last. We realize that this
method does not mimic in-person meetings exactly, but we've worked to make it as close as possible. A lot
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April 26, 2021
of work has gone into this, not only for tonight, but since last year. It includes all department heads, other
employees from the town - particularly the IT department, the schools, and the library; elected officials and
other volunteers. On behalf of the town I express my deep appreciation to them. Finally, I thank all of you
- the town meeting members and other citizens for your willingness and your patience to make this unusual
method of governance work to keep our town running efficiently.
One item of particular importance to many of you is the transparency of votes. For the past several weeks
our team has been working on that issue, both together and with our vendor - Zoom. I am happy to report
that as of this week we now have a method of speeding up roll call votes. They will still take several minutes,
but it should work much more efficiently than the method we have used for years, that could take more
than an hour. I do reiterate that at least 20 members must request a roll call (or recorded) vote before it
can happen. Also, I ask that it be used sparingly.
Here's how I see us proceeding this evening:
First, we need to take an authorizing vote to allow virtual town meeting to proceed.
Then we will have just one oral report - the State of the Town, by the Select Board Chair. She has assured
me that it will be in the 5 -minute range. All other reports have been written.
Then we move to the articles on the warrant.
At 8 pm we need to adjourn the annual meeting and convene the special meeting. Once again we need to
take an authorizing vote. When business is complete on the special warrant we will adjourn that meeting
Sine Die and return to the annual meeting.
The Select Board has asked that we move the substance of Article 8 to the start of the reconvened meeting.
To change the order, it takes only a simple majority, and it's possible that we'll already be there. We'll
continue as far as we can, then adjourn to Thursday evening.
As it is much easier to complete work on the budget during one session, the body will be asked to take
Article 16 - the operating budget - out of order and begin Thursday working on that. Following completion
of the budget we will take up the warrant articles wherever we left off and continue the meeting until
completed - probably next Monday or possible Thursday.
Now, just a quick overview of the process:
If you wish to speak use the hand -raising option on Zoom and you will be called on in the order that the
hands were raised. You will be asked to unmute yourself. We will try to give everyone a first chance to speak
before repeating. If you wish to offer a point of order, use the Chat option. If an amendment is offered,
discussion will switch to the amendment until we vote on it, then we'll return to the main motion. When we
are ready to vote a poll will appear on your screen and you will have 30 seconds or so to vote. The vote will
be declared by the moderator and we move on to the next article.
Motion made by Karen Gately Herrick, Select Board to dispense of the reading of the warrant.
Counted Vote
119 in the affirmative
4 in the negative
189 Town Meeting Members remotely in Attendance
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Motion Carried
April 26, 2021
Motion made by the Select Board pursuant to the Acts of 2020 Chapter 92 and before taking any other vote
at this Annual Town Meeting, the Town Meeting members vote to continue conducting business at this
meeting remotely using the video conferencing platform "Zoom Webinar", as selected by the Moderator.
Motion Carried
ARTICLE 2:
Article 2
Motion Carried
Counted Vote
165 in the affirmative
4 in the negative
189 Town Meeting Members remotely in Attendance
Motion made by Karen Gately Herrick, Select Board to table the subject matter of
Counted Vote
149 in the affirmative
3 in the negative
189 Town Meeting Members remotely in Attendance
ARTICLE 2: Motion made by Karen Gately Herrick, Select Board to take Article from the table of
subject matter of Article 2
Counted Vote
145 in the affirmative
11 in the negative
189 Town Meeting Members remotely in Attendance
Motion Carried
ARTICLE 2: Karen Gately Herrick, Select Board gave a State of Town address along with the
written report submitted in the Report on the Warrant.
ARTICLE 2: Motion made by Mark Dockser, Select Board to table the subject matter of Article 2
Counted Vote
141 in the affirmative
4 in the negative
189 Town Meeting Members remotely in Attendance
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Virtual Town Meeting
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Motion Carried
ARTICLE 3:
Article 3
Motion Carried
ANNUAL TOWN MEETING
April 26, 2021
Motion made by Karen Gately Herrick, Select Board to table the subject matter of
Counted Vote
145 in the affirmative
10 in the negative
189 Town Meeting Members remotely in Attendance
Motion made by Karen Gately Herrick, Select Board to adjourn until a later time this evening to conduct
the Special Town meeting at 8:00 PM
Counted Vote
145 in the affirmative
4 in the negative
189 Town Meeting Members remotely in Attendance
Motion Carried
There being a quorum Annual Town Meeting reconvened at 8:25 PM
ARTICLE 3:
matter of Article 3
Motion Carried
Motion made by Theresa Wiggins, Precinct 8 to take Article from the table of subject
Counted Vote
104 in the affirmative
1 in the negative
189 Town Meeting Members remotely in Attendance
Article 3 was taken from the table for an instructional motion
Instructional Motion 1 — Roll Call Vote Procedures
Motion made by Theresa Wiggins, Precinct 8
The Town Moderator, Town Clerk, Bylaw Committee, and other town staff as appropriate, review section
2.21, Rule 13 of the General Bylaws to consider the following:
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ANNUAL TOWN MEETING
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via Zoom Webinar
• The use of electronic voting as part of voting protocol at any Town Meeting, whether virtual or in person
• The circumstances under which electronic voting could or should be utilized (e.g. in lieu of hand raising
or roll call)
• Inclusion of a clause for Town Meeting voting protocol during fully or partially remote Town Meetings
The Bylaw Committee is hereby requested to put forward an article for inclusion in the 2021 Subsequent
Town Meeting Warrant with a report providing a review and recommendation for revisions of Bylaw section
2.21, Rule 13.
Motion to move the question made by Stephan Leahy, Precinct 3
Counted Vote
168 in the affirmative
13 in the negative
189 Town Meeting Members remotely in Attendance
Motion Carried
After some discussion a vote was taken
Counted Vote
125 in the affirmative
56 in the negative
189 Town Meeting Members remotely in Attendance
Instructional Motion 1 — Motion Carries
ARTICLE 3: Motion made by Karen Gately Herrick, Select Board to table the subject matter of
Article 3
Counted Vote
144 in the affirmative
6 in the negative
189 Town Meeting Members remotely in Attendance
Motion Carried
ARTICLE 4: Motion made by the Select Board that the Town vote to amend the FY 2021-31 Capital
Improvements Program as provided for in Section 7-7 of the Reading Home Rule Charter and as previously
amended, by making these changes:
General Fund
FY21: +$0 net change
$0 Police Station OPM/Design (funded with Facilities Core surplus)
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FY22: +$375,000 net changes
$250,000 OPM/Design for RMHS Stadium Track & Turf Field project (debt in FY23)
$250,000 OPM/Design for Parker MS Roof project (debt in FY23)
$50,000 Downtown Energy Efficient projects
-$50,000 Facilities Bob Cat skid steer (use FY21 Facilities Core surplus)
-$125,000 Town Hall generator (Health moving to Police Station)
FY23: +$10.000 net changes
$60,000 Adm Svc: GIS Flyover - planimetrics
-$50,000 DPW Ford Pickup (2006) moved out one year to FY24
FY24+
Various other changes made
irise Funds - Water
FY21: No changes
FY22: No changes
Note debt -$121,481 MWRA Lead Removal (startup delayed by one year)
FY23: No changes
FY24+
Various changes made
Enterprise Funds - Sewer
FY21: No changes
FY22: No changes
Note debt -$114,025
FY23: No changes
FY24+
Various changes made
Enterprise Funds - Storm Water
FY21: no changes
FY22: + 100,000
+$100,000 additional funding for drainage project
Note debt -$103,372
FY23: no changes
FY24+
Various changes made
Presentation given by:
• Bob Lel-acheur - See Attached
April 26, 2021
61Pa9e 207
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via Zoom Webinar
Finance Committee Report: March 17, 2021 meeting it was voted 8-0 to support this article
Bylaw Committee: No Report
After some discussion a vote was taken
171
3
189 Town Meeting
Motion Carries
Counted Vote
in the affirmative
in the negative
Members remotely in Attendance
Motion made by Karen Gately Herrick, Select Board to take Article 8 out of order
Counted Vote
142 in the affirmative
6 in the negative
189 Town Meeting Members remotely in Attendance
Motion Carries
ARTICLE 8: Motion made by Committee Planning and Development to see if the Town will vote to
amend the Zoning Bylaw as follows, with additions being shown in bold italics and deletions being struck
through, except for Part 5 below:
1. By modifying, in Section 2.0, Definitions, the following definition:
Open Star -age Outdoor Commerce, Dining, Programming, or Storage: An aeeessei=y use
The relocation or extension of indoor commerce, dining, programming, or storage
eutclee to outdoor areas, as an accessory use, on the same lot as a lawful principal use
arp-y-oi ictun yveuo fvr sue.
2. By adding a new trigger for Minor Site Plan Review, in Section 4.6.2.3:
4.6.2 Applicability
4.6.2.3 Except as otherwise specified in Section 4.6.2.1 or Section 4.6.2.2, Minor Site Plan
Review is required if the proposed construction, modification to use, or site
alteration involves any of the following:
a Exterior alteration of 500 square feet or more of horizontal or vertical area
that is limited to doors, paint, awnings, railings, step replacement,
handicapped ramps or building code compliance measures, for a site within
the Business B Zoning District;
b Redevelopment or alteration of a site, or the interior of a building, in such a
manner that the proposed site or building function is anticipated to generate
unreasonable visual or auditory impacts to abutters;..
c An existing site that becomes a nuisance to public health, safety or welfare
(i.e. due to routine traffic spillover, excessive noise, site illumination beyond
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ANNUAL TOWN MEETING
Virtual Town Meeting April 26, 2021
via Zoom Webinar
the hours of operation, etc.) as evidenced by substantiated complaints to the
Police Department and/or Public Services Office; or -
d Outdoor Commerce, Dining, Programming, or Storage.
3. By modifying, in Section 4.6.3.2, Minor Site Plan Review Procedures:
4.6.3 Minor Site Plan Review
4.6.3.1 The CPDC, through regulation, may authorize the Community Development Director
to grant Administrative Approval for a Minor Site Plan Review, with or without
conditions, provided the proposed construction, expansion or alteration is not
anticipated to result in any adverse impact on surrounding areas.
4.6.3.2 Minor Site Plan Review Procedures
The
Applicant shall submit to the CPDC through the Community Development
Director, one electronic copy and si* two (26) printed sets of marts documents
showing
including the following:
1
A complete application, including authorization from the property
owner;
2
1 A written narrative explaining the proposed changes;
3
-2 Photographs of the existing site or area to be altered; and
4
3 A rendering, site plan, plot plan or sketch.
For Minor Site Plan Review by the CPDC, the Applicant shall also submit one
(1) set of postage stamped addressed envelopes in order for the Community
Development Director to mail notification of the Minor Site Plan Review to
abutters. For applications under Outdoor Commerce, Dining,
Programming, or Storage, notification will also be provided to
businesses and tenants located on the site and within a 300' radius of
the site, at a minimum.
The Minor Site Plan Review shall not be considered complete, and a building
permit shall not be issued, until a written approval is issued by the CPDC.
Minor Modifications to an approved Minor Site Pian Review shall be subject to
the provisions of Section 4.6.9.2.
4. By combining Sections 4.6.3.3 and 4.6.3.4 into a new Section 4.6.3.3, Waiver of Parking, Loading and
Related Design Requirements:
.s y
a finding that there will i9a adver-se ifflPaet 819 SUFFeURdiFig areas.
4.6.3.3 4.6.3.4 Waiver of Parking, Loading Space and Related Design
Requirements in the Business ^0_a_:_a_
Upon the Applicant's request and submission of supporting documentation, the
Community Planning and Development Commission may waive or reduce the
requirements of Section 9.1 for site leeated in the B a rte� +44et�i-upon a
finding that there will be no adverse impact on surrounding areas.
5. By adding a new Section 4.6.3.4, Criteria for Approval - Outdoor Commerce, Dining, Programming, or
Storage, as follows and as shown in bold and regular text as it will appear in the Zoning Bylaw, if
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ANNUAL TOWN MEETING
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via Zoom Webinar
adopted:
April 26, 2021
4.6.3.4 Criteria for Approval - Outdoor Commerce, Dining, Programming, or Storage
When reviewing an application for Outdoor Commerce, Dining, Programming, or Storage, the
CPDC will consider and may impose limitations and/or conditions related to the following
criteria:
a Duration of Use- hours of operation, seasonality, and recurrence of the use;
b Site Circulation & Access- adequacy of pedestrian, vehicular, and emergency access
to and movement through the site;
c Parking- availability of and impact to parking;
d Intensification of Use - whether the proposal will expand or intensify the principal use;
e Structures & Furnishings- dimensions, methods for securing/storing, and specifications
for all proposed structures and furnishings to be used;
f Materials & Products- materials and products displayed or stored shall be for sale on-
site, and not for distribution, and shall not generate dust, noise or other objectionable
effects, or create a hazard to the community on account of fire, explosion or any other
cause;
g Lighting, Heating & Sound- details regarding any proposed outdoor lighting, heating,
or sound -generating devices, as well as specifications regarding any utility extensions
for such;
h Setbacks- proximity of structures and activities to property lines;
i Visual Impact- measures to address the effect of the use (such as plantings, fencing,
sculptures, trellises, artwork, etc.) on neighbors;
j Signage -justification for any desired temporary signage;
k Competing Uses & Neighborhood Coordination- consideration for how the area is used
throughout the day, and at night, and accommodations for the needs of neighboring
uses.
Compliance with Decision of Approval
Should an applicant fail to comply with the limitations or conditions contained in a minor site
plan decision of approval issued for Outdoor Commerce, Dining, Programming, or Storage, in
addition to any and all other methods of zoning enforcement available to the Town, the
applicant may be required to propose solutions to staff and may be required to return to the
CPDC to amend the decision of approval. Ongoing failure to comply with conditions contained
in a decision of approval issued hereunder shall result in rescission of the decision of approval.
6. By modifying Section 5.2, General Requirements, to include an acronym for Minor Site Plan Review
(MSPR):
5.2 General Requirements
5.2.1 Use regulations for all uses shall be as specified in Section 5.3.1, the "Table of Uses for
Business and Industrial Districts," and Section 5.3.2, the "Table of Uses for Residence
Districts." In these tables, "Yes" denotes a use permitted by right in a particular district;
the letters "SPA" denote a use permitted in a particular district only by Special Permit from
the Zoning Board of Appeals; the letters "SPS" denote a use permitted in a particular
district only by Special Permit from the Board of Selectmen; the letters "SPP" denote a
use permitted in a particular district only by Special Permit from the Community Planning
and Development Commission (CPDC); the letters "MSPR"denote a use permitted in
a particular district only by Minor Site Plan Review from the CPDC, unless
approved as part ofa full Site Plan Review application; "No" denotes a use prohibited
in a particular district.
7. By modifying the row for Open Storage in Section 5.3.1 Table of Uses for Business and Industrial Districts
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- Accessory Uses, and by adding Note 6, as follows:
5.3 Table of Uses
5.3.1 Table of Uses for Business and Industrial Districts
ACCESSORY USES
BUS
IBUS
BUS
IND
PUD -B
PUD -I
AL
A
IB
C
Overlay
Overlay
Outdoor Commerce, Dining,
MSPR
I MSPR
Ala-MSPR
SPP PR
,SRP-MSPR
SPP PR
Programming, or Stora e6
]
Notes:
1 Townhouse style Multi -Family Dwelling only in Business C Planning Subdistrict A.
2 Permitted only in Business C Planning Subdistricts B and D.
3 Requires on-site garage for all vehicles and enclosed storage for all materials.
4 The total number of children under age sixteen (16) in a family child care home shall not
exceed ten (10), including participating children living in the residence.
5 Except by a contractor performing construction work on the premises.
6 Also allowed by MSPR in the Downtown Smart Growth District (4011 Overlay). Not
applicable to Home Occupation or Special Home Occupation uses in any district.
8. By inserting a new row to Section 5.3.2 Table of Uses for Residence Districts - Accessory Uses,
immediately following the existing row for "Animal Kennel," and by adding Note 4, as follows:
5.3.2 Table of Uses for Residence Districts
ACCESSORY USES RES RES RES PRD -G PUD -R
S-15 A-40 A-80 PRD -M
S-20
:S-40
Outdoor Commerce, Dining, MSPR MSPR MSPR No No
Procrammincl, or Stora9e4
Notes.
1 In a Residence District, a single-family dwelling existing prior to April 1942, which at
that time had at least eight (8) finished and habitable principal rooms, upon receipt
of a Special Permit from the Zoning Board of Appeals, may be converted into a two-
family dwelling, provided that the conversion does not increase the gross floor area
of the structure by the lesser of 1000 square feet or one-third of the gross floor area
of the dwelling existing on the date of application for conversion or on January 1,
2020, whichever is earlier, and that the external appearance as a single-family
dwelling is retained. However, if no increase in gross floor area is proposed to the
existing single- family structure as part of conversion, then the Special Permit shall
not be required.
After a structure is converted to a two-family under this Footnote, no future additions
to the structure will be allowed. At such time that the original April 1942 single-family
dwelling is voluntarily demolished, rights to a two-family under this Footnote -
whether granted by -right or by Special Permit - shall be discontinued.
2 The total number of children under age sixteen (16) in a family child care home shall
not exceed ten (10), including participating children living in the residence.
3 Except by a contractor performing construction work on the premises.
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April 26, 2021
4 Applicable to legally existing businesses in residence districts, where the principal
use of the site is commercial. Not applicable to Home Occupation or Special Home
Occupation uses in any district.
9. By deleting Section 5.6.1, Open Storage, in its entirety, from Section 5.6, Uses by Special Permit, and
by renumbering remaining sections accordingly:
5.6 Uses by Special Permit
Presentation given by:
• Julie Mercier - See Attached
Committee Planning Development Committee: On Monday, January 11, 2021, the CPDC
convened via online and remote measures to hold a public hearing on the proposed Article 8. All documents
were made available on the town website. The public hearing was held to provide an opportunity for
comment and to determine whether the provisions of the proposed Zoning Bylaw Amendment shall be
adopted by the Town.
The January 11, 2021 public hearing was opened at approximately 7:30 p.m. Any comments received at
the hearing were included as part of the record of the hearing.
The public hearing was closed on January 11, 2021, and the CPDC voted 5-0-0 to recommend Article 8 to
Town Meeting.
Finance Committee Report: No Report
Bylaw Committee: No Report
11 1 P a g e 212
•Rif
Milwol
- --- -
-
•- •� -
- -
•- - - - - -
Presentation given by:
• Julie Mercier - See Attached
Committee Planning Development Committee: On Monday, January 11, 2021, the CPDC
convened via online and remote measures to hold a public hearing on the proposed Article 8. All documents
were made available on the town website. The public hearing was held to provide an opportunity for
comment and to determine whether the provisions of the proposed Zoning Bylaw Amendment shall be
adopted by the Town.
The January 11, 2021 public hearing was opened at approximately 7:30 p.m. Any comments received at
the hearing were included as part of the record of the hearing.
The public hearing was closed on January 11, 2021, and the CPDC voted 5-0-0 to recommend Article 8 to
Town Meeting.
Finance Committee Report: No Report
Bylaw Committee: No Report
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Motion made by Jonathan Barnes, Precinct 5 to amend as follows:
April 26, 2021
4 3A rendering, site plan, plot plan or sketch.
For Minor Site Plan Review by the CPDC, the Applicant shall also submit one
(1) set of postage stamped addressed envelopes in order for the Community
Development Director to mail notification of the Minor Site Plan Review to
abutters. For applications under Outdoor Commerce, Dining,
Programming, or Storage, notification will also be provided to
businesses and tenants located on the site and within a 300' radius of
the site, at a minimum. Notification provided shall be at least seven
days before any decisions of approval are made by the Community
Development Director or the CPDC.
Counted Vote
137 in the affirmative
16 in the negative
189 Town Meeting Members remotely in Attendance
Motion Carried to Amend
Motion made by Jonathan Barnes, Precinct 5 as follows:
Visual Impact- measures to address the effect of the use (such as plantings, fencing, sculptures,
trellises, artwork, etc.) on neighbors; and including the visual impact of the materials and
products stored outdoors;
Motion made by Steven Herrick, Precinct 8 to move the question
2/3rd Vote Required
159 in the affirmative
19 in the negative
189 Town Meeting Members remotely in Attendance
Motion Carried to End Debate
Counted Vote
89 in the affirmative
91 in the negative
189 Town Meeting Members remotely in Attendance
Motion to Amend does not Carr
Motion made by Bernard Horn, Precinct 1 as follows:
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4.6.3.3 ".6..3..4 Waiver of Parking, Loading Space and Related Design
Requirements in
Upon the Applicant's request and submission of supporting documentation, the
Community Planning and Development Commission may waive or reduce the
requirements of Section 9.1 for , '0Eal-^-4t in the Business == v`s-upon a finding
that there will be no adverse impact on surrounding areas. Such waivers shall
expire annually.
Motion made by Joseph Carnahan, Precinct 6 to move the question
2/3 rd Vote Required
164 in the affirmative
12 in the negative
189 Town Meeting Members remotely in Attendance
Motion Carried to End Debate
Counted Vote
35 in the affirmative
138 in the negative
189 Town Meeting Members remotely in Attendance
Motion to Amend does not Carr
Motion made by Mark Ventura, Precinct 2 to move the question of main motion
2/3rd Vote Required
146 in the affirmative
28 in the negative
189 Town Meeting Members remotely in Attendance
Motion Carried to End Debate
After some discussion a vote was taken
Counted Vote
163 in the affirmative
12 in the negative
189 Town Meeting Members remotely in Attendance
Motion Carried as Amended
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Motion made by Karen Gately Herrick, Select Board to take Article 19 out of order
Counted Vote
125 in the affirmative
5 in the negative
189 Town Meeting Members remotely in Attendance
Motion Carries
ARTICLE 19: Motion made by the Select Board to indefinitely postpone Article 19. The Select Board
has reached an agreement with the property owner that does not involve an appropriation of more than
$25,000. Thus, Town Meeting approval of the settlement is not required. The Select Board intends to share
additional details on the matter once advised by Town Counsel that it is appropriate to do so.
After some discussion a vote was taken
Counted Vote
164 in the affirmative
12 in the negative
189 Town Meeting Members remotely in Attendance
Motion to Indefinitely Frost one
Daniel Ensminger, Precinct 7 moved to adjourn the 2021 Annual Town Meeting adjourn to continue Town
Meeting via Zoom Webinar on April 29th at 7:30 PM. Town Meeting adjourned at 10:25 PM with 189 Town
Meeting Members remotely in attendance.
Counted Vote
152 in the affirmative
26 in the negative
189 Town Meeting Members remotely in Attendance
Motion Carried
A true copy Attest:
Laura A Gemme, CMC /CMMC
Town Clerk
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via Zoom Webinar
April 29, 2021
The meeting was called to order by the Moderator, Alan E. Foulds, at 7:33 PM, there being a quorum present.
The Pledge of Allegiance was said by all.
Moderator Opening Remarks:
As we stated on Monday evening we traditionally begin a session with the budget so that we can finish it in
one night. In a minute we will have a motion to move Article 16, so that we can take it up. Assuming that
happens, here's how we proceed with the budget. It's a slightly different process than with other articles.
You'll note that in your packet of motions the budget is broken into several groups. We start with a general
presentation of the entire budget.
Mr. Ross will give a Finance Committee Report, and Mr. LeLacheur and Mr. Robinson will give an overview.
Following that, each group of line items will be taken up separately - each with its own presentation.
Amendments to that particular grouping are permitted at that time. Two proposed amendments have been
submitted - one in Section C (Capital) and one in Section L (Library).
Once discussion ends, we vote on any proposed amendments to that section. Then we move on to the next
section, without voting on the section as a whole.
When we have finished all of the sections, we will recess for a few minutes as the various boards reconcile
any differences from the original budget, if any. When they are ready, a motion for the entire amount will
be made and voted upon.
Chuck Robinson, School Committee asked for a Point of Personal Privilege
Thank you, Mr. Moderator
Good evening Town Meeting Members. For those who know me well one of my strong suits is not heaping
praise on individuals but before we present the School Budget I would like to recognize and thank our
Superintendent Dr John Doherty for his 34 years of service to the Reading Public Schools and our Students.
Before becoming Superintendent Dr Doherty was a very successful and well-respected Science Teacher and
Principal at Coolidge Middle School and Assistant Superintendent of the District.
I remember the day well back in 2009 when Dr Doherty first became Acting Superintendent when then
Superintendent Pat Schettini needed to take a medical leave of absence. I termed it then and still refer to
it as a "battlefield promotion" as Dr Doherty was stepping into the shoes of a beloved and well-respected
Superintendent amid a national financial crisis affecting state and local budgets.
Dr Doherty's work in Reading includes many accomplishments and it is poignant to note that students came
first, second and third in all his deliberations and decisions. There are too many accomplishments to list
tonight, and all will be surely and appropriately recognized over the next couple of months, but some I
would like to highlight are as follows:
• Dr Doherty was integral part of the early work and success of the Reading Coalition Against Substance
Abuse (RCASA) and its current successor organization. As Superintendent he has served on the
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April 29, 2021
Executive Board of this organization which has done and continues to do great work for our youth
and the community.
• Dr Doherty has been a member of Reading Rotary which is an important link in connecting the
Community with the Schools. His work included a term as its president and many hours of
volunteering in their role with Reading's very successful Friends and Family Day.
• Dr Doherty participates on many statewide boards and coalitions which helps advance Reading's
needs and goals. On more than one occasion he has been asked by his peers to chair one or more
of these boards.
• Dr Doherty has periodically been asked to be a speaker at state and national conferences which
highlights the work being done in Reading.
• Dr Doherty has established and maintained an outstanding collaborative working relationship with
municipal and public safety officials which is critical to the mission of the Reading Public Schools and
its students.
• Dr Doherty has always been a fierce and loyal advocate for the Reading Public Schools and its
students. Evidence of this was his thoughtful and wise participation in a successful Proposition 2 1/2
Override a few years ago which infused much needed revenues into the Reading Public School
system.
• As you all know a trait of a good leader is to own your decisions and those made by your staff. Dr
Doherty's handling of the challengers presented to Public Education during the Pandemic is a prime
example of this trait in action. Dr Doherty regularly reported out to the public the good, the bad and
the ugly and excepted criticism gracefully as he knew that these feelings were coming from those
who held the same first, second and third priority as him - the students. History will tell but I believe
that Dr Doherty's actions and leadership during the pandemic will go down as a success in a time
that there were no real successes.
There are many traits that define a good leader a few that come to mind when describing Dr Doherty are
strong work ethic, passion and thoughtfulness. To use the cliche 24-7 would be how to describe Dr Doherty's
work ethic. It does not matter what day or time if something needs to be done or someone needs to talk Dr
Doherty always makes himself available.
Dr r)nhnrty hac a strong and barely controllable emotion or passion when it comes to education. As
previously mentioned, Dr Doherty continually immerses himself in causes surrounding education. It has not
been a job for Dr Doherty it has been a life's work.
In the context of leadership thoughtfulness is looking out for the needs of others. As the leader of the
Reading Public School District Dr Doherty has always made the needs of the students and staff his top
priority.
Finally, Dr Doherty, leadership has successes as well as trials and tribulations and in your thirty-four years
in Reading you have experienced them both in a way that could be modeled by others. On behalf of the
Reading Public Schools its students and the Reading Community I want offer a sincere and heartfelt thank
you for your service to our schools and community. Your legacy will certainly be remembered with fondness
and appreciation.
Best of Luck to you and your family as you enter your next chapter.
Finance Committee Comments by Edward Ross, Finance Committee Chair
Thank you, Mr. Moderator
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Good evening Town Meeting members, I wanted to make a few brief comments ahead of the budget review
and voting as Finance Committee chair. In a normal in-person Town Meeting you'd see us in the front of the
PAC. I'll acknowledge Town Meeting good fortune of not having to see my mug for the next 3+ meetings. I
feel obligated to acknowledge fellow Finance Committee members: Vice -Chair Dan Dewar, Jeanne Borawski,
Nick Boivin, Eric Burkhart, Marianne Downing, Andrew McClauglin and Mark Zarrow. We have one open
position on the committee and offer interested individuals to reach out to me or other Finance Committee
members with any questions.
I wanted to highlight a key principal that is well represented throughout the budget that Finance Committee
has actively to strategically invest the town's modest resources to provide identified services to the
community and save the town money. The old adage to spend money to save money.
The capital plan and FY22 budge have examples of proactively strategic thinking. Specifically, capital change
changes for RMHS turf and track replacement and Parker roof replacement were items in the capital plan
prioritized from future years and pulled forward to both improve safety, as it relates to the turf and save
maintenance costs.
The FY22 budget has several examples of this. The school budget has a special ed literacy coordinator has
the potential to fund itself by saving out of district tuition and transportation costs. Two others I'd highlight
that world events influenced our local initiatives and decisions. First, the pandemic highlighted the public
health needs. The FY22 budget proposing a new department and head for Public Health. This will address
many of the pandemic health needs and broader health needs for the community. Lastly, the Director of
Equity and Social Justice position is included. I applaud the Town Manager's efforts and leadership in its
advocation. I look forward to hearing more details on its rollout and how it can help our community. Thinking
more long-term, as the world embraces more economic, social, governance statistics i.e. ESG level metrics.
I can envision the municipalities social and governance practices having an impact on bond ratings and
credit worthiness. This point that has influenced my thinking on the position.
ARTICLE 16' Motion made by Finance Committee to see if the Town will vote to raise and
appropriate, transfer from available funds, borrow or otherwise provide a sum or sums of money for the
operation of the Town and its government for Fiscal Year 2022 - beginning July 1, 2021, or take any other
action with respect thereto.
Move that the Town appropriate the sum of: $124,971,354 for the operation of the Town and its
Government for Fiscal Year 2022, beginning July 1, 2021, with the amount appropriated to be raised as
set forth below.
Move that the Town approve the proposed FY 2022 Budget as presented for Line item B99 (Benefits):
$19,108,534, with the amount appropriated to be provided as follows:
Line B99 - $2,870,000 from Free Cash; $300,000 from Overlay and the balance from property taxes, State
aid and non -property tax local receipts
Move that the Town approve the proposed FY 2022 Budget as presented for Line Item C99 (Cal2italk_
$3,570,000, with the amount appropriated to be provided as follows:
Line C99 - from property taxes, State aid and non -property tax local receipts.
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via Zoom Webinar
Presentation given by:
• Bob LeLacheur - See Attached
Finance Committee report: Please see the FY22 Spending Scorecard for the votes of the Finance
Committee on line items in the FY22 budget. The Finance Committee recommends the subject matter of
Article 16 as explained by these votes at their meeting on March 17, 2021.
Bylaw Committee Report: No report
Motion made by John Lippitt, Precinct 7 to amend line item C99 as follows:
To reduce line C99 by $110,000 to postpone the purchase of tasers, therefore reducing the total to
$3,460,000.
Motion made by Laura Joelson, Precinct 5 to move the Question and end debate on the amendment
2/3rd Vote Required
119 in the affirmative
63 in the negative
186 Town Meeting Members remotely in Attendance
Motion to End Debate Does Not Carr
Motion made by Charles Donnelly -Moran, Precinct 7 to move the Question and end debate on the
amendment
2/3rd Vote Required
159 in the affirmative
21 in the negative
186 Town Meeting Members remotely in Attendance
Motion Carried to End Debate
Motion made for a Roll Call Vote for the Vote of the Amendment
Motion Carried
Roll Call Vote as Follows:
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P
First
Name
MI
Last
Name
Roll Call Vote
Article 16
Line C99
Annual Town Meeting
2021-04-29
10:16 PM
1
John
J
Arena
No
1
Ro
A
Benjamin
No
1
Lorenzo
Colomba
No
1
John
L
Corbett
Yes
1
John
M
Devir
No
1
Linda
Snow
Dockser
No
1
Mark
L
Dockser
No
1
Nancy
A
Docktor
Yes
1
W
Me an
Fidler -Carey
Yes
1
Giuseppe
Ciro
Fodera
No
1
Ronald
P
Fotino
No
1
Diana
L
Halsey
No
1
John
R
Halsey
No
1
Deborah
D
Hattery
No
1
Bernard
R
Horn
No
1
Kevin
Leete
Yes
1
James
V
Martin
No
1
1 Sheila
M
Mulroy
No
Neville
No
P
Ohara
No
J
Per
No
VBriC
W
Pinette
No
F
Reichardt
No
Reichardt
No
2
Alan
D
Beaulieu
No
2
Donna
M
Beaulieu
No
2
Francis
P
Burke
No
2
Eric
J
Burkhart
No
2
Howard
D
Cohen
No
2
Susan
S
Craven
No
2
Anthony
D'Arezzo
Yes
2
David
J
Feierabend
No
2
Vicki
Ellen
Fortin
No
2
Denise
M
Iozzo
No
2
Karen
T
Janowski
No
2
Gaetano
Man aniello
No
2
Matthew
W
McLeod
No
2
Kaitlyn
C
Mercurio
Yes
2
Sean
P
OConnor
No
2
Thomas
B
ORourke
No
2
Simone
R
Payment
Yes
2
John
A
Sasso
No
2
John
R
Scott
No
2
Allison
L
Sillers
Yes
2
Emil.
K
Sisson
No
2
Christine
L
Strack
No
2
Mark
Salvatore
Ventura
No
2
Laura
Faye
Wilson
No
3
Eric
J
Bergstrom
No
3
John
D
Breslin
No
3
Tony
R
Capobianco
No
3
Audra
M
Cashin
No
3
Jason
FC
Clarke
Yes
3
Daniel
John
Dewar
No
3
Laura
M
Fusco
No
3
Fausto
J
Garcia
No
3
Rachelle
A
I Garcia
No
April 29, 2021
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P
First
Name
MI
Last
Name
Roll Call Vote
Article 16
Line C99
Annual Town Meeting
2021-04-29
10:16 PM
3
Tara
Anne
Giardina
Absent
3
Michelle
R
Greenwalt
No
3
Kristen
M
LaChance
Abstain
3
Stephen
F
Leahy
No
3
Marianne
M
Mclau hli n- Downing
No
3
Carla
J
Nazzaro
No
3
Daniel
V
Pastore
No
3
Joseph
J
Sarofeen
No
3
Michael
J
Shimansky
No
3
Paul
J
Sylvester
Yes
3
Jessica
LB
Tran
No
3
Nancy
J
Twomey
No
3
Heidi
M
Wise
No
3
Thomas
F
Wise
No
3
Meredith
Logsdon
Yoder
No
4
Barry
C
Berman
No
4
Sarah
H
Brukilacchio
Yes
4
Lynne
H
Cameron
No
hard
H
Coco
No
n
M
Cruickshank
No
risto er
Scott
Feudo
No
$4Andrew
S
Friedmann
Yes
c
J
Gaffen
No
n
E
Gaffen
No
4
Thomas
D
Grant
No
4
Jeffrey
P
Jadul
No
4
Emily
G
James
No
4
James
T
Maughan
Absent
4
Richard
E
McDonald
No
4
David
W
McIsaac
Yes
4
David
Alan
Murdock
No
4
John
F
ONeill
No
4
Mary Ellen
ONeill
Yes
4
Chuck
Robinson
No
4
Elizabeth
C
Shurland
Yes
4
Harry
M
Simmons
No
4
Marianne
R
Tompkins
No
4
Karin
Elizabeth
Whitelam
Yes
4
Steven
L
Zessis
No
Vanessa
I
Alvarado
Yes
5
Carlo
A
Bacci
No
5
r55
Jonathan
E
Barnes
Yes
5
Angela
F
Binda
Yes
5
Lorraine
ConwayNo
Annemarie
C
Cory
No
5
Robert
J
Ferrari
No
5
Michael
Giacalone
No
5
Nathan
Thomas
Giacalone
No
5
Laurence
F
Hayes
No
5
Laura
A
Joelson
No
5
Helena
Marie
Johnson
No
5
Janice
M
Jones
No
5
Dianne
P
Kennedy
Yes
5
Anne
DJ
Landry
Yes
5
Christine
T
Lusk
No
5
Eileen
A
Manning
No
5
1 Patrick
P
OSullivan
Yes
April 29, 2021
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P
First
Name
MI
Last
Name
Roll Call Vote
Article 16
Line C99
Annual Town Meeting
2021-04-29
10:16 PM
5
Philip
B
Pacino
No
5
Joseph
Pa liuca
No
5
Edward
J
Ross
No
5
David
A
Talbot
No
5
Jeanne
Thomases
Yes
5
Nancy
J
Ziemlak
Yes
6
Geoffrey
C
Beckwith
Yes
6
James
E
Bonazoli
No
6
Jeanne
M
Borawski
Absent
6
Joseph
Clinton
Carnahan
Yes
6
Brendan
J
Carroll
No
6
Steven
Cool
No
6
Robert
Coulter
No
6
Ronald
E
Derosa
Absent
6
Jessica
A
Franklin
No
6
Kelly
A
Malone
No
6
Robert
L
Mandell
No
6
James
Gordon
McIntosh
No
6
John
M
Miles
Abstain
6
Alan
S
Mosier
No
6
Etain
ODea
Yes
6
Pa aal
K
Patel
Absent
6
Kerri
Lynne
Perry
No
6
Thomas
A
Pe rry
No
6
Michele
S
Sanphy
No
6
Greg
F
Selvitelli
No
6
Gregory
R
Ste ler
No
6
Cynthia
A
Tozian Cool
No
6
John
F
Weaver
Yes
6
Drucilla
Wood -Beckwith
Yes
7
Carl
F
Anderson
No
7
Jesse
D
Arnold
No
7
Lisa
Beth
Bibeau
No
7
Nicholas
M
Boivin
No
7
Brandon
P
Chapman
No
7
Heather
A
Clish
No
7
Geoffrey
J
Coram
No
7
Charles
V
Donnelly -Moran
Yes
7
Marcel
A
Dubois
No
7
Kerry
C
Dunnell
No
7
Daniel
A
Ensmin er
No
7
Jennifer
C
Hillery
No
7
Norman
R
Kozlowski
No
7
John
A
Lippitt
Yes
7
Joanne
E
Manville
No
7
Hillary
G
Mateev
Yes
7
Jacqueline
Renee
McCarthyNo
7
Gina
Beck
McCormick
No
7
James
C
Satterthwaite
No
7
Jeffrey
W
Struble
No
7
John
Brendon
Sullivan
Yes
7
Erin
E
Tierney
No
7
Karl
Weld
No
7
Carolyn
R
Whiting
Yes
8
Shawn
Brandt
No
8
Ian
Charles
Brown
No
8
1 Peter
A
Brown
Yes
April 29, 2021
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P
First
Name
MI
Last
Name
Roll Call Vote
Article 16
Line C99
Annual Town Meeting
2021-04-29
10:16 PM
8
William
C
Brown
No
8
Amy
B
Cole
No _
8
Kendra
JG
Cooper
No
8
Sasha
P
Corken
No
8
Sarah
Maxam
Doane
No
8
William
0
Finch
Yes
8
Kathleen
O
Goldlust
No
8
Karen
Gately
Herrick
Yes
8
Ste hen
W
Herrick
No
8
Peter
McNeill
Kramer
Absent
8
Eileen
Shine
Litterio
No
8
Patricia
Jean
Lloyd
No
8
Bruce
A
Mackenzie
No
8
Todd
L
Merkle
No
8
Martha
E
Moore
Abstain
8
Melissa
L
Murphy
No
8
Thomas
C
OConnor
No
8
Vanessa
Silva
No
8
Kenneth
R
Tucci
Yes _
8
8
Theresa
1 Alicia
AC
F
Wi ains
Wiliams
No
No
Roll Call Vote
38 in the affirmative
145 in the negative
3 Abstain
6 Absent
186 Town Meeting Members remotely in Attendance
Motion to Amend Does Not Carr
April 29, 2021
Bill Brown, Precinct 8 moved to adjourn the 2021 Annual Town Meeting adjourn to continue Town Meeting
via Zoom Webinar on May 3, 2021 at 7:30 PM. Town Meeting adjourned at 10:31 PM with 186 Town Meeting
Members remotely in attendance.
Counted Vote
130 in the affirmative
53 in the negative
186 Town Meeting Members remotely in Attendance
Motion Carried
A true copy Attest:
Laura A Gemme, CMC /CMMC
Town Clerk
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May 3, 2021
The meeting was called to order by the Moderator, Alan E. Foulds, at 7:30 PM, there being a quorum present.
The Pledge of Allegiance was said by all.
ARTICLE 16: continued:
Move that the Town approve the proposed FY 2022 Budget as presented for Line Item C99 (Capital):
$3,570,000, with the amount appropriated to be provided as follows:
Line C99 - from property taxes, State aid and non -property tax local receipts.
Move that the Town approve the proposed FY 2022 Budget as presented for Line Item D99 (Debt);
$4,762,844, with the amount appropriated to be provided as follows:
Line D99 - from property taxes, State aid and non -property tax local receipts
Move that the Town approve the proposed FY 2022 Budget as presented for Line Item E99 (Vocational
Education): $788.000 with the amount appropriated to be provided as follows:
Line E99 - from property taxes, State aid and non -property tax local receipts
Move that the Town approve the proposed FY 2022 Budget as presented for Line Item F99 FINANCE
COMMITTEE Reserve Fund): $200,000, with the amount appropriated to be provided as follows:
Line F99 - from property taxes, State aid and non -property tax local receipts
Move that the Town approve the proposed FY 2022 Budget as presented for Line Item G91
(Administration Services Wages): $1,551.400 and Line Item G92 (Administration Services
Expenses)*. $1.751,100 with the amount appropriated to be provided as follows:
Lines G91 and G92 - from property taxes, State aid and non -property tax local receipts
Move that the Town approve the proposed FY 2022 Budget as presented for Line Item H91 (Public
Services Wades): $1.393,300 and Line Item H92 (Public Services Expenses): $234,500, with the
amount appropriated to be provided as follows:
Lines H91 and H92 - from property taxes, State aid and non -property tax local receipts
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Move that the Town approve the proposed FY 2022 Budget as presented for Line Item I91 (Finance
Wacies):$801.350 and Lin_ a Item 192 [Finance Expenses]. $152,250, with the amount appropriated
to be provided as follows:
Lines I91 and I92 - from property taxes, State aid and non -property tax local receipts
Move that the Town approve the proposed FY 2022 Budget as presented for Line Item 391 (Public Safety_
Wages): $12,274,475 and Lime Item 392 (Public SafetyExpenses): $658,350with the amount
appropriated to be provided as follows:
Lines J91 and J92 - from property taxes, State aid and non -property tax local receipts
Motion made by John Sasso, Precinct 2 to amend Line Item J91 as follows:
Amend to increase 191 Wages by $80,000 to Coalition for Mental Health Staff from Free Cash. Bringing the
total to $12,354,475.
Motion made by Joseph Carnahan, Precinct 6 to move the Question and end debate on the amendment
2/3rd Vote Required
131 in the affirmative
48 in the negative
186 Town Meeting Members remotely in Attendance
Motion Carried to End Debate
Motion made for a Roll Call Vote for the Vote of the Amendment
Motion Carried
Roll Call Vote as Follows:
P
First
MI
Last
Roll Call Vote
Name
Name
Article 16
Line 391
Annual Town Meeting
2021-05-03
9:29 PM
1
John
J
Arena
Yes
1
Roy
A
Benjamin
Yes
1
Lorenzo
Colomba
Yes
1
John
L
Corbett
Yes
1
John
M
Devir
No
1
Linda
Snow
Dockser
No
1
Mark
L
Dockser
Yes
2 1 P a g e
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P
First
Name
MI
Last
Name
Roll Call Vote
Article 16
Line 391
Annual Town Meeting
2021-05-03
9:29 PM
1
Nanc
A
Docktor
Yes
1
W
Me an
Fidler -Carey
No
1
Giuseppe
Ciro
Fodera
Absent
1
Ronald
P
Fotino
Yes
1
Diana
L
Halsey
Yes
1
John
R
Halsey
Yes
1
Deborah
D
Hattery
Yes
1
Bernard
R
Horn
Yes
1
Kevin
Leete
Yes
1
James
V
Martin
No
1
Sheila
M
Mulroy
Yes
1
Shaun
C
Neville
No
1
Brian
P
Ohara
No
1
Paula
J
Perry
Yes
1
David
W
Pinette
Yes
1
James
F
Reichardt
Yes
1
Sheilah
Reichardt
Yes
2
Alan
D
Beaulieu
Yes
2
Donna
M
Beaulieu
Yes
2
Francis
P
Burke
No
2
Eric
J
Burkhart
No
2
Howard
D
Cohen
Yes
2
Susan
S
Craven
Yes
2
AnthonyD'Arezzo
Yes
2
David
J
Feierabend
Yes
2
Vicki
Ellen
Fortin
Yes
2
Denise
M
Iozzo
Yes
2
Karen
T
Janowski
Yes
2
Gaetano
Man aniello
Yes
2
Matthew
W
McLeod
Yes
2
L Kaitlyn
C
Mercurio
No
2
Sean
P
OConnor
No
2
Thomas
B
ORourke
No
2
Simone
R
Payment
Yes
2
John
A
Sasso
Yes
2
John
R
Scott
Yes
2
Allison
L
Sillers
No
2
Emily
K
Sisson
Yes
2
Christine
L
Strack
Yes
2
Mark
Salvatore
Ventura
Yes
2
Laura
Faye
Wilson
No
3
Eric
J
Bergstrom
Yes
3
John
D
Breslin
Yes
3
Tony
R
Capobianco
Yes
3
Audra
M
Cashin
Yes
3
Jason
FC
Clarke
Yes
3
Daniel
John
Dewar
Yes
3
Laura
M
Fusco
Yes
3
Fausto
J
Garcia
Yes
3
Rachelle
A
Garcia
Yes
3
Tara
Anne
Giardina
Yes
3
Michelle
R
Greenwalt
Yes
3
Kristen
M
LaChance
Yes
3
Stephen
F
Leahy
Yes
3
Marianne
M
Mclaug hlin- Downing
Yes
3
Carla
J
Nazzaro
Yes
3
Daniel
V
Pastore
Yes
May 3, 2021
3 1 P a g e
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ANNUAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
P
First
Name
MI
Last
Name
Roll Call Vote
Article 16
Line 391
Annual Town Meeting
2021-05-03
9:29 PM
3
Joseph
J
Sarofeen
Yes
3
Michael
J
Shimansky
Yes
3
Paul
J
Sylvester
Yes
3
Jessica
LB
Tran
Yes
3
Nancy
J
Twomey
Yes
3
Heidi
M
Wise
Yes
3
Thomas
F
Wise
Yes
3
Meredith
Logsdon
Yoder
Yes
4
Bar
C
Berman
No
4
Sarah
H
Brukilacchio
Yes
4
Lynne
H
Cameron
No
4
Richard
H
Coco
No
4
Ann
M
Cruickshank
Yes
4
Christo er
Scott
Feudo
No
4
Andrew
S
Friedmann
Yes
4
Eric
J
Gaffen
Yes
4
Erin
E
Gaffen
Yes
4
Thomas
D
Grant
Yes
4
P
Jadul
Yes
4
_32EE2y
Emily
G
James
Yes
4
James
T
Mau han
No
4
Richard
E
McDonald
No
4
David
W
McIsaac
Yes
4
David
Alan
Murdock
Yes
4
John
F
ONeill
Yes
4
Mary Ellen
ONeill
Yes
4
Chuck
Robinson
Yes
4
Elizabeth
C
Shurland
Yes
4
Harry
M
Simmons
Yes
4
Marianne
R
Tompkins
Yes
4
Karin
Elizabeth
Whitelam
Yes
_
4
Steven
L
Zessis
Yes
5
Vanessa
I
Alvarado
No
5
Carlo
A
Bacci
Yes
5
Jonathan
E
Barnes
Yes
5
An ela
F
Binda
No
5
Lorraine
ConwayYes
5
Annemarie
C
Cory
Yes
5
Robert
J
Ferrari
Yes
5
Michael
Giacalone
No
5
Nathan
Thomas
Giacalone
No
5
Laurence
F
Hayes
Abstain
5
Laura
A
Joelson
Yes
5
Helena
Marie
Johnson
Yes
5
Janice
M
Jones
Yes
5
Dianne
P
Kennedy
Yes
5
Anne
DJ
Landry
Yes
5
Christine
T
Lusk
Yes
5
Eileen
A
Manning
Yes
5
Patrick
P
OSullivan
No
5
Philip
B
Pacino
Abstain
5
Joseph
Pa liuca
No
5
Edward
J
Ross
No
5
David
A
Talbot
Yes
5
Jeanne
Thomases
No
5
Nancy
J
Ziemlak
Yes
6
Geoffrey
C
Beckwith
Yes
May 3, 2021
41 Page 227
ANNUAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
P
6
First
Name
James
MI
E
Last
Name
Bonazoli
Roll Call Vote
Article 16
Line 391
Annual Town Meeting
2021-05-03
9:29 PM
Yes
6
Jeanne
M
Borawski
No
6
Joseph
Clinton
Carnahan
No
6
6
Brendan
Steven
J
Carroll
Cool
No
Yes
6
Robert
Coulter
No
6
Ronald
E
Derosa
Absent
6
Jessica
A
Franklin
Yes
6
Kelly
A
Malone
Yes
6
Robert
L
Mandell
Abstain
6
James
Gordon
McIntosh
Yes
6
John
M
Miles
Yes
6
Alan
S
Mosier
Yes
6
Etain
ODea
Abstain
6
Pa aal
K
Patel
Absent
6
Kerri
Lynne
Perry
Yes
6
Thomas
A
Per
Yes
6
Michele
S
Sanphy
No
6
Greg
F
Selvitelli
Abstain
6
Gregory
R
Ste ler
No
6
Cynthia
A
Tozian Cool
No
6
John
F
Weaver
Yes
6
Drucilla
Wood -Beckwith
Yes
7
Carl
F
Anderson
Yes
7
Jesse
D
Arnold
Yes
7
Lisa
Beth
Bibeau
Yes
7
Nicholas
M
Boivin
No
7
Brandon
P
Chapman
No
7
Heather
A
Clish
Yes
7
Geoffrey
J
Coram
Yes
7
Charles
V
Donnelly -Moran
Yes
7
Marcel
A
Dubois
Yes
7
Kerry
C
Dunnell
Yes
7
Daniel
A
Ensmin er
Yes
7
Jennifer
C
Hillery
Yes
7
Norman
R
Kozlowski
No
7
John
A
Lippitt
Absent
7
Joanne
E
Manville
No
7
Hillary
G
Mateev
Yes
7
Jacqueline
Renee
McCarthyAbstain
7
Gina
Beck
McCormick
Yes
7
James
C
Satterthwaite
No
7
Jeffrey
W
Struble
Yes
7
John
Brendon
Sullivan
Yes
7
Erin
E
Tierney
Yes
7
Karl
Weld
Yes
7
Carolyn
R
Whiting
Yes
8
Shawn
Brandt
Yes
8
Ian
Charles
Brown
Yes
8
Peter
A
Brown
Yes
8
William
C
Brown
Yes
8
Amy
B
Cole
Yes
8
Kendra
JG
Cooper
No
8
Sasha
P
Corken
No
8
Sarah
Maxam
Doane
Yes
8
William
0
Finch
Absent
8
Kathleen
0
Goldlust
No
May 3, 2021
5 1 P a g e
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ANNUAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
P
First
MI
Last
Roll Call Vote
Name
Name
Article 16
Line 391
Annual Town Meeting
2021-05-03
9:29 PM
8
Karen
Gately
Herrick
Yes
8
Stephen
W
Herrick
Yes
8
Peter
McNeill
Kramer
Absent
8
Eileen
Shine
Litterio
Yes
8
Patricia
Jean
Lloyd
Yes
8
Bruce
A
Mackenzie
Yes
8
Todd
L
Merkle
No
8
Martha
E
Moore
Yes
8
Melissa
L
Murphy
Yes
8
Thomas
C
OConnor
Yes
8
Vanessa
Silva
Yes
8
Kenneth
R
Tucci
Yes
8
1 Theresa
AC
Wiggins
Yes
8
1 Alicia
F
Wiliams
Yes
Roll Call Vote
137 in the affirmative
43 in the negative
6 Abstain
6 Absent
186 Town Meeting Members remotely in Attendance
Motion to Amend Carries
May 3, 2021
Move that the Town approve the proposed FY 2022 Budget as presented for Line Item K91 (Public Works
Wages): $2,881,475 and Line Item K92 (Public Works Expenses): $843,500, with the amount
appropriated to be provided as follows:
K92 - $25,000 from the Sale of Cemetery lots to support Cemetery expenses; and the balance of Lines K91
and K92 from property taxes, State aid and non -property tax local receipts
Move that the Town approve the proposed FY 2022 Budget as presented for Line Item K93 (Public Works
- Snow & Ice Expenses): $675,000; Line Item K94 (Public Works - Street Lighting Expenses):
$150,000 and Line Item K95 (Public Works - Rubbish Collection &Di_sposal Expenses):
$1,905,500, with the amount appropriated to be provided as follows:
Lines K93, K94 and K95 - from property taxes, State aid and non -property tax local receipts
Move that the Town approve the proposed FY 2022 Budget as presented for Line Item L91 (Library
Wages): $1,544,550 and Line Item L92 (Library Expenses): $387,400, with the amount appropriated
to be provided as follows:
Lines L91 and L92 - from property taxes, State aid and non -property tax local receipts
6 1 P a g e
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ANNUAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
Motion made by Bill Brown, Precinct 8 to amend Line Item L91 as follows:
May 3, 2021
To reduce Line Item L91 by $70,000 with a new total of $1,474,550 for the purpose of eliminate the
Director of Social Justice position as proposed.
Motion made by Kaitlyn Mercurio, Precinct 2 to move the Question and end debate on the amendment
2/3rd Vote Required
136 in the affirmative
42 in the negative
186 Town Meeting Members remotely in Attendance
Motion Carried to End Debate
Motion made for a Roll Call Vote for the Vote of the Amendment
Motion Carried
Roll Call Vote as Follows:
` P
First
Name
MI
Last
Name
Roll Call Vote
Article 16
Line L91
Annual Town Meeting
2021-05-03
11:11 PM
1
John
J
Arena
Yes
1
Roy
A
Benjamin
No
1
Lorenzo
Colomba
Yes
1
John
L
Corbett
No
1
John
M
Devir
Yes
1
Linda
Snow
Dockser
No
1
Mark
L
Dockser
No
1
Nancy
A
Docktor
No
1
w
Megan
Fidler -Carey
No
1
Giuseppe
Ciro
Fodera
Absent
1
Ronald
P
Fotino
Yes
1
Diana
L
Halsey
Yes
1
John
R
Halsey
Yes
1
Deborah
D
Hattery
No
1
Bernard
R
Horn
Yes
1
Kevin
Leete
No
1
James
v
Martin
Yes
1
Sheila
M
Mulroy
No
1
Shaun
C
Neville
No
1
Brian
P
Ohara
No
1
Paula
J
Perry
No
1
David
w
Pinette
Yes
1
James
F
Reichardt
No
7 1 P a g e
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ANNUAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
P
First
Name
MI
Last
Name
Roll Call Vote
Article 16
Line L91
Annual Town Meeting
2021-05-03
11:11 PM
1
2
Sheilah
Alan
D
Reichardt
Beaulieu
No _
Abstain
2
Donna
M
Beaulieu
2
Francis
P
Burke
_Abstain
Yes
2
Eric
J
Burkhart
No
2
Howard
D
Cohen
No
2
Susan
S
Craven
No
2
AnthonyD'Arezzo
No
2
David
J
Feierabend
No
2
Vicki
Ellen
Fortin
Yes
2
Denise
M
Iozzo
No
2
Karen
T
Janowski
Yes
2
Gaetano
Man aniello
Yes
2
Matthew
W
McLeod
No
2
Kaitlyn
C
Mercurio
No
2
Sean
P
OConnor
Yes
2
Thomas
B
ORourke
No
2
Simone
R
Payment
No
2
John
A
Sasso
No
2
John
R
Scott
Yes
2
Allison
L
Sillers
No
2
Emily
K
Sisson
No
2
Christine
L
Strack
No
2
Mark
Salvatore
Ventura
Yes
2
Laura
Faye
Wilson
No
3
Eric
J
Bergstrom
Yes
3
John
D
Breslin
No
3
Tony
R
Capobianco
No
3
Audra
M
Cashin
No
3
Jason
FC
Clarke
No
3
Daniel
John
Dewar
Yes
3
Laura
M
Fusco
Yes
3
Fausto
J
Garcia
No
3
Rachelle
A
Garcia
No
3
Tara
Anne
Giardina
No
3
Michelle
R
Greenwalt
No
3
Kristen
M
LaChance
Abstain
3
Stephen
F
Leahy
Yes
3
Marianne
M
Mclaugh lin-Downin
No
3
Carla
J
Nazzaro
Yes
3
Daniel
V
Pastore
Yes
3
Joseph
J
Sarofeen
Yes
3
Michael
J
Shimansky
Yes
3
Paul
J
S Ivester
Yes
3
Jessica
LB
Tran
No
3
Nancy
J
Twomey
No
3
Heidi
M
Wise
Abstain
3
Thomas
F
Wise
Abstain
3
Meredith
Logsdon
Yoder
No
4
Barry
C
Berman
No
4
Sarah
H
Brukilacchio
No
4
Lynne
H
Cameron
No
4
Richard
H
Coco
No
4
Ann
M
Cruickshank
No
4
Christo er
Scott
Feudo
No
4
Andrew
S
Friedmann
No
4
Eric
J
Gaffen
No
May 3, 2021
8 1 P a g e
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ANNUAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
P
First
Name
MI
Last
Name
Roll Call Vote
Article 16
Line L91
Annual Town Meeting
2021-05-03
11:11 PM
4
Erin
E
Gaffen
No
4
Thomas
D
Grant
No
4
Jeffrey
P
Jadul
Yes
4
Emily
G
James
No
4
James
T
Maughan
No
4
Richard
E
McDonald
No
4
David
W
McIsaac
No
4
David
Alan
Murdock
No
4
John
F
ONeill
No
4
Mary Ellen
ONeill
No
4
Chuck
Robinson
No
4
Elizabeth
C
Shurland
No
4
Harry
M
Simmons
No
4
Marianne
R
Tompkins
No
4
Karin
Elizabeth
Whitelam
No
4
Steven
L
Zessis
No
5
Vanessa
I
Alvarado
No
5
Carlo
A
Bacci
Yes
5
Jonathan
E
Barnes
No
5
An ela
F
Binda
No
5
Lorraine
ConwayNo
5
Annemarie
C
Cory
No
5
Robert
J
Ferrari
No
5
Michael
Giacalone
Yes
5
Nathan
Thomas
Giacalone
Yes
5
Laurence
F
Hayes
Abstain
5
Laura
A
Joelson
Abstain
5
Helena
Marie
Johnson
No
5
Janice
M
Jones
No
5
Dianne
P
Kennedy
No
5
Anne
DJ
Landry
No
5
Christine
T
Lusk
No
5
Eileen
A
Manning
No
5
Patrick
P
OSullivan
Yes
5
Philip
B
Pacino
No
5
Joseph
Pa liuca
No
5
Edward
J
Ross
No
5
David
A
Talbot
No
5
Jeanne
Thomases
No
5
Nancy
J
Ziemlak
No
6
Geoffrey
C
Beckwith
No
6
James
E
Bonazoli
No
6
Jeanne
M
Borawski
No
6
Joseph
Clinton
Carnahan
No
6
Brendan
J
Carroll
No
6
Steven
Cool
Abstain
6
Robert
Coulter
Yes
6
Ronald
E
Derosa
Absent
6
Jessica
A
Franklin
Yes
6
Kelly
A
Malone
No
6
Robert
L
Mandell
Yes
6
James
Gordon
McIntosh
No
6
John
M
Miles
No
6
Alan
S
Mosier
No
6
Etain
ODea
No
6
Pa aal
K
Patel
Absent
t7
Kerri
Lynne
Pe rry
Abstain
May 3, 2021
9 1 P a g e
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ANNUAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
P
First
Name
MI
Last
Name
Roll Call Vote
Article 16
Line L91
Annual Town Meeting
2021-05-03
11:11 PM
6
Thomas
A
Perry
Yes
6
Michele
S
Sanphy
No
6
Greg
F
Selvitelli
No
6
Gregory
R
Ste ler
No
6
Cynthia
A
Tozian Cool
Yes
6
John
F
Weaver
No
6
Drucilla
Wood -Beckwith
No
7
Carl
F
Anderson
No
7
Jesse
D
Arnold
No
7
Lisa
Beth
Bibeau
No
7
Nicholas
M
Boivin
No
7
Brandon
P
Chapman
No
7
Heather
A
Clish
No
7
Geoffrey
J
Coram
Abstain
7
Charles
V
Donnelly -Moran
No
7
Marcel
A
Dubois
Abstain
7
Kerry
C
Dunnell
No
7
Daniel
A
Ensmin er
Abstain
7
Jennifer
C
Hillery
No
7
Norman
R
Kozlowski
No
7
John
A
Lippitt
Absent
7
Joanne
E
Manville
No
7
Hillary
G
Mateev
No
7
Jacqueline
Renee
McCarthy
No
7
Gina
Beck
McCormick
No
7
James
C
Satterthwaite
Yes
7
Jeffrey
W
Struble
No
7
John
Brendon
Sullivan
No
7
Erin
E
Tierney
No
7
Karl
Weld
Yes
7
Carolyn
R
Whiting
No
8
Shawn
Brandt
No
8
Ian
Charles
Brown
No
8
Peter
A
Brown
No
8
William
C
Brown
Yes
8
Amy
B
Cole
No
8
Kendra
JG
Cooj2er
Yes
8
Sasha
P
Corken
No
8
Sarah
Maxam
Doane
No
8
William
O
Finch
Absent
8
Kathleen
O
Goldlust
No
8
Karen
Gately
Herrick
No
8
Stephen
W
Herrick
No
8
Peter
McNeill
Kramer
Absent
8
Eileen
Shine
Litterio
Yes
8
Patricia
Jean
Lloyd
No
8
Bruce
A
Mackenzie
No
8
Todd
L
Merkle
Yes
8
Martha
E
Moore
No
8
Melissa
L
Mur2hy
Yes
8
Thomas
C
OConnor
No
8
Vanessa
Silva
Yes
8
Kenneth
R
Tucci
No
8
Theresa
AC
Wiggins
No
8
Alicia
F
Wiliams
Yes
May 3, 2021
101 Page
233
Virtual Town Meeting
via Zoom Webinar
ANNUAL TOWN MEETING
Roll Call Vote
44 in the affirmative
130 in the negative
12 Abstain
6 Absent
186 Town Meeting Members remotely in Attendance
Motion to Amend Does Not Carr
May 3, 2021
Ian Brown, Precinct 8 moved to adjourn the 2021 Annual Town Meeting adjourn to continue Town Meeting
via Zoom Webinar on May 6, 2021 at 7:30 PM. Town Meeting adjourned at 11:28 PM with 186 Town Meeting
Members remotely in attendance.
Counted Vote
129 in the affirmative
40 in the negative
186 Town Meeting Members remotely in Attendance
Motion Carried
A true copy Attest:
Laura A Gemme, CMC /CMMC
Town Clerk
11 1 P a g e
234
ANNUAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
May 6, 2021
The meeting was called to order by the Moderator, Alan E. Foulds, at 7:32 PM, there being a quorum present.
The Pledge of Allegiance was said by all.
ARTICLE 16: continued:
Move that the Town approve the proposed FY 2022 Budget as presented for Line Item L91 Library_
Wages): $1,544,550 and Line Item L92(Library Expenses 387,400, with the amount appropriated
to be provided as follows:
Lines L91 and L92 - from property taxes, State aid and non -property tax local receipts
Motion made by Ed Ross, Precinct 5 to move the Question and end debate on the amendment
2/3rd Vote Required
in the affirmative
in the negative
184 Town Meeting Members remotely in Attendance
Motion Does Not Carry
Motion made for a Roll Call Vote for the Vote of the Amendment
Motion Carried
Roll Call Vote as Follows:
P
First
Name
MI
Last
Name
Roll Call Vote
Article 16
End Debate
Annual Town Meeting
2021-05-06
8:38 PM
1
John
J
Arena
No
1
1
Roy
Lorenzo
A
Benjamin
Colomba
No
No
1
John
L
Corbett
No
1
John
M
Devir
Abstain
1
Linda
Snow
Dockser
No
1
Mark
L
Dockser
No
1
Nancy
A
Docktor
No
1
w
Megan
Fidler -Carey
No
1
Giuseppe
Ciro
Fodera
No
1
Ronald
P
Fotino
No
1
Diana
L
Halsey
Absent
1
John
R
Halsey
Absent
1
Deborah
D
Hattery
No
1
Bernard
R
Horn
No
11Pa9e 235
ANNUAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
P
1
First
Name
Kevin
MI
Last
Name
Leete
Roll Call Vote
Article 16
End Debate
Annual Town Meeting
2021-05-06
8:38 PM
No
1
James
V
Martin
Yes
1
Sheila
M
Mulroy
No
1
Shaun
C
Neville
No
1
Brian
P
Ohara
No
1
Paula
J
Perry
No
1
David
W
Pinette
No
1
James
F
Reichardt
No
1
Sheilah
Reichardt
No
2
Alan
D
Beaulieu
No
2
Donna
M
Beaulieu
No
2
Francis
P
Burke
No
2
Eric
J
Burkhart
No
2
Howard
D
Cohen
No
2
Susan
S
Craven
No
2
AnthonyD'Arezzo
No
2
David
J
Feierabend
Absent
2
Vicki
Ellen
Fortin
No
2
Denise
M
Iozzo
No
2
Karen
T
Janowski
No
2
Gaetano
Man aniello
Absent
2
Matthew
W
McLeod
No
2
Kaitlyn
C
Mercurio
No
2
Sean
P
OConnor
Abstain
2
Thomas
B
ORourke
No
2
Simone
R
Payment
No
2
John
A
Sasso
No
2
John
R
Scott
No
2
Allison
L
Sillers
No
2
Emily
K
Sisson
No
2
Christine
L
Strack
No
2
Mark
Salvatore
Ventura
No
2
Laura
Faye
Wilson
No
3
Eric
J
Bergstrom
Yes
3
John
D
Breslin
No
3
Tony
R
Capobianco
No
3
Audra
M
Cashin
Absent
3
Jason
FC
Clarke
No
3
Daniel
John
Dewar
No
3
Laura
M
Fusco
No
3
Fausto
J
Garcia
No
3
Rachelle
A
Garcia
No
3
Tara
Anne
Giardina
Abstain
3
Michelle
R
Greenwalt
No
3
Kristen
M
LaChance
Abstain
3
Stephen
F
Leahy
No
3
Marianne
M
Mclaughlin-Downin2
No
3
Carla
J
Nazzaro
No
3
Daniel
V
Pastore
No
3
Joseph
J
Sarofeen
Yes
3
Michael
J
Shimansky
No
3
Paul
J
Sylvester
No
3
Jessica
LB
Tran
No
3
Nancy
J
Twomey
No
3
Heidi
M
Wise
No
3
Thomas
F
Wise
No
3
Meredith
Logsdon
Yoder
No
May 6, 2021
2 1 P a g e
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ANNUAL TOWN MEETING
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via Zoom Webinar
P
4
First
Name
Barry
MI
C
Last
Name
Berman
Roll Call Vote
Article 16
End Debate
Annual Town Meeting
2021-05-06
8:38 PM
Yes
4
Sarah
H
Brukilacchio
No
4
Lynne
H
Cameron
No
4
Richard
H
Coco
No
4
Ann
M
Cruickshank
No
4
Christo er
Scott
Feudo
No
4
Andrew
S
Friedmann
No
4
Eric
J
Gaffen
No
4
Erin
E
Gaffen
No
4
Thomas
D
Grant
No
4
1 eff rey
P
Jadul
Yes
4
Emily
G
James
No
4
James
T
Maughan
No
4
Richard
E
McDonald
No
4
David
W
McIsaac
No
4
David
Alan
Murdock
No
4
John
F
ONeill
No
4
Mary Ellen
ONeill
No
4
Chuck
Robinson
No
4
Elizabeth
C
Shurland
No
4
Harry
M
Simmons
No
4
Marianne
R
Tompkins
No
4
Karin
Elizabeth
Whitelam
No
4
Steven
L
Zessis
No
5
Vanessa
I
Alvarado
No
5
Carlo
A
Bacci
No
5
Jonathan
E
Barnes
No
5
Angela
F
Binda
No
5
Lorraine
ConwayNo
5
Annemarie
C
Cory
No
5
Robert
J
Ferrari
No
5
Michael
Giacalone
No
5
Nathan
Thomas
Giacalone
No
5
Laurence
F
Hayes
Abstain
5
Laura
A
Joelson
Yes
5
Helena
Marie
Johnson
No
5
Janice
M
Jones
Abstain
5
Dianne
P
Kennedy
No
5
Anne
DJ
Landry
No
5
Christine
T
Lusk
Abstain
5
Eileen
A
Manning
No
5
Patrick
P
OSullivan
No
5
Philip
B
Pacino
No
5
Joseph
Pa liuca
No
5
Edward
J
Ross
Yes
5
David
A
Talbot
No
5
Jeanne
Thomases
No
5
Nancy
J
Ziemlak
No
6
Geoffrey
C
Beckwith
Yes
6
James
E
Bonazoli
No
6
Jeanne
M
Borawski
No
6
Joseph
Clinton
Carnahan
No
6
Brendan
J
Carroll
No
6
Steven
Cool
No
6
Robert
Coulter
Absent
6
Ronald
E
Derosa
No
6
Jessica
A
Franklin
No
May 6, 2021
31Pa9e 237
ANNUAL TOWN MEETING
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via Zoom Webinar
P
6
First
Name
Kelly
MI
A
Last
Name
1 Malone
Roll Call Vote
Article 16
End Debate
Annual Town Meeting
2021-05-06
8:38 PM
No
6
6
Robert
James
L
Gordon
Mandell
McIntosh
No
No
6
John
M
Miles
No
6
Alan
S
Mosier
No
6
Etain
ODea
No
6
Pa aal
K
Patel
Absent
6
Kerri
Lynne
Perry
No
6
Thomas
A
Perry
No
6
Michele
S
Sanphy
No
6
Greg
F
Selvitelli
No
6
Gregory
R
Ste ler
No
6
Cynthia
A
Tozian Cool
No
6
John
F
Weaver
No
6
Drucilla
Wood -Beckwith
No
7
Carl
F
Anderson
No
7
Jesse
D
Arnold
No
7
Lisa
Beth
Bibeau
No
7
Nicholas
M
Boivin
No
7
Brandon
P
Chapman
No
7
Heather
A
Clish
No
7
Geoffrey
J
Coram
Yes
7
Charles
V
Donnell. -Moran
No
7
Marcel
A
Dubois
No
7
Kerry
C
Dunnell
No
7
Daniel
A
Ensmin .er
No
7
Jennifer
C
Hillery
No
7
Norman
R
Kozlowski
No
7
John
A
Li Pitt
Abstain
7
Joanne
E
Manville
No
7
7
Hillary
Jacqueline
G
Renee
Mateev
McCarthyNo
No
7
Gina
Beck
McCormick
No
7
James
C
Satterthwaite
Yes
7
Jeff re
W
Struble
No
7
John
Brendon
Sullivan
No
7
Erin
E
Tierney
No
7
Karl
Weld
No
7
Carolyn
R
Whitina
No
8
Shawn
Brandt
No
8
Ian
Charles
Brown
No
8
Peter
A
Brown
No
8
William
C
Brown
Yes
8
Am
B
Cale
No
8
Kendra
JG
Cooper
No
8
Sasha
P
Corken
No
8
Sarah
Maxam
Doane
No
8
William
O
Finch
Abstain
8
Kathleen
O
Goldlust
No
8
Karen
Gately
Herrick
No
8
Ste hen
W
Herrick
No
8
Peter
McNeill
Kramer
Absent
8
Eileen
Shine
Litterio
No
8
Patricia
Jean
Lloyd
No
Bruce
A
Mackenzie
No
8
r88
Todd
L
Merkle
No
Martha
E
Moore
No
May 6, 2021
41 P a g a 238
ANNUAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
May 6, 2021
P
First
MI
Last
Roll Call Vote
Name
Name
Article 16
End Debate
Annual Town Meeting
2021-05-06
Melissa
Thomas
L
C
Murphy
OConnor
j No
No
8:38 PM
3
3
3
Vanessa
Silva
No
No
No
3
Kenneth R Tucci
3
Theresa
Alicia
AC
F
Wiqgins
Wiliams
3
No
Roll Call Vote
11 in the affirmative
164 in the negative
9 Abstain
8 Absent
184 Town Meeting Members remotely in Attendance
Move that the Town approve the proposed FY 2022 Budget as presented for Line Item M91(Core
Facilities): $3,184,100with the amount appropriated to be provided as follows:
Line M91 - $100,000 from School Rental Revolving Fund; and the balance of line M91 from property taxes,
State aid and non -property tax local receipts
Move that the Town approve the proposed FY 2022 Budget as presented for Line Item M92 (Town
Buildings): $348.154, with the amount appropriated to be provided as follows:
Line M92 - from property taxes, State aid and non -property tax local receipts
Move that the Town approve the proposed FY 2022 Budget as presented for Line Item U99 [School
Department): 49 695 998 with the amount appropriated to be provided as follows:
Line U99 - from property taxes, State aid and non -property tax local receipts
Move that the Town approve the proposed FY 2022 Budget as presented for Lime Item W99 ( Water
Enter rise Fund): $7.662,625, with the amount appropriated to be provided as follows:
Lines W99 - $1,000,000 from Water Reserves and the balance from user fees and other charges
Move that the Town approve the proposed FY 2022 Budget as presented for Line Item X99 Sewer
Enterprise Fundl: $7,300.0755 with the amount appropriated to be provided as follows:
Line X99 - $800,000 from Sewer Reserves and the balance from user fees and other charges
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ANNUAL TOWN MEETING
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May 6, 2021
Move that the Town approve the proposed FY 2022 Budget as presented for Line Item Y99 Storm Water
Enterprise Fund)- $535,378 with the amount appropriated to be provided as follows:
Line Y99 - $90,000 from Storm Water Reserves and the balance from user fees and other charges
Move that the Town approve the proposed FY 2022 Budget as presented for Line Item Z99 {PEG Access:
$611,500, with the amount appropriated to be provided as follows:
Line Z99 - from user fees and other charges
Move that the Town approve the proposed FY 2022 Budget, exclusive of State and County assessments:
$124,971,354 + $80,000 = 125,051,354
• Representing the total of all motions made under ARTICLE 16 as amended
• Funds are to be provided as set forth in said motions as amended
Presentation given by:
• Bob LeLacheur - See Attached
• John Doughty - See Attached
Finance Committee report, Please see the FY22 Spending Scorecard for the votes of the Finance
Committee on line items in the FY22 budget. The Finance Committee recommends the subject matter of
Article 16 as explained by these votes at their meeting on March 17, 2021.
Bylaw Committee Re ort: No report
John Doherty Comments:
I want to close my presentation with a final set of comments. This is my final budget presentation to Town
Meeting as Superintendent of the Reading Public Schools. Since this will be my last opportunity at Town
Meeting to publicly make a comment, I want to thank Town Meeting for all of their support of our schools
and our students and staff over the last 12 years. During that time, Town Meeting and the Community has
always had the best interest of our children in mind, even during some of the lean budget years. To digress,
I started my Superintendency during the great recession of 2009 and 2010 and I am ending with the
pandemic of 2021. During that time, Town Meeting has been supportive of many projects including, but not
limited to a Proposition 2 1/2 override, curriculum initiatives for science, 9 modular classrooms to alleviate
space constraints, a security project to protect our staff and students, numerous capital projects including
Turf 2, multiple roofs and window replacements, new boilers, technology hardware, phone systems and
performance contracting. You have been extremely supportive during this pandemic, approving resources
for us to use to keep our schools running strong. You have supported the Reading Coalition Against
Substance Abuse, now known as the coalition, and School Resource Officers, valuable pieces of our school
culture. You have always valued public education and I am appreciative of that. That commitment is the
investment in our future.
I have always said that what makes Reading unique is the collaboration between town departments and
schools. It has been so evident during this pandemic with our weekly Command meetings of Bob Lelacheur,
6 1 P a g e 240
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Virtual Town Meeting
via Zoom Webinar
May 6, 2021
Chief Clarke, Board of Health, Greg Burns, Jean Delios, Mark Dockser, Paul Jackson, and Gail Dowd. It is
that secret sauce over the years that has allowed us to maximize our resources in the best interest of the
Community. To that end, I want to thank the town officials that I started with, Peter Hechenbleikner and
Chief Cormier who welcomed me and mentored me when I became Superintendent and Bob Lelacheur and
Chief Clarke who are supporting me on my way out. I also want to thank Chief Burns who has been the
constant steady leader throughout my 12 years. Your collaboration, support, and guidance has been
invaluable throughout the years.
I also want to thank the School Committee, Finance Committee and the Select Board who have been very
supportive of our schools and the Town Department Heads and Town staff for their collaborative approach
in solving problems. Finally, I want to thank the Finance and Operations team of Joe Huggins, Kevin Cabuzzi,
Gail Lapointe, Sharon Angstrom, and Gail Dowd who have made me look good over the last several years.
I will miss working with all of you.
Finally, I want to thank you, Town Meeting members and the Reading Community for all of your support. I
have had many of you as parents, some of you even as students either at Coolidge or in the district. I have
had great memories that I will never ever forget.
As I begin to pass the torch over to Dr. Milaschewski, who will be an outstanding addition for this community
and our school district, I wish the Town of Reading and the Reading Public Schools a positive future ahead.
Thank you for your support and the opportunity to be a member of this community for 34 years.
Counted Vote
159 in the affirmative
9 in the negative
184 Town Meeting Members remotely in Attendance
Motion Carried as Amended
ARTICLE 5: Motion made by Finance Committee that the Town vote to amend the Town's Operating
Budget for the Fiscal Year commencing July 1, 2020, as adopted under Article 17 of the Annual Town Meeting
of June 15, 2020 and amended under Article 4 of the Subsequent Town Meeting of November 9, 2020; and
to raise and appropriate, borrow or transfer from available funds, or otherwise provide a sum or sums of
money to be added to the amounts appropriated under said Article, as amended, for the operation of the
Town and its government:
Funel - wages ana tx enses
Account Line Description Decreasi
B99 - Benefits OPEB allocation +$693,400 $456,600
wages & expenses 111F Pending Retirement $150,000
(Fire $93k) and (Police $57k)
Health Insurance Premiums -$500,000
_ Health Insurance Offsets -$800,000
E99 - Regional Essex North Voke $25,000
Vocational Education Minuteman Voke $10,000
G91 - Elections $10,000
Administrative
Services Waaes
$35,000
$10,000
7 1 P a g e 241
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via Zoom Webinar
E
ANNUAL TOWN MEETING
May 6, 2021
Account Line
Description
Legal $45,000
Decrease
Increase
G92 -
$65,000
Administrative
Postage (elections) $20,000
Services Expenses
Veteran's Benefits -$40,000
$40,000
H92 - Public
Services Expenses
I91 - Finance
Accounting OT $3,000
$3,000
Wages
I92 - Finance
Assessors revaluation $70,000 (now
$70,000
Expenses
every five years)
]91 - Public Safety Fire buyback $53,000 (retirements)
$157,000
Wages Dispatcher OT $50,000
Police buyback $54,000 (retirements)
K93 - Public Works estimate as of 3/15/21
$50,000
Snow & Ice
$496,600
$390,000
Subtotals
_
Net Operating Expenses
$106,600
From Free Cash
$0
Transfer to Enterprise Funds
$18,300
Transfer to RMLD OPEB Trust
$88,300
rise Funds - W
Account Line
W99 - Water EF
Expenses
X99 - Sewer EF
Expenses
Y99 - Storm
Water EF
expenses
Motion Carried
Description
+$13,600 OPEB allocation
+$3,500 OPEB allocation
+$1,200 OPEB allocation
Transfer from General Fund
Decrease Increase
$13,600
$3,500
$1,200
$18,300
Counted Vote
162 in the affirmative
3 in the negative
184 Town Meeting Members remotely in Attendance
Fausto Garcia, Precinct 3 moved to adjourn the 2021 Annual Town Meeting to continue Town Meeting via
Zoom Webinar on May 10th at 7:30 PM. Town Meeting adjourned at 10:19 PM with 184 Town Meeting
Members remotely in attendance.
Counted Vote
86 in the affirmative
81 Page
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ANNUAL TOWN MEETING
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80 in the negative
184 Town Meeting Members remotely in Attendance
Motion Carried
A true copy Attest:
Laura A Gemme, CMC /CMMC
Town Clerk
May 6, 2021
9 1 P a g e 243
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May 10, 2021
The meeting was called to order by the Moderator, Alan E. Foulds, at 7:30 PM, there being a quorum present.
The Pledge of Allegiance was said by all.
ARTICLE 6: Motion made by the Select Board to table the subject matter of Article 6
Counted Vote
110 in the affirmative
1 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
ARTICLE 7: Motion made by the Select Board that the Town ratify the vote taken under Article 5
of this Town Meeting to amend the Fiscal Year 2021 Operating Budget by appropriating Seven Hundred and
Ninety Three Thousand and Four Hundred Dollars ($793,400) from the General Fund and to transfer Seventy
Three Thousand Six Hundred Dollars ($73,600) from the Water Enterprise Fund, Twenty Five Thousand and
Five Hundred Dollars ($25,500) from the Sewer Enterprise Fund, and Eleven Thousand and Two Hundred
($11,200) from the Storm Water Enterprise Fund for the purpose of funding the Other Post -Employment
Benefit Liability Trust Funds as modified in the revised budget lines in Article 5.
Presentation given by:
• Sharon Angstrom - See Attached
Background: Each year at Annual Town Meeting we ask to transfer funds budgeted for OPEB from
that line to the actual OPEB Trust in this Article. Sometimes due to budget surpluses in health insurance
premiums we have increased the budgeted contribution figures; we are prepared but have not yet needed
to ask to lower the budgeted contribution figures to cover health insurance premium deficits. Recent
contributions to the Trust on behalf of the General Fund have been $800,000 (FY19) and $700,000 (FY20)
- each a bit higher than budgeted.
Actuarially the eventual required annual contribution for the General Fund is between $1.5 to $2.0 million.
It is understood that once our Pension Fund is actuarially fully funded (by about 2029), a large shift away
from funding annual pension contributions and towards funding OPEB will occur, and on balance the total
funding needed should be lower than the current combined totals. In the meanwhile, targeted annual OPEB
contributions are about $0.5 million.
Due to the uncertainty caused by the pandemic, June 2020 Town Meeting approved a reduced annual FY21
contribution of $100,000. The Town Manager's FY22 budget proposes a similar $100,000 figure in
recognition of ongoing revenue uncertainty.
This spring, the Public Employee's Committee (PEC), a group of all Town, School and Light department
unions, plus representation for Retirees, will be negotiating health insurance renewals with town
management. We intend to discuss the OPEB situation, and try to find a way to address the two-year (FY21
and FY22) contribution shortfall. Historically the PEC has been an outstanding partner in keeping our annual
health insurance premium expenses (including enrollment increases) below 3% over a ten-year period.
Town Meeting is therefore requested to make the following annual transfers of funds for the OPEB Trust
Fund: General Fund $100,000; Water Fund $60,000; Sewer Fund $22,000; Storm Water Fund $10,000 for
a total of $192,000 of all these OPEB contributions to the trust for Other Post Employment Benefit liabilities.
11 Page 244
ANNUAL TOWN MEETING
Virtual Town Meeting
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May 10, 2021
Any changes made possible through negotiations with the PEC will be seen as an amendment to these
amounts on Town Meeting floor.
The most recent OPEB valuation shows the Town's OPEB liability at $73.8 million and 8.1% funded as of
June 30, 2020. The three Enterprise Funds and the Light Department are on a full funding schedule, and
the General Fund is on a partial funding schedule. As noted, the General Fund will transition to a full funding
schedule as soon as possible, as is required by law or immediately after the Pension Fund is fully funded.
Finance Committee Report: At their meeting on March 17, 2021 the Finance Committee voted 8-0
to recommend this Article to Town Meeting. At April 2, 2021 the Finance Committee voted 8-0 to recommend
this Article to Town Meeting.
Bylaw Committee Report: No report
After some discussion a vote was taken
Counted Vote
162 in the affirmative
1 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
ARTICLE 9: Motion by the Select Board that the Town vote to amend Section 6.5.2 GVH of the
General Bylaw, establishing the Inspection Revolving Fund as shown below, with additions being shown in
bold and deletions being struck through:
6.5.2 Inspection Revolving Fund
Funds held in the inspection Revolving Fund shall be used for legal costs, oversight and inspection, plan
review, property appraisals and appeals, public services general management, pedestrian safety
improvements, records archiving, and other costs related to building, plumbing, wiring, gas and other
permits required for large construction projects and shall be expended by the Town Manager. Receipts
credited to this fund shall include building, plumbing, wiring, gas and other permit fees for the Schoolhouse
Commons, The Metropolitan at Reading Station, Postmark Square, 20-24 Gould Street, 467 Main Street,
Oaktree, Addison-Wesley/Pearson, Johnson Woods, Eaton Lakeview (23-25 Lakeview Avenue and 128
Eaton Street), 258 Main Street, 267 Main Street, 531 Main Street, 25 Haven Street, and 18-20
Woburn Street developments; and that the annual spending limits for the revolving funds are set as
follows:
Revolving Spending 1 Revenue
Account Authority Source
Conservation
Commission
Consulting
Fees
Conservation
Commission
Fees as provided for
in Reading General
Bylaws Section 5.7,
Wetlands Protection
2 1 P a g e 245
Expenditu
Allowed
Year End
Expenses
re Limits
Balance
Consulting and
$25,000
Available
engineering services
for
for the review of
'expenditure
designs and
next year
engineering work for
the protection of
wetlands.
2 1 P a g e 245
Virtual Town Meeting
via Zoom Webinar
Inspection Town
Revolving Manager
Fund
Public Health
Clinics and
Services
Library Fines
and Fees
Board of
Health
Library
Director and
Trustees
Mattera
Facilities
Cabin
Director
Operating
Town Forest
Director of
Public Works
upon the
recommendai
ion of the
Town Forest
Committee
ANNUAL TOWN MEETING
Building, Plumbing,
Wiring, Gas and
other permits for the
projects listed in the
Article.
Clinic fees, charges
and third -party
reimbursements
Charges for lost or
damaged Library
materials
and fees from
printing, faxing or
similar
supplementary fee-
based services.
Rental Fees
Sale of timber; fees
for use of the Town
Forest
Presentation given by:
Sharon Angstrom - See Attached
Legal, oversight and
inspection, plan
review, initial
property appraisals
and appeals, Public
Services planning
and general
management, curb,
sidewalks and
pedestrian safety
improvements,
records archiving
and other project
related costs.
Materials and costs
associated with
clinics and public
health programs
Acquire Library
materials to replace
lost or damaged
items, and for the
maintenance,
upkeep and supplies
for supplementary
fee-based services
Utilities and all other
maintenance and
operating expenses
Planning and
Improvements to
the Town Forest
$250,000
$25,000
$15,000
$10,000
Background: No changes are suggested from last year (library text clarified).
May 10, 2021
Available
for
expenditure
next year
Available
for
expenditure
next near
Available
for
expenditure
next year
Available
for
expenditure
next year
Available
for
expenditure
next year
Conservation Consulting Revolving Fund - These funds are used to receive payments from
applicants, hire expert consultants where required, and return the balance to the applicant. The balance
in this Fund as of March 2021 is $13,326.
Inspections Revolving Fund - The balance available as of March 2021 in this fund is $790,417 and
of that total $190,000 is proposed by the Town Manager as part of the FY22 budget {$140,000 to support
Economic Development wages and expenses; and $50,000 to offset Building Inspections division
wages}.
31 Page 246
ANNUAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
May 10, 2021
Health Clinic Revolving Fund - The Reading Health Division contracts for third party payments for a
number of immunizations. The funds are used to augment the influenza vaccine supply from the State
Department of Public Health to insure vaccine for the homebound clients and first responders. The
Division also uses these funds for materials for other screening clinics. Clinic client fees are also deposited
into this fund to offset vaccine and clinical supply costs. The balance available as of March 2021 in this
fund is $25,676. The State has been cutting back on the free flu and other vaccines to be distributed to
cities and towns, and the Town therefore needs to purchase extra doses. The necessary amounts used
for clinic vaccine, supplies and staff salaries related to the clinics each year directly from the revolving
fund is therefore approximately $25,000.
• Library Fines and Fees Fund - The balance available as of March 2021 in this fund is $8,764. The
added flexibility in use of this fund approved by Annual Town Meeting one year ago has been helpful.
• Mattera Cabin Operating Fund - Some of the use of the Cabin is revenue generating, and this Article
allows those revenues to be used directly for the operating expenses of the cabin. The balance available
as of March 2021 in this fund is $00. In response to a previous instructional motion by Town Meeting, the
Town Manager moved the responsibility for both the Mattera Cabin and Cemetery garage to the Facilities
department.
• Town Forest Revolving Fund was created in 2011. The purpose is to allow revenues from controlled
timber harvesting and permit fees to then be spent by the DPW Director upon the recommendation of
the Town Forest Committee, on improvements to the Town Forest. The Town Forest Committee has had
a forest stewardship plan created (through a grant) to make recommendations on forest management
including controlled timber harvesting. The balance available as of March 2021 in this fund is �0.
Finance Committee Re ort: At their meeting on March 17, 2021 the Finance Committee voted 8-0
to recommend this Article to Town Meeting.
Bylaw Committee Report: No report
After some discussion a vote was taken
Counted Vote
167 in the affirmative
3 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
ARTICLE 10: Motion made by the Select Board that the Town vote to approve an Affordable Housing
Trust Fund Allocation Plan pursuant to Chapter 140 of the Acts of 2001 entitled "AN ACT AUTHORIZING THE
TOWN OF READING TO ESTABLISH AN AFFORDABLE HOUSING TRUST FUND".
Presentation given by:
• Jean Delios - See Attached
Background: The State has a strong and bipartisan goal of building more affordable housing, and
considers Reading a model community in this area. Town staff has been invited to speak at housing
symposiums and the Town has received numerous related planning grants. The Town has achieved the 10%
affordable benchmark set by statute. Reading is the lead community and is joined by North Reading,
Wilmington and Saugus in sharing a Regional Housing Services Office (RHSO). The RHSO monitors and
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administers affordable housing requirements including tracking and updating the Subsidized Housing
Inventory (SHI) and maintaining ready buyer and ready renter lists, among other responsibilities.
Chapter 140 of the Acts of 2001 authorized the Town of Reading to establish a separate fund known as the
Affordable Housing Trust Fund (AHTF). The AHTF requires Town Meeting approval of an annual allocation
plan submitted by the Select Board. AHTF expenditures require approval by a majority vote of the full
combined membership of the Select Board and the Reading Housing Authority. AHTF uses of funds include:
♦ Create or preserve affordable housing;
♦ Maintain or operate affordable housing;
♦ Develop new or rehabilitate existing housing as affordable homeownership or rental units;
Affordable Housing Trust Fund Allocation Plan
FY 2022
Pursuant to Article 10 of the 2022 Annual Town Meeting, an Affordable Housing Trust Fund Allocation Plan
for the Fiscal Year 2022 in accordance with the provisions of Chapter 140 of the Acts of 2001 is as follows:
Available Balance - Unrestricted Funds: $387,252
Available Balance - Restricted Funds: $0
Unrestricted funds shall be used for the following purposes:
5% up to a maximum
of $10,000 for administration of Affordable Housing
Remainder for constructing affordable housing (including loan and grant programs); or for
maintaining and improving affordability of existing housing stock; or for the
purchase of existing housing stock to add it to or maintain it as a part of the
existing affordable housing inventory
The purpose of the Affordable Housing Allocation Plan is to provide a framework for the Town to expend
funds on affordable housing. The current AHTF balance of $387,252 reflects revenue generated through the
actions of the CPDC, as well as proceeds from the loss of an affordable unit. There are no Town tax generated
funds in the AHTF. The only expenditure to date from the AHTF, in the amount of $200,000, was to assist
Oaktree development with financing affordable housing at 30 Haven Street.
Finance Committee Report: At their meeting on March 17, 2021 the Finance Committee voted 8-0
to recommend this Article to Town Meeting.
Bylaw Committee Report. No report
After some discussion a vote was taken
Counted Vote
164 in the affirmative
7 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
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ARTICLE 11: Motion made by the Select Board at the recommendation of the Board of Assessors
that the Town vote to accept Clause Twenty-second G of M.G.L. c.59, §5 for real estate that is the domicile
of a person but is owned by a trustee, conservator or other fiduciary for the person's benefit if the real
estate would be eligible for exemption under clause Twenty-second, Twenty-second A, Twenty-second B,
Twenty-second C, Twenty-second D, Twenty-second E or Twenty-second F of M.G.L. c.59, §5 if the person
were the owner of the real estate.
Presentation given by:
• Victor Santaniello - See Attached
• Kevin Bohmiller - See Attached
Background: Adoption of Clause 22G will enable veterans who own property in a trust that is not a
life estate to apply for their earned Veteran's Disability Exemption which is reimbursed by the state. Reading
has about 150 veterans who qualify yearly for a disabled veteran's exemption. Assessing staff do not expect
a significant number of new applicants. In fact, over the last several years, only one veteran could have
qualified, but instead they changed the family trust.
Finance Committee Report: At their meeting on March 17, 2021 the Finance Committee voted 8-0
to recommend this Article to Town Meeting.
Bylaw Committee Re art: At their meeting on March 10, 2021 the Bylaw Committee voted 4-0 to
recommend the content of this Article to Town Meeting.
After some discussion a vote was taken
Counted Vote
174 in the affirmative
1 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
ARTICLE 12: Motion made by the Select Board at the recommendation of the Board of Assessors
that the Town vote to accept Clause Twenty-second H of M.G.L. c. 59, § 5 to exempt from taxation certain
real property of and occupied by parents or guardians of military personnel who were killed in action or
injured in action that subsequently caused their death, or military personnel missing in action and presumed
dead, subject to residency requirements.
Presentation given by:
• Victor Santaniello - See Attached
• Kevin Bohmiller - See Attached
Background: Adoption of Clause 22H will provide tax relief for Gold Star parents, who have suffered
the loss of an immediate family member who died while serving in a time of conflict. Assessing staff are
unaware of any Gold Start parents living in Reading today, and hope to never utilize this clause.
Finance Committee Re ort: At their meeting on March 17, 2021 the Finance Committee voted 8-0
to recommend this Article to Town Meeting.
Bylaw Committee Re ort; At their meeting on March 10, 2021 the Bylaw Committee voted 4-0 to
recommend the content of this Article to Town Meeting.
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After some discussion a vote was taken
Counted Vote
165 in the affirmative
5 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
ARTICLE 13: Motion made by the Select Board that the Town vote to appropriate the sum of Three
Million Dollars ($$31000,000) for the purpose of making improvements including full replacement of the
Reading Memorial High School Stadium Track and Turf Field, including the costs of consulting services,
audits, plans, documents, cost estimates, bidding services and all related expenses incidental thereto and
necessary in connection therewith, said sum to be expended by and under the direction of the Town
Manager; and, for the purpose of meeting such appropriation, the Town Treasurer, with the approval of the
Select Board, is authorized to borrow said sum in accordance with G.L. c. 44, §7(1), or any other enabling
authority; that the School Committee, Select Board, Town Manager, or any other agency or official of the
Town, is authorized to apply for a grant or grants, to be used to defray the cost of all, or any part of, said
project; and that Town Manager is authorized to enter into any and all contracts and agreements as may
be necessary to carry out the purposes of this Article. Any premium received upon the sale of any bonds or
notes approved by this vote, less any such premium applied to the payment of the costs of issuance of such
bonds or notes, may be applied to the payment of costs approved by this vote in accordance with G.L. c.
44, §20, thereby reducing the amount authorized to be borrowed to pay such costs by a like amount.
Presentation given by:
e Bob LeLacheur - See Attached
Background: In the fall 2020 a series of three Financial Forums resulted in the Finance Committee
allocating more Free Cash to support the FY22 budgets specifically to increase the amount of capital
spending for the next few years. Town and School management examined five possible projects in order to
include in the capital plan, or to request funding sooner than scheduled, along with updated cost estimates.
The prioritized results included (1) $3.2 million for the RMHS Stadium Turf Field replacement and Track
resurfacing; (2) $2.9 million for the Parker Middle School roof replacement; (3) $1.5 million for the RMHS
Fieldhouse Flooring and Bleacher replacement; (4) $0.3 million for the RMHS Ropes Course; and (5) $2.8
million for the Coolidge Middle School roof replacement.
The RMHS Stadium Turf Field and Track project includes a $250,000 capital request in the FY22 budget,
plus this debt approval for $3.0 million to complete the entire project. The capital request would fund the
design work and securing an Owner's Project Management, a requirement under procurement laws for this
scope of work. Preliminary design work would proceed from July to November 2021, then the project would
be bid out for expected construction to be between June and August 2022. The Field and Track would be
expected to be ready for the Fall 2022 sports season. Note that this project was previously listed on the
Capital Plan on page 27 of the November 2020 Subsequent Town Meeting, but no specific funding date or
strategy had been identified.
Specific estimates for the Turf Field replacement ($1.9 million) include $1.5 million of direct costs plus $0.4
million for contingency and an allowance for inflation escalation through 2022.
Specific estimates for the Track replacement ($1.1 million) include $0.8 million of direct costs plus $0.3
million in contingency and an allowance for inflation escalation through 2022.
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The upcoming design process would spec out further details, but typically a project includes additional items
that could be included, also known as 'add -alternates', if the bid prices are favorable. Two examples for this
project could include a scoreboard replacement ($35-40k) and a new sound system ($45-50k).
FINCOM's insistence that replacement of RMHS Turf II field happen more quickly than planned has resulted
in a completed project that came in on time and on budget, and improved field playability as well as player
safety. A similar outcome would be anticipated for the Stadium Turf and Track project.
Finance Committee Report. At their meeting on March 17, 2021 the Finance Committee voted 8-0
to recommend this Article to Town Meeting.
Bylaw Committee Report: No report
After some discussion a vote was taken
2/3 rd Vote Required
162 in the affirmative
14 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
ARTICLE 14: Motion made by the Select Board that the Town vote to appropriate the sum of Two
Million Seven Hundred Thousand Dollars ($2.700.0O0) for the purpose of making improvements
including full replacement of the Parker Middle School Roof, including the costs of consulting services, audits,
plans, documents, cost estimates, bidding services and all related expenses incidental thereto and necessary
in connection therewith, said sum to be expended by and under the direction of the Town Manager; and,
for the purpose of meeting such appropriation, the Town Treasurer, with the approval of the Select Board,
is authorized to borrow said sum in accordance with G.L. c. 44, §7(1), or any other enabling authority; that
the School Committee, Select Board, Town Manager, or any other agency or official of the Town, is
authorized to apply for a grant or grants, to be used to defray the cost of all, or any part of, said project;
and that Town Manager is authorized to enter into any and all contracts and agreements as may be
necessary to carry out the purposes of this Article. Any premium received upon the sale of any bonds or
notes approved by this vote, less any such premium applied to the payment of the costs of issuance of such
bonds or notes, may be applied to the payment of costs approved by this vote in accordance with G.L. c.
44, §20, thereby reducing the amount authorized to be borrowed to pay such costs by a like amount.
Presentation given by:
• Bob LeLacheur - See Attached
Background: As shown under the Background for Article 13, the second ranked priority by Town and
School management was replacement of the Parker Middle School roof.
The Parker Middle School roof replacement project also includes a $250,000 capital request in the FY22
budget, plus this debt approval for $2.7 million to complete the entire project. The capital request would
fund the design work and securing an Owner's Project Management, also a requirement under procurement
laws for this scope of work. Design, bidding and construction would be similar to the Turf and Track project
to minimize interference with the typical school year. This project would also be expected to be completed
in time for September 2022 school opening. The roof includes about 105,000 square feet to be replaced, at
an estimated cost of $25/sq. ft.
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Preliminary design work would proceed from July to November 2021, then the project would be bid out for
expected construction to be between June and August 2022. The Field and Track would be expected to be
ready for the Fall 2022 sports season. Note that this project was previously listed on the Capital Plan on
page 28 of the November 2020 Subsequent Town Meeting and funded for $1.6 million to begin in FY25. The
scope has changed to include the entire roof, to consider so-called green communities' options for energy
efficiency, and to move to project up to be funded sooner.
Finance Committee_ Report: At their meeting on March 17, 2021 the Finance Committee voted 8-0
to recommend this Article to Town Meeting.
Bylaw Committee Report: No report
After some discussion a vote was taken
2/3rd Vote Required
164 in the affirmative
9 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
ARTICLE 15: Motion made by the Select Board that the Town vote to accept and expend such sum
of money as may be available to the Town pursuant to Chapter 90, Section 34 of the Massachusetts General
Laws as reimbursement for the costs of repair, construction, maintenance or preservation of the Town's
roads and bridges and other related costs that qualify under the State Aid Highway Guidelines adopted by
the Massachusetts Department of Transportation; and to authorize the Town Treasurer, with the approval
of the Select Board, to borrow said sum in anticipation of such reimbursement, in accordance with Chapter
44, Section 6 of the Massachusetts General Laws.
Presentation given by:
Bob LeLacheur - See Attached
Background: This is an annual article whereby Town Meeting is asked to grant permission for the
Town to accept additional roadway maintenance from the State, called Chapter 90 funding. Annual funding
has been at the $600,000 area for many years, with exceptions when the state has surplus funds to allocate
to this purpose. Proposed preliminary funding for FY22 is $594,643.
Finance Committee Re ort: At their meeting on March 17, 2021 the Finance Committee voted 8-0
to recommend this Article to Town Meeting.
B law Committee Report: No report
Counted Vote
170 in the affirmative
0 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
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ARTICLE 17: Motion made by the Select Board that the Town vote to transfer the care, custody,
management and control of the properties off Lowell Street and Willow Street, shown on Assessors' Map 26
as Lots 50 & 32 (previously referred to as Plat 99, lots 2 and 21) which properties together contains 5.82
acres, more or less, to the Reading Conservation Commission, for the sole purpose of open space
management; provided, however, that the Reading Department of Public Works shall have the right to
replace, repair, maintain, and make necessary improvements to the existing sewer drains on the properties
as shown on the following plans on file with the Town Clerk:
1. A plan of land entitled "Plan Showing Taking for Proposed Sanitary Sewer and Force Main
from Mineral Street to New Senior High School, Town of Reading, Board of Public Works,"
prepared by Whitman & Howard, Engineers, Boston, Mass., dated June 1953, Sheet 2 of 5
Sheets;
2. A plan of land entitled "Record Sewer Plan Interceptor Pumping Station to High School, Board
of Public Works," prepared by Philip Welch, Superintendent, dated May 1959;
3. A plan of land entitled "Town of Reading Massachusetts, Board of Public Works, Easement
Through Private Property for Drainage and Sewerage Purposes, Hunt Street," prepared by the
Engineering Division, Phillip Welsh, Superintendent, dated September 1963, and recorded
with the Middlesex South Registry of Deeds on March 23, 1964, as Plan 266 of 1964; and
4. A plan of land entitled "Town of Reading Massachusetts, Board of Public Works, Record Sewer
Plan Hunt St. and Interceptor No.1," prepared by the Engineering Division, Phillip Welsh,
Superintendent, dated April 1965,
such plans on file with the Town Clerk; and provided further that such transfer of care, custody, management
and control shall be subject to such right of the Department of Public Works.
Presentation given by:
Bob LeLacheur - See Attached
Background: The open space land bisected by the Aberjona River and bordered by Hunt Street,
Lowell Street and Willow Street is referred to as the Maillet, Morgan, and Somes land, and is comprised of
four (4) parcels.
The Morgan and Somes parcels were successfully transferred to the Conservation Commission by deed.
Unfortunately attempts to transfer these Maillet parcels to the Conservation Commission were unsuccessful.
The Conservation Commission is requesting that the transfer of the Maillet land to the Conservation
Commission be completed at 2021 Annual Town Meeting.
Some related background follows:
January 10, 1986: Letter from Camille Anthony, Chair of Conservation Commission, to Paul Dustin, Chair of
Board of Selectmen requesting that the Maillet Property, which has "recently been taken by the Town as
tax -possession land," be given to Conservation Commission. She also states that Article 17 of 1937 Annual
Town Meeting could be used to convey the property to Conservation.
February 7, 1986: Letter from John Agnew, Executive Secretary to Board of Selectmen, in response to the
letter from Ms. Anthony above. He states that the Board of Selectmen "voted that this land be given to the
jurisdiction of the Conservation Commission." The land was transferred under the authority of Article 17 of
the 1937 Annual Town Meeting.
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September 13, 1999: Memo from Karen DeFrancesco, Conservation Administrator, to Peter Hechenbleikner,
Town Manager. She states that the two Maillet parcels are still on the Tax Possession List of August 30,
1999 despite having been transferred to Conservation in 1986. She encloses the above letters to support
the transfer.
December 24, 2018: Town Manager Bob LeLacheur states in an email that Town Counsel could find no legal
transfer of the land in Town or land court records. He further states that "Town Meeting took the issue up
in the 1930s but never completed any action".
January 8, 2019: The Select Board vote to ratify the Conservation Commission's management of the two
Maillet parcels and to authorize the Conservation Commission to continue managing the land.
March 2, 2021: The Select Board voted to declare these properties as surplus and that they were no longer
needed for general municipal purposes, and recommended to Town Meeting that the care, custody,
management and control of said properties be transferred from the Select Board to the Conservation
Commission, for the sole purpose of open space management; provided, however, that the Department of
Public Works shall have the right to replace, repair, maintain and make necessary improvement to existing
sewer drains on these properties.
Finance Committee Report: No report
B law Committee Report: No report
Motion made by Jamie Maughan, Precinct 4 to amend as follows:
Motion made by the Select Board that the Town vote to transfer the care, custody, management and control
of the properties off Lowell Street and Willow Street, shown on Assessors' Map 26 as Lots 50 & 32 (previously
referred to as Plat 99, lots 2 and 21) which properties together contains 5.82 acres, more or less, to the
Reading Conservation Commission, for the sole purpose of open space management; provided, however,
that the Reading Department of Public Works, following coordination with the Conservation Agent or
Conservation Commission shall have the right to replace, repair, maintain, and make necessary
improvements to the existing sewer drains on the properties as shown on the following plans on file with
the Town Clerk:
Counted Vote
93 in the affirmative
76 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
Motion made by John Halsey, Precinct 1 to move the question on the amendment provided by Jamie
Maughan.
2/3rd Vote Required
146 in the affirmative
26 in the negative
185 Town Meeting Members remotely in Attendance
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Motion Carried
Motion made by Eileen Litterio, Precinct 8 to amend as follows:
Motion made by the Select Board that the Town vote to transfer the care, custody, management and control
of the properties off Lowell Street and Willow Street, shown on Assessors' Map 26 as Lots 50 & 32 (previously
referred to as Plat 99, lots 2 and 21) which properties together contains 5.82 acres, more or less, to the
Reading Conservation Commission, for the sole purpose of open space management; provided, however,
that the Reading Department of Public Works, in following coordination with the Conservation Agent
or Conservation Commission shall have the right to replace, repair, maintain, and make necessary
improvements to the existing sewer drains on the properties as shown on the following plans on file with
the Town Clerk:
Counted Vote
90 in the affirmative
79 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
Motion made by Laura Joelson, Precinct 5 to move the question on the amendment provided by Jamie
Maughan.
2/3rd Vote Required
131 in the affirmative
36 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
Motion made by Alicia Williams, Precinct 8 to move the question on the main article
Motion Carried
2/3rd Vote Required
139 in the affirmative
29 in the negative
185 Town Meeting Members remotely in Attendance
Counted Vote
162 in the affirmative
11 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried as Amended
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ARTICLE 18: Motion made by the Community Planning and Development Commission to see if the
Town will vote to amend Section 7.9, Stormwater Management and Erosion Control, of the General Bylaw
as follows:
1. By revising Section 7.9.2, Definitions, as shown below, with additions being shown in bold and
deletions being struck through:
7.9.2 Definitions
Unless the context clearly indicates otherwise, the following words and terms, as used in
Section 7.9, shall have the following meanings:
7.9.2.1 Applicant
Any person requesting a Stormwater Permit.
7.9.2.2 Best Management Practice (BMP)
An activity, procedure, restraint, or structural improvement that helps to reduce
the quantity or improve the quality of stormwater runoff.
7.9.2.3 Common Plan of Development or Sale
Any plan reflected in an announcement, documentation or physical demarcation
indicating Tthat multiple distinct construction activities are or
may be undertaken on a Site or on contiguous Sites, either simultaneously or at
different times or on different schedules, that are shown under one (1) plan.
For example, if a developer buys a 20 -acre lot and builds roads, installs
pipes, and runs electricity with the intention of constructing homes or
other structures sometimes in the future, this would be considered a
larger common plan of development or sale. If the land is parceled off or
sold, and construction occurs on plots that are less than one acre by
separate, independent builders, this activity still would be subject to
stormwater permitting requirements if the smaller plots were included on
the original site plan.
7.9.2.4 Construction and Waste Materials
Excess or discarded building or site materials at a construction site, including
concrete truck washout, chemicals, litter and sanitary waste, that may adversely
impact water quality.
7.9.2.5 Critical Area
Any of the following: An Outstanding Resource Water or Special Resource
Water as designated in 314 CMR 4.00, a recharge area for a public water
supply as defined in 310 CMR 22.02 (a Zone I, Zone II, or Interim Wellhead
Protection Area for a groundwater source or a Zone A for a surface water
source), a bathing beach as defined in 105 CMR 445.000, or a cold -water
fishery as defined in 310 CMR 10.04.
7.9.2.56 Erosion
The wearing away of the land surface by natural or artificial forces such as wind,
water, ice, gravity, or vehicle traffic and the subsequent detachment and
transportation of soil particles.
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7.9.2.67 Erosion and Sedimentation Control Plan
A document prepared by a qualified professional engineer or a Certified
Professional in Erosion and Sedimentation Control, that specifies best management
practices designed to control surface runoff, erosion and sedimentation during
land -disturbing activities prior to or during construction.
7.9.2.78 Grading
Changing the level or shape of the ground surface.
7.9.2.59 Impervious Surface
Any artificial material or structure on or above the ground that prevents water from
infiltrating the underlying soil. Impervious Surfaces may include roads, paved
parking lots, sidewalks, and rooftops.
7.9.2.10 Impaired Water
A water is impaired if it does not meet one or more of its designated
use(s). For purposes of this Bylaw, Impaired Waters are those classified
as categories 4 and 5 of the five-part categorization approach used for
classifying the water quality standards attainment status for water
segments under the U.S. EPA Total Maximum Daily Load (TMDL) program.
This classification is done by the Massachusetts Department of
Environmental Protection in its "'Integrated List of Waters," pursuant to
Clean Water Act Section 303(d) (33 USC Section 1313(d)) and 40 CFR
Section 130.7(b)(4).
7.9.2.911 Land -Disturbing Activity (or Disturbance of Land)
Any activity that causes a change in the position or location of soil, sand, rock,
gravel, or similar earth material.
7.9.2.12 Low Impact Development (LID)
Systems and practices that use or mimic natural processes resulting in the
infiltration, evapotranspiration or use of stormwater. LID includes, but is
not limited to, the following:
Site Design: Environmentally sensitive site design approaches such as
minimizing impervious surfaces, fitting the development to the terrain,
preserving and capitalizing on natural drainage systems, and
reproducing pre -development hydrologic conditions; and
Systems: Stormwater management systems modeled after natural
hydrologic features to manage rainfall at the source using
decentralized micro -scale controls, such as bioretention facilities, rain
gardens, vegetated rooftops, rain barrels, and permeable pavements.
7.9.2.4-913 Massachusetts Stormwater Management Standards
The Stormwater Management Standards issued by the Massachusetts Department
of Environmental Protection, aimed at encouraging recharge and preventing
stormwater discharges from causing or contributing to the pollution of the surface
waters or groundwater of the Commonwealth.
7.9.2.3414 Municipal Storm Drain System (or Storm Drain System)
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The system of conveyances owned by the Town (including roads, catch basins,
curbs, gutters, ditches, constructed channels, pipes, and outfalls) by which
stormwater is collected or conveyed.
7.9.2.3215 New Development
Any construction activities or land alteration that disturbs one or more acres of
land, on an area that does not contain Impervious Surfaces.
7.9.2.3316 Operation and Maintenance Plan (O&M Plan)
A plan establishing the functional, financial and organizational mechanisms for the
ongoing operation and maintenance of a Gstormwater Mmanagement -Ssystem.
7.9.2.E-417 Owner
A Person with a legal or equitable interest in property.
7.9.2.3318 Pollutant
Dredged spoil, solid waste, incinerator residue, filter backwash, sewage, garbage,
sewage sludge, munitions, chemical wastes, biological materials, radioactive
materials (except those regulated under the Atomic Energy Act of 1954, as
amended (42 U.S.C. 2011 et seq.)), heat, wrecked or discarded equipment, rock,
sand, cellar dirt, industrial, municipal, and agricultural waste, and any other
material that may cause or contribute to exceedance of water quality standards in
the waters to which the Storm Drain System discharges.
7.9.2.3619 Redevelopment
Any construction, land alteration or improvement of Impervious Surfaces that
disturbs one or more acres of land, on an area that already contains Impervious
Surfaces.
7.9.2.3720 Runoff
Rainfall, snowmelt, or irrigation water flowing over the ground surface.
7.9.2.3821 Sediment
Mineral or organic soil material that is transported, by wind or water, from its origin
to another location.
7.9.2.3922 Sedimentation
The process or act of deposition of sediment.
7.9.2.2-923 Site
Any parcel of land or area of property where land -disturbing activities are, were,
or will be performed.
7.9.2.2324 Soil
Any earth, sand, loam, clay, rock, gravel, or similar material.
7.9.2.2225 Stabilization
The use, singly or in combination, of mechanical, structural, or vegetative methods,
to prevent, reduce or slow erosion.
7.9.2.2326 Stormwater
Any surface flow, runoff or drainage resulting entirely from any form of natural
precipitation.
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7.9.2.427 Stormwater Management Plan
A document containing sufficient information for the Community Planning and
Development Commission (CPDC) to evaluate the environmental impact,
effectiveness and acceptability of the measures proposed by the applicant for
reducing adverse post -construction impacts from stormwater, including controlling
stormwater runoff and promoting infiltration.
2. By revising Section 7.9.3, Responsibility for Administration, as shown below, with additions being
shown in bold and deletions being struck through.
7.9.3 Responsibility for Administration
The Comm —and -aevCPDC shall administer,
implement and enforce Section 7.9, with assistance from the Building Inspector, except
as provided in Section 7.9.3.3 for projects within the jurisdiction of the
Conservation Commission. Any powers granted to or duties imposed upon the CPDC,
except the power to hear appeals, may be delegated in writing by the CPDC to other
employees or agents of the Town.
7.9.3.1 Rules and Regulations
The CPDC may adopt, and periodically amend, rules and regulations to effectuate
the purposes of Section 7.9 or to implement any post -construction design
requirements of the Town's NPDES stormwater discharge permit. The rules and
regulations may specify the precipitation estimates to be used when
calculating stormwater runoff for drainage system design. Failure by the
CPDC to promulgate such rules and regulations shall not have the effect of
suspending or invalidating the requirements of Section 7.9.
7.9.3.2 Waiver
The CPDC may waive strict compliance with any requirement of Section 7.9 or the
rules and regulations promulgated hereunder, where such action is in the public
interest and is not inconsistent with the purpose and intent of Section 7.9. In
making this determination, the CPDC shall consider whether:
• The public health, safety, and the environment will be protected;
Strict application of the requirement to be waived would undermine the public
interest;
• Specific substitute requirements can be adopted that will result in the
substantial protection of the Municipal Storm Drain System, and the rights of
persons affected by the waiver; and
• The action made possible by the waiver will not violate the provisions of federal
or state law, other applicable provisions of local bylaws or regulations, or the
Town's NPDES stormwater discharge permit.
7.9.3.3 Projects Within Conservation Commission Jurisdiction
In order to avoid duplicative permitting proceedings, for activities
regulated under Section 7.9 that will be undertaken wholly or partly within
the jurisdiction of the Reading Conservation Commission and require
stormwater review under 310 CMR 10.00 or the Reading Wetlands Bylaw,
the Conservation Commission shall serve as the permitting authority for
the stormwater permit required by Section 7.9.4.1. For those projects, the
Conservation Commission shall have the role, powers and duties assigned
to the CPDC in this Section 7.9, except the power to adopt regulations. The
CPDC's Stormwater Regulations shall apply to those projects, with the
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Conservation Commission substituting for the CPDC in carrying out the
permitting as specified in this Section 7.9 and the CPDC's Stormwater
Regulations. The Conservation Commission may adopt its own Stormwater
Management and Erosion Control Procedures to govern the mechanics of
submission and review of permit applications.
3. By revising Section 7.9.4, Applicability, as shown below, with additions being shown in bold and
deletions being struck through.
7.9.4 Applicability
7.9.4.1 Regulated Activities
Any activity that results in disturbance of one (1) or more acres of land and any
land -disturbing activity that is part of a Common Plan of Development or Sale that
will ultimately result in the disturbance of one (1) or more acres of land, shall be
subject to the requirements of Section 7.9. No person shall undertake any such
activity unless it is authorized by a stormwater permit issued by the CPDC, or
exempt pursuant to Section 7.9.4.2.
7.9.4.2 Exempt Activities
The following activities are exempt from the requirements of Section 7.9:
• Normal maintenance and improvement of land in agricultural or
aquacultural use, as defined by MGL Chapter 131 Section 40 and 310
CMR 10.04; and
• Normal maintenance of lawns and landscaping.�d
Act6vottmesL7T1']1are sFQJGGtothe411 iSd1>~LiL11 VI the Conservation
'CangFniggl'f,7TT'i7TfIIer Section•eF4�GfrILt=1— 131 `]CI.Lf V 1 1 40 and V 1 LJ
r;and are in-cempliamehTthe =l eElufl ClilGflLJ Vl LSIGL
4. By revising Section 7.9.5, Permits and Procedure, as shown below, with additions being shown in
bold and deletions being struck through.
7.9.5 Permits and Procedure
7.9.5.1 Stormwater Permit Application
Prior to the commencement of any activity regulated by Section 7.9, a stormwater
permit application shall be filed with the CPDC, including:
• A completed stormwater permit application Form with original
signatures of all owners;
• A narrative describing the incorporation of LID strategies as
defined in Section 7.9.2.12;
• An Erosion and Sediment Control Plan satisfying the requirements of
Section 7.9.6;
• A Stormwater Management Plan satisfying the requirements of Section
7.9.7;
• An Operation and Maintenance Plan satisfying the requirements of
Section 7.9.8; and
• Payment of any application fee established by the CPDC pursuant to
Section 7.9.5.6.
5. By revising Section 7.9.7, Stormwater Management Plan, as shown below, with additions being
shown in bold and deletions being struck through.
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7.9.7 Stormwater Management Plan
The Stormwater Management Plan shall contain sufficient information for the CPDC to
evaluate the environmental impact, effectiveness, and acceptability of the measures
proposed by the applicant for reducing adverse post -construction impacts from
stormwater. The Stormwater Management Plan shall fully describe the proposed activity
in drawings and narrative.
7.9.7.1 Design Standards
The stormwater management measures set forth in the Stormwater Management
Plan shall be designed to meet Standards 1-6 (for New Development) or Standard
7 (for Redevelopment) of the Massachusetts Stormwater Management Standards,
as well as any post -construction design requirements adopted under Section
7.9.3.1. In addition, LID site planning and design strategies shall be
incorporated unless infeasible in order to reduce the discharge of
stormwater.
7.9.7.2 Site Plan
The Stormwater Management Plan shall include a site plan, stamped and certified
by a qualified Professional Engineer registered in Massachusetts, containing the
following information:
• The names, addresses, and telephone numbers of the owner, the
applicant, and the persons or firms who prepared the plan;
• Title, date, north arrow, scale, legend, and locus map;
• The site's existing and proposed topography with contours at 2 -foot
intervals;
• Existing site hydrology, including any existing stormwater conveyances
or impoundments;
• Estimated seasonal high groundwater elevation (November to April) in
areas to be used for stormwater retention, detention, or infiltration;
• The existing and proposed vegetation and ground surfaces with runoff
coefficient for each;
• A drainage area map showing pre- and post -construction watershed
boundaries, drainage area and stormwater flow paths;
• Identification of all critical areas and tributaries to critical areas
within the geographic area shown on the plan;
• Identification of all impaired waters to which stormwater from
the site will discharge directly or indirectly;
• Drawings of all components of the proposed drainage system; and Such
other information as is required by the CPDC.
or take any other action with respect thereto.
Presentation given by:
• Heather Clish - See Attached
Background: The revisions shown above are intended to comply with heightened requirements
imposed by a recent update to the joint federal/state permit that governs discharges from Reading's storm
drain system to rivers and streams. Comments from Town Counsel, the Bylaw Review Committee, the
Community Planning and Development Commission, and Town staff have been reviewed and addressed
Reading's current Stormwater Management and Erosion Control Bylaw requires that a project that will
disturb an acre or more of land receive review of its stormwater management and erosion control measures
before, during, and after construction. This review ensures that stormwater discharges from larger
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construction projects do not adversely impact the Town's storm drain system or the Town's lakes, ponds,
streams, and rivers. The requirements of this Bylaw are administered by the Community Planning and
Development Commission, which has adopted Stormwater Management and Erosion Control Regulations.
This Bylaw was originally adopted to comply with requirements of a permit issued in 2003 by the U.S.
Environmental Protection Agency and the Massachusetts Department of Environmental Protection,
applicable to most municipalities in eastern Massachusetts, containing conditions and requirements for
operators of small municipal separate storm sewer systems ("MS4s") pursuant to the federal Clean Water
Act and the Massachusetts Clean Waters Act. As referenced above, a new MS4 Permit with more stringent
requirements was issued in 2016, but was immediately challenged in litigation. Permit revisions resulting
from that litigation were finalized in December 2020. The permit and additional information are available on
the USEPA website at: https://www.epa.gov/npdes-permits/massachusetts-small-ms4-general-permit
Among other things, the final new MS4 Permit requires that the Town impose additional requirements on
the new development and redevelopment activities covered by its Stormwater Management and Erosion
Control Bylaw. Revisions to both the Bylaw and the CPDC Stormwater Management and Erosion Control
Regulations will be necessary to impose these additional requirements. Although the changes to the
Regulations cannot take place until after the Bylaw revisions have been adopted by Town Meeting and
approved by the Attorney General, we are providing both sets of proposed revisions together to provide a
full picture of the changes necessary to implement the new permit requirements. However, at this time, we
are seeking review only of the Bylaw revisions.
The Bylaw revisions proposed in the attached draft are as follows:
• Remove the exemption for projects permitted under the Wetlands Protection Act, because those
projects are only required to meet the Massachusetts Stormwater Standards, which are not
currently sufficiently stringent to meet the requirements of the new MS4 Permit.
• Add a requirement to incorporate Low Impact Development measures unless infeasible (and
define "Low Impact Development"); this is a concept featured in the new MS4 Permit that is not
addressed in the current Bylaw.
• Add authorization for the CPDC to specify what precipitation dataset applicants must use for their
runoff calculations (because the one currently specified by MassDEP is woefully outdated). This
is not required by the new MS4 Permit, but using a more updated dataset is a best practice that
many engineers have adopted and many municipalities are requiring.
• Add a requirement to show critical areas and impaired waters on site plans (and define "Critical
Areas" and "Impaired Waters"). The new requirements for discharges to those waters can be
detailed in the Regulations.
• Add to the definition of "Common Plan of Development or Sale," using the definition included in
the new MS4 Permit, which provides helpful clarification.
• Make a handful of minor corrections.
The Regulations revisions proposed in the attached draft incorporate the specific detailed requirements for
new development and redevelopment activities set forth in the new MS4 Permit.
Finance Committee Report: No report
Bylaw Committee Report: At their meeting on March 10, 2021 the Bylaw Committee voted 4-0 to
recommend the content of this Article to Town Meeting.
Motion by Jamie Maughan, Precinct 4 to amend as follows:
7.9.3.1 Rules and Regulations
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The CPDC may adopt, and periodically amend, rules and regulations to effectuate
the purposes of Section 7.9 or to implement any post -construction design
requirements of the Town's NPDES stormwater discharge permit. The rules and
regulations which ffva-y specify the precipitation estimates to be used when
calculating stormwater runoff for drainage system design will be developed in
consultation with the Conservation Commission and subject to approval
by the Conservation Commission. Failure by the CPDC to promulgate such rules
and regulations shall not have the effect of suspending or invalidating the
requirements of Section 7.9.
Counted Vote
47 in the affirmative
117 in the negative
185 Town Meeting Members remotely in Attendance
Motion Does Not Carr
Motion made by Steve Leahy, Precinct 3 to move the question on the main article
Motion Carried
2/3rd Vote Required
130 in the affirmative
39 in the negative
185 Town Meeting Members remotely in Attendance
185 Town
Motion Carried as Presented
Counted Vote
162 in the affirmative
7 in the negative
Meeting Members remotely in Attendance
ARTICLE 20: Motion made by Select Board that the Town vote, pursuant to Section 2-6 of the
Reading Home Rule Charter, to declare the seats of certain Town Meeting Members to be vacant and remove
certain described persons from their position as Town Meeting Members for failure to take the oath of office
within 30 days following the notice of election or for failure to attend one-half or more of the Town Meeting
sessions during the previous year.
Precinct First
Name
Mark
Town Meeting Members Attendance
2021 Annual Town Meeting - Article 20
Total of 2 Town Meetings resulting in 3 evenings of attendance
Listed below are those who attended 1 evening or less
Middle 11 Last Name 11 Term 11 Total
Salvatore Ventura 2022
Precinct Vote
Remove from List - Remain a TM Member
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7 Nicholas M Boivin 2023 1 Remove from List — Remain a TM Member
7 Charles v Donnelly -Moran 2023 1 Remove from List — Remain a TM Member
8 Peter McNeill Kramer 2022 0 Remain on List — Remove from TM
157 Town Meeting Members had perfect attendance in 2020
Counted Vote - Mark Ventura
124 in the affirmative
21 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
Counted Vote - Nicholas Boivin
145 in the affirmative
19 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
Counted Vote - Charles Donnelly -Moran
135 in the affirmative
31 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
Counted Vote - Peter Kramer
148 in the affirmative
20 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
ARTICLE 3: Motion made by the Select Board to choose all other necessary Town Officers and
Special Committees and determine what instructions shall be given Town Officers and Special Committees,
and to see what sum the Town will vote to appropriate by borrowing or transfer from available funds, or
otherwise, for the purpose of funding Town Officers and Special Committees to carry out the instructions
given to them, or take any other action with respect thereto.
Instructional Motion 2 - Skate Park
Motion made by Sarah Doane, Precinct 8 and Teacher at Coolidge Middle School
Motion made by students Katie Mckinnion, Emily Bryant, Ava Epstien, Emily Wright and Olivia Bass
The town of Reading should add a skate park to the Birch Meadow Field because it will provide exercise to
all ages. Skateparks are rare and not convenient in our community, but it will attract bikers, skaters and
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scooter riders from across Reading. Thus, giving a more positive outlook on the town of Reading by having
a real skatepark not far from children's homes and a safer place to ride than the street. We decided it should
be placed behind the high school, next to the tot lot, the basketball courts and the Majors' field. There is
some grass space there as well as, parking lot that could provide space for the project. This would be a
good location because many kids use the basketball courts and baseball field; if you are bored at a sibling's
game, you could walk over to the skatepark and still be visible to your parents. It will bring another
recreational activity into Reading. Kids can escape the blue light from computer remote learning and go
outside for some fun during this tough learning experience they are in. During the process of discussing this
motion that a set of rules be discussed such as the wearing of helmets.
After some discussion a vote was taken
Counted Vote
152 in the affirmative
14 in the negative
189 Town Meeting Members remotely in Attendance
Instructional Motion 2 -- Motion Carried
Motion made by Christoper Feudo, Precinct 4 to move the question
2/3rd Vote Required
151 in the affirmative
14 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
Instructional Motion 3 — Picnic Tables
Motion made by Sarah Doane, Precinct 8 and Teacher at Coolidge Middle School
Motion made by students Jack Heithaus, Chase Kenyon, Emma Koster and Eleanor Schanck
Picnic tables and trash cans be placed at the circle of trees in the Birch Meadow area. This would allow
families to picnic together and to enjoy nature. The trash cans would prevent litter and they would add a
pop of color to the area, as they would be painted by elementary school students.
After some discussion a vote was taken
Counted Vote
149 in the affirmative
18 in the negative
189 Town Meeting Members remotely in Attendance
Instructional Motion 3 — Motion Carried
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Instructional Motion 4 — Section 10.5.6
Motion made by Sarah Brukilacchio, Precinct 4
May 10, 2021
Respectfully request that the pending review of the DSGD 40R Bylaws Section 10.5, be completed no later
than April 2022, and include the following amendments:
Section 10.5.6:
1. Reduction of building lot coverage to 85% maximum.
2. Change existing, "Minimum Side/Rear Setback abutting a Residential Zone" = 15 feet.
To: "Minimum Side/Rear Setback abutting a Residential Zone or Residential Property" = 15 feet.
After some discussion a vote was taken
Counted Vote
125 in the affirmative
37 in the negative
189 Town Meeting Members remotely in Attendance
Instructional Motion 4 — Motion Carried
Motion made by Kerri Perry, Precinct 6 to move the question
2/3rd Vote Required
130 in the affirmative
27 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
Instructional Motion 5 — Mental Health
Motion made by John Sasso, Precinct 2
Instruct the Select Board to appoint an advisory committee to address the issue of family and mental health
support in the town. This committee should include representation or support from all of the stakeholders
including: Public Safety, Public Health, Schools, Elder/Human Services, Recreation, Housing, Veterans,
Library, Faith -based and community service organizations and any other organizations deemed appropriate
(and provided support from town staff). The Select Board should set initial goals which for consideration
may include cataloging all of the various local, state and federal support services available, establishing a
mechanism for this information to be communicated and guidance provided for those needing help,
surveying town residents to better understand their needs in the area of family and mental health support
(to include all ages), and identifying initial strategies for how to proactively provide support.
Recommendations to review the approaches taken by other MA communities should be encouraged. This
committee should be run in conjunction with (or under the supervision of) the Reading Coalition for
Prevention and Support. The committee should issue a report of progress by Fall Town meeting and a final
report by the 2022 Annual Town meeting.
After some discussion a vote was taken
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Counted Vote
125 in the affirmative
27 in the negative
189 Town Meeting Members remotely in Attendance
Instructional Motion 5 - Motion Carried
Instructional Motion 6 - Town Meeting Membership
Motion made by Angela Binda, Precinct 5
May 10, 2021
Move that the Bylaws Committee, Town Moderator, Town Clerk, and/or any appropriate BCC consider the
following two items and report back to Town Meeting at the November, 2021 meeting, with a warrant article,
or report on the matter:
1. Town Meeting members who have not attended the required number of sessions to be in good
standing for two years in a row shall be automatically removed from Town Meeting, and a replacement shall
be voted at the next town election iRh.Ie pre'nEt 'at a speeially"^'' ^F^e'^^} ^n^^t'n^ to ^'d delay
cry
in seatrrg a-r1ewrerf3er}
2. The Town Clerk shall publish attendance records of all Town Meeting members following the sine die
closing of the Annual, Subsequent, and other Special Town Meetings (not occurring at the same time as the
Annual or Subsequent Town Meeting). And the Town Clerk shall publish, prior to a Town Meeting member
election, the attendance record for the three years of the term, of all Town Meeting members who are
running for re-election.
BACKGROUND:
The last warrant article of every Annual (April) Town Meeting is an article pursuant to section 2-6 of the
Reading Home Rule, which presents the opportunity for Town Meeting to remove members who have failed
to attend one half or more of the Town Meeting evenings of the previous year. Two years ago, there was
much debate on removing more members than are usually removed, and whether Town Meeting should
allow members to remain if they do not attend.
Last year, this article was not taken up by Town Meeting, due to the new Zoom format and the abbreviated
meetings. On last year's warrant, there were three names on the list for the second consecutive year, and
I believe they may have been removed from Town Meeting had the article been taken up, discussed, and
voted upon, due to their attendance records. One member in precinct 1 attended 0 out of 3 evenings in
2018, and 3 of 7 evenings in 2019. In precinct 2 one member attended 1 out of 3 evenings in 2018 and 1
out of 7 evenings in 2019. In precinct 5, one member attended 0 evenings in 2018, and 2 of 7 evenings in
2019. One member in precinct 8 attended 1 of 7 evenings in 2019, and 0 of 3 evenings in 2020. He is up
for re-election in 2022, and could run as an incumbent, with that advantage, even though he attended 1
out of 10 evenings of Town Meeting in the past two years. His name appears on page 30 of the Annual 2021
warrant. Two of these members just ran for re-election as incumbents and were voted back in to Town
Meeting. I am sure that the great majority of citizens who voted them had no idea of their attendance
records, and may not have re-elected them if they knew of the records.
I do believe there are circumstances that arise - health issues, work travel, family emergency - which make
it impossible for even the most dedicated Town Meeting member to attend every Town Meeting. I believe
in a one-year grace period, if fellow precinct members and Town Meeting members agree to that, and vote
to keep the member. However, if a Town Meeting member is not able to attend meetings for two years out
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of a three-year term, they should no longer represent their precinct. They are not, in fact, representing their
precinct if they do not attend.
Being a Town Meeting member is a privilege, not a right.
Voters who elect representatives to Town Meeting have the right to know, in an easily accessible way, if the
person they elect to Town Meeting is attending and representing them. This election cycle saw so many
candidates in all precincts competing for limited Town Meeting seats. There are too many candidates willing
and able to do the work and they should be seated if others are unable to fulfill their obligation.
Thank you for your consideration of this matter.
After some discussion a vote was taken
Counted Vote
65 in the affirmative
88 in the negative
189 Town Meeting Members remotely in Attendance
Instructional Motion 6 — Motion Does Not Carr
Motion made by James Bonazoli, Precinct 6 to move the question
2/3rd Vote Required
125 in the affirmative
26 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
Instructional Motion 7 — Electronic Voting for Town Meeting
Motion made by Theresa Wiggins, Precinct 8
Since voting protocol for remote meetings is not currently reflected in Rule 13 of the General Bylaws, the
Rules Committee and the Town Moderator adopt the following measure at the beginning of the 2021
Annual Town Meeting:
In order to make voting by roll call a more efficient process, Town Meeting roll call votes will be captured
electronically for this remote 2021 Annual Town Meeting and any other remote Town Meetings until remote
voting protocol is reflected in the General Bylaws. The Town Moderator may determine how this can best be
achieved, for example by utilizing existing Zoom capabilities. Also, to adopt a policy to include the ability to
use remote Town Meeting. To make the votes public record.
After some discussion a vote was taken
Counted Vote
75 in the affirmative
66 in the negative
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185 Town Meeting Members remotely in Attendance
Instructional Motion 7 — Motion Carries
Motion made by James Reichardt, Precinct 1 to move the question
2/3 rd Vote Required
126 in the affirmative
15 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
May 10, 2021
Karen Gately Herrick, Select Board moved to adjourn the 2021 Annual Town Meeting adjourn sine die at
11:32 PM with 185 Town Meeting Members remotely in attendance.
Counted Vote
132 in the affirmative
0 in the negative
185 Town Meeting Members remotely in Attendance
Motion Carried
A true copy Attest:
Laura A Gemme, CMC /CMMC
Town Clerk
261Pa9e 269
Town of Reading
FY22 Budget
Town Meeting
April 26, 2021 r
I�
Overview - Reserve Status
April 2021
FREE CASH July 1, 2020 $ 14,793,345
- April 2021 TM — FY22 budget (2 870.000)
$ 11,923,345
GENERAL STABILIZATION FUND $ 1,710,283'
FINCOM Reserves 300,000
TOTAL $ 13,933,628
130% of estimated $106.8 million FY22 net available revenue;
FINCOM Policy is 7% minimum
'total excludes funds designated for specific purpose
Regeneration of Reserves
A: Receive more revenues than expected
— Last six years range from +$1.0 mil to +$Z5mil;
— Slate Aid, new growth and excise taxes vary widely;
— Known one-time variances are purposely ignored in forecast
• B: Spend less expenses than budgeted
Average recent sources:
- Town Government 68%
- Schools 12%
- Shared Costs & other 20%
• Combination A+B is called `regeneration'
$1.5 million assumed minlmum —serves as basis for spending
that much Free Cash to balance annual budgets
FY22 Budget
4. Enterprise Funds pages 171-182 lines W99 to Z99
Free Cash
Ten Year Actual History Projected out 3 Years
($ Thousands)
1 �
1111x1
.. R�11i114i1i1
"i 11114"x11.11[1
1141111111111
' X111111111111
Pages 44-47
FY22 Projected General Fund Revenues
,1 miii.r,,l
prop Taxes
Warrant Report Budget votes
Overview
pages 32-48
no votes
1. Shared Costs
—pages 49-54
lines B99 to F99
+66%
& 183-189
1440
2. Town Government
pages 55-100
lines G91 to M92
3 School Department
pages 101-170
line U99
4. Enterprise Funds pages 171-182 lines W99 to Z99
Free Cash
Ten Year Actual History Projected out 3 Years
($ Thousands)
1 �
1111x1
.. R�11i114i1i1
"i 11114"x11.11[1
1141111111111
' X111111111111
Pages 44-47
FY22 Projected General Fund Revenues
,1 miii.r,,l
prop Taxes
FY21
7909
FY22- '
8070
+34%
L-1 Revs
725
773
+66%
stale Aid
1440
1440
00%
Tranelers & Awl
402
398
-09%
Sub Total
10$.75
106.&1
+].e%
Reserves Used
209
297
+379%
TOTAL
105.93
109.65
+3.7%
270 1
Proposed Organizational Changes
Looking ahead: not always easy, requires vision, wisdom & patience
• We did a lot of thinking, planning and talking;
• Reading Police were one of the earliest Towns to exit Civil Service,
approved by Town Meeting despite concems by a small group
concerned about employee rights, despite union support for the
proposal;
• Ten years later: it is:Qmp ilty accepted thpf this is the first step in
local police reform, ddcatlsq it leads lcbelter hiring practices and
more flexible discipline when needed, Reading Police Officers
continue to express strong support for this change.
mei
Proposed New Public Health Department
Proposed: New department in Public Safely (more details later on)
- nothing above changes
- independence as the ninth Town Department Head
- independence in Public Safety, same as both Chiefs enjoy
-
budget 'protected' by Town Accountant
- Board of Health — no changes (eventually five members?)
- only strong collaboration in Reading between
Police/Fire/Heahh/Elder Services/Schools allowed such a
cohesive response in Reading, and thankfully the Town
Managers Hair never caught on fire
Ten years from now: this will be a well -accepted progressive model, perhaps
called Public Health & Safety, in MA
Page 190
Town of Reading, MA
Ea•cuilr. B,.nch
na. or o.9•nu.rl.n
Iwe xn T..,, u•..el
VOTERS
aCHOOL COr4MRTEE 3-T BOARD r a"m-
.••••,Tlllu:rBYl�
� 1 -
Proposed New Public Health Department
We have done a lot of thinking, planning and talking . a pandemic
added incentives to do so!
Now: Public Health division, one of many in Public Services
- regulatory responsibilities in PS/Community Development
- close collaboration with PS/Community Services esp EHS
- as a division, it never fit fully into either CD or CS
- collaboration with Fire/Emergency Management
Police/Fire/Health different regions in MA spelled disaster (one
can well understand why the Governor's 'Hair was on Fire' recently)
A ef�llai
Personal Thank You
Chuck Robinson, School Committee Chair &
Bob LeLacheur, Town Manager
271 2
Pages 48
FY22 Spending Scorecard
(s millions)
shared costs
2881
2843
-60%
Tom Goll
3006
3073
«22%
Salols
4666
4970
•21%
General Fund
105.63
10886
+32%
wstx
669
766
•112%
Sewer
6.74
730
•63%
S1onn Water
054
054
•04%
PEG Aecses
061
061
«00%
Entsrpdw F.M. 1476
16.11
•9.0%
TOTAL
120.32
124.67
N.9%
Proposed Organizational Changes
Looking ahead: not always easy, requires vision, wisdom & patience
• We did a lot of thinking, planning and talking;
• Reading Police were one of the earliest Towns to exit Civil Service,
approved by Town Meeting despite concems by a small group
concerned about employee rights, despite union support for the
proposal;
• Ten years later: it is:Qmp ilty accepted thpf this is the first step in
local police reform, ddcatlsq it leads lcbelter hiring practices and
more flexible discipline when needed, Reading Police Officers
continue to express strong support for this change.
mei
Proposed New Public Health Department
Proposed: New department in Public Safely (more details later on)
- nothing above changes
- independence as the ninth Town Department Head
- independence in Public Safety, same as both Chiefs enjoy
-
budget 'protected' by Town Accountant
- Board of Health — no changes (eventually five members?)
- only strong collaboration in Reading between
Police/Fire/Heahh/Elder Services/Schools allowed such a
cohesive response in Reading, and thankfully the Town
Managers Hair never caught on fire
Ten years from now: this will be a well -accepted progressive model, perhaps
called Public Health & Safety, in MA
Page 190
Town of Reading, MA
Ea•cuilr. B,.nch
na. or o.9•nu.rl.n
Iwe xn T..,, u•..el
VOTERS
aCHOOL COr4MRTEE 3-T BOARD r a"m-
.••••,Tlllu:rBYl�
� 1 -
Proposed New Public Health Department
We have done a lot of thinking, planning and talking . a pandemic
added incentives to do so!
Now: Public Health division, one of many in Public Services
- regulatory responsibilities in PS/Community Development
- close collaboration with PS/Community Services esp EHS
- as a division, it never fit fully into either CD or CS
- collaboration with Fire/Emergency Management
Police/Fire/Health different regions in MA spelled disaster (one
can well understand why the Governor's 'Hair was on Fire' recently)
A ef�llai
Personal Thank You
Chuck Robinson, School Committee Chair &
Bob LeLacheur, Town Manager
271 2
Personal Thank You
Chuck Robinson, School Committee Chair &
Bob LeLacheur, Town Manager
FY22 Budget
Enterprise Funds pages 171-182 lines W99 to Z99
2111111ill l r
Warrant Report Budast votes
Overview
pages 32-48
Shared Costs^
pages 49-54 lines 699 to F99
$19.11 + 3.8%
8 183-189
Town Government
pages 55-100 lines G91 to M92
School Department
pages 101-170 line U99
Enterprise Funds pages 171-182 lines W99 to Z99
2111111ill l r
FY22 Benefits (Line B99)
(Smunone)
Employee & Retiree Benefits
$19.11 + 3.8%
Retirement
$ 571 +63%
Pension Assessment 557 +65%
$19.11
OPEB 010 +00%
C99 Capital 2.55
Other 004 +00%
+400%
Medicare
$ 1.00 + 1,3%
Health Insurance
$ 11.80 + 2.7%
Premiums 1151 • 215%
+43.3%
Other 029 + 14%
0.20
Worker Compensation
$ 0.40 +122%
Indemnification
$ 0,13 + 1.6%
Unemployment
$ 0,08 - 21.1%
Pages 49-51
Budget Motion
Move that the Town appropriate the sum of:
$124,971,354' for the operation of the Town
and its Government for Fiscal Year 2022,
beginning July 1, 2022, with the amount
appropriated to be raised as set forth below.
-FINCOM
'Total is corrected for basic Town Manager math errors only in the
Enterprise Funds. Incorrect figure was listed as $125,129,001
-
Health Insurance Actual Spending Pages 49-51
Health Insurance FY11 to FY21
FI'OVIEI� 15 3S
sy r. w+0 aa1
=E= -0s." owt
s
272 3
Pages 49-5a
Shared Costs
is millions)
FY21 FY22
B99 Benefits $18.42
$19.11
Change
+36%
C99 Capital 2.55
3.57
+400%
D99 Debt 4,99
4.76
-4.6%
E99 Vocational Schools 0.55
0.79
+43.3%
F99 FINCOM Reserves 0.30
0.20
-330%
Shared Costs $26.81
$28.43
+6.0%
parposefrdll-high figura for ('apical r Debt: ex1ro r -me Cash added
to firnd
this so ns to nm detrocl f m rhe frmding ofthe Operations ofthe Schools or
7nlrn
-
Health Insurance Actual Spending Pages 49-51
Health Insurance FY11 to FY21
FI'OVIEI� 15 3S
sy r. w+0 aa1
=E= -0s." owt
s
272 3
FY22 Capital and Debt Overview
FINCOM F*Ucy: "The Finance ConuruTtee {FTNCOM) of the Town of Roading
Kure by astablimiles and odop6 a Debt S Capital Policy that a minimum of
5% of Revenue sha0 be dovoted Iv construct and replace the capital
plant of the community, both as debt repayment and annual payments as
part of the budget for capital items ..."
Planned capital +Debt spending
e� rrxs l�m,r. xo..,adrtm.seu.n ar sxsot
i„o:...xrruae ro,,,.r.,,p m„nn.nem.n
FINCOM gurdance Fall 2020 increase capital spending for a few years
PIrooQ9ed CeRital
Pages 51-53;183-189
FY22 Capital (C99)
s lull S3 510 ouo s30.M
$ 2501,
OPM Design for RMHS Turf(Treck
S 250k
OPM Design for Parker Roof
S 501,
Permanent Building Committee
$ 365k
School technology projects, phone upgrade, wiring design
$ 100k
Town technology projects
S 10k
Library— shelvinglequipment
$ 50k
Energy efficient improvements for downtown area
$ 40k
Senior/Community Center planning
$ 25k
Playground improvements at Tot Lot
$ 1.3mfl
Replace ladder truck #1
S 110k
Police Lasers (Mere will be a motion to strike this Rem)
S 400k
Road repairs
5200k
Skim coating, seal crack road repairs & sidewalk repairs
S 100k
Parking lot and fence improvements
$ 275k
Bucket Truck
$ 45k
Tinder and lawn mowers
Pages 51-53
FY22 Debt (D99) Pages 183-189
Deet 5nry S4,75B,72S 15$
debt premiums paid
S 6,957
within levy$1,963,844
schxsi Is ildnp
5 645.398
Allbuil,ings-energy
S 476,456
BuddN security
f 474,500
RMHS T111 IS
219,300
Roedwey/mfwvements
S 148.200
excluded from the levy
$2,791,802
Schools (ends 2024)
51,383,982
Library(snob 2025)
$1.407,900
FY22 Capital and Debt Overview
Response to FINCOM Request:
FY22: add $500,000 for Owner's Project Manager (OPM) and Design work on
Parker Roof project and the RMHS Stadium Track/Turf project
FY23: add $750,000 in anticipated debt service for these two projects,
subject to approval for Articles 13 & 14 of this Warrant
FY24: add $725,000 in anticipated debt service for these two projects
FY22-24: FINCOM supplies extra Free Cash to fund Mese projects
FY25 to FY32: debt service increases also — some capital items were
rearranged, or Mere was already room in the Capital Plan
F....,. .....,,.
U FY22 Capital (C99)
Electronic Control Weapons (Tasers)
Flswo 1. Mneeehuferr Lew Enforcement Awes'/ ECIN G.e.rth, 200E-2019'
_t
.— Frim.. •C
s
Hae
I
Be..NL10M
Va>r SMU..m
n rK,;c4�•xmr. 2x3
T1N
W+ss
Debt Authorizations
yCd '•�• stet 5eW fra aWx"W � aLeL W W
ewn„� � "� x..:o txswn lacy
273
Vocational Education (Line E99) Pages 53
& FINCOM Reserves (Line F99)
Vocational Education $788,000 +25.7%
This figure annually esflmOno erardmnem. and samallnn s no ads to be -marded
at a future Town Mactlne
FINCOM Reserves $200,000 -33.0%
1N FY21, PINCCM a raqua+lad snxlAO above retests fund Iave5 In order to
raspodd tb Cevfd•S9 Coen during the year, n orator 10 myoid a poseitdc nera to
°9lavnse cap a 8pecfa] Tom Mart g. In FY22, the 4ddifunal 510-,000 lu:
been tamoved to return To normal I -INC WA Reserve leveln.
- Ends presentation on Shared Costs -
'>•
`Lam
Page 48 6 55
Page 48 8 55
Town Government Overview
(personnel)
($millions unless
specified(
176 rwv
Admin services
325
330
+1 7M
P.M. S•rvices'
159
163
+22%
Fir—ce
093
095
+30%
P.M. Safety'
1246
1293
+38%
Pubic Works
630
646
+24%
Pubbe Library
1 s
193
+71%
Faca,Ees
373
353
-52%
TOTAL
30.06
20.73
+22%
+ Proposed changes to Public Health mflecied hereinq(er as completed
Public Services -2.2% Pages 64-72
Wages(H91)and Expenses (H92)
Wages $1.393,300 (+3.8%) Expenses $234,500 (-6.2%)
Wages
• Public Health moved to Public Safety
• Additional administrative support hours for part-time position
• Additional hours for part-time Recreation Coordinator
• Additional hours for part-time building inspector staff
Expenses
• Decreased need for support of our Veterans is projected
1•� Pages 57-63
Administrative Services +1.7°/9
Wages (G91) and Expenses (G92)
Wages $1,651,400 (-0.8%) Expenses $1.751.100 (+4.0%)
Wages
• 3451, decrease in elections costs, only one election in FY22 compared with 3
elections in FY21; -+275% increase otherwise
Expenses
• Higher legal, propertylcasualty insurance and certain technology expenses driven
by complexities brought on by the pandemic
Town Manager Reserves returned to pre -pandemic levels as Federal funding
obviated the need to plan continued higher funding levels
• Increase for Town Clerk records archiving project
�m
MW Finance +3.0% Pages 73-76
Wages (191) and Expenses (192)
Wages $801,350(+3.3%) Expenses $152,250(+1.1%)
Wages
• Additional hours for Accounting part-time support staff
Expenses
• Maintain Regional Assessing arrangement with Wakefield
• Professional development expenses increased slightly
• Modest increase to office supplies budget
274
5
Page 48 6 55
Town Government Overview
(personnel)
Ad— services
170
176 rwv
Pubric Services
248
222 Health moved out; support ste8
+5h sl k
Flmnes
118
lie Accountvg:
+5hrVwk
Public Safety
1152
1190 4.W" —so rE van+4 in
Pubic Works
436
442 s9dea bets mons wsrn•see
Pubic Library
234
249 Director Equdy 8 Social Justice +0 5
other
Fac ibas
110
110 Normo
TOTAL
247.4
260.8 +1A%
1•� Pages 57-63
Administrative Services +1.7°/9
Wages (G91) and Expenses (G92)
Wages $1,651,400 (-0.8%) Expenses $1.751.100 (+4.0%)
Wages
• 3451, decrease in elections costs, only one election in FY22 compared with 3
elections in FY21; -+275% increase otherwise
Expenses
• Higher legal, propertylcasualty insurance and certain technology expenses driven
by complexities brought on by the pandemic
Town Manager Reserves returned to pre -pandemic levels as Federal funding
obviated the need to plan continued higher funding levels
• Increase for Town Clerk records archiving project
�m
MW Finance +3.0% Pages 73-76
Wages (191) and Expenses (192)
Wages $801,350(+3.3%) Expenses $152,250(+1.1%)
Wages
• Additional hours for Accounting part-time support staff
Expenses
• Maintain Regional Assessing arrangement with Wakefield
• Professional development expenses increased slightly
• Modest increase to office supplies budget
274
5
Public Safety +3.8% Pages 77-64
Wages (J91) and Expenses (J92)
Wages $12.274,475 (+3.9%) Excertses $653,350 (+2.7%)
Public Health $ 375,400 + 8.4% Page 78
Fire/EMS $5,674,850 + 2.8% Pages 79-80
Police $6,014,400 +4.1% Pages 81-82
• Coalition $ 191,175 +23.4% Page 83
• Dispatch $ 677,000 + 4.5% Page 84
Funding may not move between any of these areas above without the
approval of the Town Accountant
if.jW �
•:
Fire and EMS Pages 79-80
Wages $5,467,650 (+3.0%) Expenses $207,000 (-2.5%)
Wages
• No staffing changes
• Increase in OT
Expenses
• Inerouaa In ALS Medical Suppllus
• Increase in Uniform and Clothing to outfit three new personnel as a result of
retirements
Supplies in Equipment is reduced as extra funding was included in FY21 to
cover the 10% match for an Assistance to Firefighters grant
Coalition Page 83
Wages $149,425 (+2.8%) Expenses $41,750 (+339.5%)
Wages
• No change in staffing;
• May add civilian mental health position in FY23
Expenses
• The deparlr..cnl 4A envisioned adding mental health staff to the Coalition
staff. Be- lire eed for mental health services has soared dudng the
pandemic to be 24/71365, the FY22 CoalNen budget will instead focus on
adding flexible outsourced services madatrle 24(7/365 while looking at
different options
ib{�ue��i
Public Health Pages 76
Wages $ 303,900 (+15.6%) Expenses $71,500 (-14.4%)
Wages
• New Department Head— Public Health Director
• Continued hour; for Interim Health Director
• Additional hours for Public Health Nurses and Health Inspectors
• These increases added to FY21 increase
Expenses
• Professional services for oulsourced review is reduced by elimination of one-
time BOH staffing study
,A�'
Police
Wages $5,714,300 (+4.3%) Expenses $300,100 (+0.2%)
Wages
• No change staffing levels
• Sergeant position is added from Patrol ranks in response to
anticipated Police Reform requirements'; expected to work closely
with Library Director of Equity and Social Justice
• Additional funding for Parking Enforcement and Animal Control
Expenses
• Professional development expenses increased to respond to new
requirements, once they are clarified*
RPU has achieved and maintained the highest level of Accreditation rn MA.
The new Police Reform legislation is underrevicie by the MA Accreditation Commission
Dispatch Page 84
Wages $639,000 (+3.0%) Expenses $38,000 (+5.6%)
Wages
Grant shown as offset to wages only per Town Accountant
Expenses
• Professional development expenses increased slightly
275
Public Works +2.50/6 total Pages 85-91
Division Wages (K91) and Expenses (K92)
Wages $2.881.475 (+3.3%) Expenses $843,500 (-0.2%)
Wages
• Full-time staffing remains unchanged
• Trust fund continues to pay a portion of Cemetery wages
Expenses
• Safety equipment and training required to meet OSHA regulations
• Line painting funding increased to include the entire town, and some high
traffic areas being painted twice
• Increase funding for shade trees
Page 92
Public Works
Street Lights (K94) and Rubbish (K95)
Street Lighting $150,000 (+3.4%)
• Costs continue to be modest
Rubbish $1,905,500 (+3.0%)
• Significant volatility in industry -long term contracts may or may not hold
• Significant increase in volume due to more residents spending time at home,
often working remotely during the pandemic
Public Works Page 92
Snow & Ice (K93)
Snow & Ice funding level funded at $675,000 (+0%)
�
t
Vision
READING
Evolving together a uity,strengthencol bo
communiwlion, equity, collaboration, and
Director of Equity and Social Justice
teaming
PUBLIC LIBRARY
- Toon departments
Core Values
Mission
Education
The Reading Public Library is a center and
Equity
resource for learning and civic engagement
Accountability
We provide a place and platform of, by, and
for the people who can benefit as
Access
individuals as well as contribute to the well-
and indrciduals
being of the community
Public Works Page 92
Snow & Ice (K93)
Snow & Ice funding level funded at $675,000 (+0%)
�
t
r.s�mp
f,zonaoo
�� —puesR
i � 'fes
--- MuM
soo,eoo _ .fpr A.0
ov mo
zoo 000
Director of Equity and Social Justice
Resource for
'Underfunded' on purpose: why eliminate teachers & public safety in case we have
a light winter (FY12 & FY16 & FY20) 7
r
Public Library +7.1% Pages 93-95
Wages (11-91) and Expenses (11-92)
Wages $1.544.550 (+7.8%) Expenses $387,400 (+4.1 %)
Wages
• New Director of Equity and Social Justice position
• Changes to shift schedules will eliminate need for overtime
Budget reflects one support staff that has been reworked to a Librarian I
position ri endaa M Mona gc growing cuggal and virlml eollecbow
Expenses
• Materials budget complies with 13% Municipal Appropriation
276 %
Director of Equity and Social Justice
Resource for
Summary of Essential
- Toon departments
Functions
- School department
- DEI' programs and ecenls
•°„•�•�'z"°'"
Civic organisations
- Residcnls
Work with and support tofrn
departments. community groups,
Reports to
and indrciduals
- Library Director
- Board of Library
- Pursue grants: application.
Tmslees
implementation. fiscal reporting,
=luations
276 %
Facilities -5.2% Pages 96-100
CORE Facilities (M91) and Town Buildings (11,1192)
CORE $3.184.100 (-5.5%) Town Bldgs $348,160 (-2.9%)
No change in staffing levels
Overtime is reduced from COVID-19 response levels
Some COVID-19 response expenses are not repeated in FY22
• Increase in maintenance and repairs budget in all schools and a few town
buildings to cover repairs on aging roots
Plumbing expenses has a small increase to address chronic stoppages at
several locations, often due to lower pandemic usage
Alarm expenses are increased as two additional buildings are now being
monitored
Ends presentation on Town Departments -
Panes 171
Enterprise Funds
Overview
The Select Board will hold a Public Hearing to set rates, probably in June 2021
Significant ongoing capital expenses in Water and Sewer
Huge jump in FY22 MWRA assessment is a direct result of increased FY21
water usage, with so many working from hems during the pandemic.
• A modest 4% increase in water usage's assumed which will offset rate
increases needed
I.
Pages 176-178
Sewer Enterprise Fund
(X99)
Rates estimated at+3.0 to +3.5% (Select Board Hearing upcoming)
• Wages+0.8%
• Overhead expenses +4 7%
• Operating expenses +0 0%
• Support to general fund costs +3 2%
• C Inn d a1 +6G.1 Yi
= Total Local costs +234%
Gross budget +6 1 %
• Ure Mngk Reserves to minimize rates (estimated pending Hearing)
= Net budget+4.5%
-> Increased usage means needed is. an I-
14 Pages 99-161
School Department
.�
Water Enterprise Fund Pages 172-775
p9s)
Rates estimated at+3.0 to +3.5% (Select Board Hearing upcoming)
•
Wages +1 7%
• Overhead expenses 7 7% (+8 6% prop 8 casualty ins , +41 7% OPER cont )
• Operating expenses +1-3%
• Support to general fund costs +3 2%
• G01rnl 6 Debi gunned ni+O.li
= T.W Local costs +6-855
• MWRA q.saes3mer1 4CAN IAi rniflcmi Incmaw In u%mt : aandgmN:]
= Gross budget+10.5%
• Use $1 mon Reserves to minimize rales (estimated pending Hearing)
= Net budget+8.8%
-> Increased water usage means needed rates ere loser
Storm Water Enterprise Fund r
(Y99)
Rates estimated as $60/residential SF home (unchanged, SB Hearing)
• Wages -6 7% no changes in staffing- lower due to staff turnover
• Overhead expenses +12 4% (increased OPER contribution)
• Operating expenses -10% (new OSHA safety requirements)
• Support to general fund costs +3 2%
• GaoiEal d Debt tg M.d at+05r6
Total Local costs +0.0%
• Use 190k Reserves to offset some capital costs (estimated pending F
Net budget +0.0%
FUTURE
_> Federal regulations impact– unknown but forecast very high for state
_> Local Infrastructure - 3 river projects
277
� �• �..
PEG Access Enterprise Fund Page Jaz
(Z99)
PEO Ao $812.600
1111"11 I II'!I II II
M/s1 MPJ P�1iY/x Wr
®aMlllMOf1IMT ! MW ! \ r / IlN
Budget Motion as amended
Move that the Town appropriate the sum of:
$124,971,354 for the operation of the Town
and its Government for Fiscal Year 2022,
beginning July 1, 2022, with the amount
appropriated to be raised as set forth below.
-FINCOM
278
`j
Impact ofCOVID Related Expenses
on FY23. School Department Budget
4i_�51,sa3 NNr4�T10 •.11r 663;m,4�, i3�
s 985.om c116,z50 3,LM s30sao0 334M
549,443,663 S456n". x59% 548,x62,663 397%
• Includes s20o,00003 one-time allocated COVID expenses in the FVu School Department
Final Budget
General Fund Expenses by Budget Category
5a5,,OHsv
,z•.:tt.�s
4ILZM.4.1
•11•l si3n
534.53e.3z] 33%
831.608
Bfi4,483
931.050
96),,05
gB3.8<3 ,>ti
1,0a9,443
4.313.,89
61
1.2n,P3
5.,11.216
3.903,510
5333.046 3311
3,939.355 3 611
,,568,848
648,195
3.574
19,,S61
3,386,433
69Soa,
3,e66,BBo
935413 » 3%
],n3.3,s
540.336.3)9
,L63,6P
54LPy3P
y43o
94L5.-541
fes°.f649 (3915.61 36%
548,413,663 519,691990 3611
General Fund Expenditures by Cost
Center
Changes in Cost Center Budgets
3 W
5+91
x111
'6"iw 69;9,uR
-a*w w sikk
.kffuk 6,,3s
n.,63 , se,n3
6e3,66,
46
�9
,+ 569.,16 a3.>59.306
5NaL565 36,033,9fe
,6, � 9 a oN
LNS,] 9 . 9
3.33LS'.5 ,59 .s !
3,5I6,3e4 3
3..33.ees 170¢x11
✓.31L•a
1.9xu9s 16x6re
,,663
J.u,.9a • 3
!9,695999
Changes in Cost Center Budgets
3 W
5+91
x111
1a36
44111
1311
•.311
3134
]6%
3411
,.9M
3.BM
68%
,1% 3BN
3.9%
3311
,03M
6511
3311
IP1
].aM
30 BM
34N S,N
3011
6,11
SSN
97%
37%
39N
So oN
8.311
6911 3BN
,.]N
,]N
e3N
4 4511
o6N
1 3BN
1.411
3 1511
,.611
—Is
7.3%
4011
3o$s
B 1-%
5911 0.,%
3 — 1.511
4311
3 6%
3,11
] 834
279
Financial Drivers - FYzz Budget (cont.)
Personnel:
A special education literacy coach (new position) to support and, mprove literacy practices in
all in -district special education programs and settings
• Funding for a o 3 FTE increase in an elementary specialist position to improve specialist
scheduling between schools at thee I, me ntey level (added in FY11).
• Funding for a 0.2 FTE Increase in amid dIe school PE/Healthpos,tionto imp rove scheduling at
the middle school (added in FYas).
Reduction of a i,o elementary FTE due to a bubble class moving onto the 61h grade.
Financial Drivers - FY22 Budget
• Wndmg of all mnvanual u,, end C— ru- f.—p,—r- end non rep„erred employed All fine
callenwe bazga,n.rg agreemenn ere md,ng ,n the cunent fiscal year and the School Committee wdI be
negouaung new agreemenn wdh each toll— bargaining unit
• rn,wn out of J.,,-, special <d—l.- tint„n end naniponal,on ,panes -,filen,., known and—.npated
mae,ed rata, , well as than,, and plennal Cheng,, in types of placemen,
• fvndmg fo, Grade 6 math cun,culum metn,als and —.n l uud„ —r—lum funding and ,n,lnl funding lo,
elm,enlary math c,rrnculum matwnh
• Funding t, conunue some of our remote learning curnculum mm,nal and tools that will become a core part of
our ins ru ,one, program
• Fund•,g lora Ineraay assdsmenl r„ elementary wudmn
• Mt paled mcreas,mregvla,ear, eIhlcu,.rd dba-m..... a, uansPombon We azr c.—Y mthe foal
yew or our -,gala day uansponal,on bus conuan and wdI be negol,atmg •new .9 --
Items not Included in FYzz Budget
• Not n,l,d,d,nlhnbudg,l are anyunannc,pal,dcoslsa,,o,,t,d wdh,,cr,as,s.n swd,nt enrollment,
homeless stud'nl s, English Language Learner students, or exlraordina,y sp,nal du—on —I, related to
out or dnlnct placement W n,on, ,amportabon, or other services as required by a student's mdrv,du,l—d1
,ducal ,on plan
• We closely track add,t„n al pot a nha l coslmn eases lh—ghout the fuca l year, and we will ke, p t he
Comm, te,,,f,,,,d If any una ntlnpal ed cods emerge
• In add,l,en, we have not budgeted any lu ndmgto, add,llon al COVID-aq related e.penses t hat may be
eed'd lost an lhe>o» as schoolyear If s—,,d funding forthoscexpenses(„ cle—ng, d, -f -,ng,
PPE, etc), we wfl work wdh town oH„uls to -,quid the n,ce,ary funding
Asmpnorym,, we closrfylmck add,,—,lp,1 l„ lrosrmorasrs rhmughoul rhrfiscalyrarandwrwillkrep be
[pmmrtr«mJormrd,J,ny unnnnaparrdcosrs rmrrgr.
280
:k'.=
Annual Town Meeting
Zoning Bylaw Amendment
Article 8
April 26, 2021
TOWN OF READING
Community Planning & Development Commission
CPDC Report to Town Meeting
At their public hearing of January 11, 2021,
the Community Planning & Development Commission voted
5-0-0 to recommend Article 8 to Town Meeting.
TOWN OF READING
Community Planning & Development Commission
Three Main Changes in Sections 2.0 & 5.0:
1. Modify & Expand pefmition of'Open Storage' into 'Outdoor
Commerce, Dining, Programming, or Storage' (Section 2.0)
2. Add it as an Accessory se to the Tables of Uses
(Sections 5.3.1 [in place of'Open Storage'] and 5.3.2)
Allowed in certain districts by Minor Site Plan Review (MSPR)
& Identification of'MSPR' acronym
3. fietrlovc 'Open Sturage as a Use by Special Permit (Section 5.6)
TOWN OF READING
Community Planning & Development Commission
Article 8
Zoning Bylaw Amendment
Sections 2.0, 4.0 & 5.0
Outdoor Commerce, Dining,
Programming, or Storage
TOWN OF READING
Community Planning & Development Commission
Why is this amendment needed?
• Bylaw lacks clear mechanism to allow businesses to use private outdoor
space for continuing operations
Benefits of this amendment:
Creates clear and consistent process for a range of uses and activities
Sets parameters while allowing flexibility for businesses to be creative
• Provides a public process for abutting property owners and tenants
Adds vitality and builds resilience in Town even beyond the pandemic
itq
TOWN OF READING
Community Planning & Development Commission
1. Modtfy 8 Expand Definition of'Open Storage' into 'Outdoor
Commerce, Dining, Programming, or Storage' (Section 2.0)
Open -SterageOutdoor Commerce, Dining, Programming, or Storage: An
y use involving The relocation or extension of indoor commerce,
dining, programming, or storage eutdeeRo outdoor areas, as an accessory
use, on the same lot as a lawful principal usestorageor-d,sy4ay-af-retaetgeods
feF sale.
4 Outdoor Commerce, Dining. Programming, or Storage: The relocation or
oxten$Eon of Indoor camnrerce, dining, programming. or storage io outdoor areae,
as an accessory uas, on the same Sot as a lawful poridpal use.
281 1
TOWN OF READING
Community Planning & Development Commission
2. Add it as as Accessory Use to the Tables of Uses
(Sections 5.3.1 [n place of'Open Storage'] and 5.3.2)
Allowed in certain districts by Minor Site Plan Review
5.3Table of Uses
5.3.1 Table of Uses for Business and Industrial Districts
�NCCOWIIr alp W!R -- I --
ala = Wl4
�Rn�rerrrr�� axerld
.ate+« �^�F�a•a'eae FaaAMP4 sPR 1•+rrrPa N .
6 Also allowed by MSPR in the Downtown Smart Growth District 14OR Overlay). Not
applicable to Home Occupation or Special Nome Occupation uses in any district.
air glTi:',�
TOWN OF READING
Community Planning & Development Commission
Adding it to the Tables also requires identification of the acronym:
5.2 General Requirements
5.2.1 Use regulations for all uses shall be as specified in Section 5.3.1, the "Table of
Uses for Business and Industrial Districts," and Section 5.3.2, the "Table of Uses for
Residence Districts " In Mese tables, "Yes" denotes a use permitted by right in a particular
district; the letters "SPA" denote a use permitted in a particular district only by Special
Permit from the Zoning Board of Appeals; the letters "SPS" denote a use permitted in a
particular district only by Special Permg istrm the Board of Selectmen; the letters "SPP"
denote a use tla
permitted in a particsr dlatsxt only by Special Permit from Me Community
Pommino oroi DeYalapmenj Cama1¢airm (CPDC): tlla loffors'%FHPR'• danota a ciao
pe—iffi of In a porticular dFofct only by 4flrlw Site P[Rn Review from 1ha CPDC,
ommsa approved as part of a taw lo Site Pian Rovleappffcac n; -Nv- dc -et a use
prohibited in a particular district
TOWN OF READING
Community Planning & Development Commission
Three Main Changes in Section 4.0:
1. Adds Outdoor Commerce, Dining, Programming, or Storage
as trigqur for Minor Site PEan Rev -low (Section 4.6.2.3)
2. Modifies and Clarifies PrGueda s for:
• Submittal Requirements (Section 4.6.3.2)
• Notification to abutting owners, businesses & tenants (Section 4.6.3.2)
• Minor Modifications (Section 4.6.3.2)
• Waivers (Section 4.6.3.3)
3. Esta bl Ieh s Crilnria for Approval for Outdoor Commerce, Dining,
Programming or Storage applications & a Remedy fat Ongoing Non -
Compliance (Section 4.6.3.4)
TOWN OF READING
Community Planning & Development Commission
2. Add it as an Accessory Use to the Tables of Uses
(Sections 5.3.1 [n place of'Open Storage'] and 5.3.2)
Allowed in certain districts by Minor Site Plan Review
5.3 Table of Uses
5.3.2 Table of Uses for Residence Districts
sss
� 41! IIW ap PFDa
L.N Mb AJA PIIDY
4xa
Wrtlew Cwm,rrt4 aNq. Prop,rnNrp, allvepN MSPR MSPR MPR Ne No
4 Applicable to legally existing businesses in residence districts, where the principal use of
the site is commercial. Not applicable to Home Occupation or Special Home Occupation uses
in any district.
TOWN OF READING
Community Planning & Development Commission
3. Ramnve 'Olsen Storaee' as a Use by Special Permit (Section 5.6)
s.6.t-0p.4storaaa
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i,a.7.a--process
p.pp:.y',x IIJ,narled..n xs.amaree-wHlfo.a
TOWN OF READING
Community Planning & Development Commission
1. Adds Outdoor Commerce, Dining, Programming, or Storage
as l Ioaar for Minor Sim Pian Ravigw (Section 4.6.2.3)
4,6,2.3 Except as otherwise specified in Section 4.6.2.1 or5ection 4.6.2.2, Minor Site
Plan Review is required if the proposed construction, modifscation to use, or site
alteration involves any of the following:
a Exterior alteration of 500 square feet or more of horizontal or vertical
area that is limited to doors, paint, awnings, railings, step replacement,
handicapped ramps or building code compliance measures, for a site
within the Business 6 Zoning District;
b Redevelopment or alteration of a site, or the interior of a building, in
such a manner that the proposed site or building function is anticipated
to generate unreasonable visual or auditory impacts to abutters;:
e An existing site that becomes a nuisance to public health, safety or
welfare (Le. due to routine traffic spillover, excessive site
illumination beyond the hours of operation, etc -)as evidenced by
substantiated complaints to the Police Department and/or Public
Services Office; or:
282 2
TOWN OF READING
Community Planning & Development Commission
2. Modifies and Cta rifias Procedures for:
Submittal Requirements (Section 4.6.3.2)
4.6.3.2 Minor Site Plan Review Procedures
The Applicant shall submit to the CPDC through the Community
Development Director, one electronic copy and six two (26) printed sets of
glans documents showing including the following:
1 A complete application, including authorization from the property owner;
2 .1 A written narrative explaining the proposed changes;
3 a Photographs of the existing site or area to be altered; and
4 d A rendering, site plan, plot plan or sketch
--> Adds requirement for completed application
& authorization from property owner
ter ji7' I=
TOWN OF READING
Community Planning & Development Commission
2. Modifies and Clarifies Procedures for:
Minor Modifications (Section 4.6.3.2)
Minor Modifications to an approved Minor Site Plan Review shall be subject to the
provisions of Sectlon 4.6.9.2.
4.6.9.2 allows Minor Modifications to be handled by staff
or by CPDC [staff check in with Chair first]
TOWN OF READING
Community Planning & Development Commission
3. Establishcs Cr)tbria fnr Apuroval for Outdoor Commerce, Dining,
Programming, or Storage applications (Section 4.6.3.4)
4.6.3.4 Criteria for Approval —Outdoor Commerce, Dining, Programming, or
Storage
When reviewing an application for Outdoor Commerce, Dining, Programming, or
Storage, the CPDC will consider and may impose limitations and/or conditions
related to the following criteria:
a Duration of Use- hours of operation, seasonality, and recurrence of the use;
b Site Circcc
Circulation & Aess- adequacy of pedestrian, vehicular, and emergency
cc
aess to and movement through the site;
c Parking- availability of and impact to parking;
TOWN OF READING
Community Planning & Development Commission
2. Modifies and Clarifies Procedures for:
Notification to Abutting owners, Businesses & Tenants (Section 4.6.3.2)
For Minor Site Plan Review by the CPDC, the Applicant shall also submit one
(1) set of postage stamped addressed envelopes in order for the
Community Development Director to mail notification of the Minor Site
Plan Review to abutters. For applications under Outdoor Commerce,
Dining, Programming, or Storage, notification will also be provided to
businesses and tenants located on the site and within a 300'radius of the
site, at a minimum.
4 Adds requirement for staff to notify businesses & tenants
within a 300' radius of the site, i more.
TOWN OF READING
Community Planning & Development Commission
2. Modifies and Clarifies Procedures for:
Waivers (Section 4.6.3.3)
frements
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'"dingaone 6"S vpon•Fhodmgtlw4fhere-wtnhrnea4verceimpaet-0n
4.6.3.3 44.3A Waiver of Parking, Loading Space and Related Design Requirements
Iw[heaasinessJ73dactc
Upon the Applicant's request and submission of supporting documentation,
the Community Planning and Development Commission may waive or
reduce the requirements of Section 9.1
HistrietsuPon a finding that there will be no adverse impact on surrounding
areas.
4 Combines two very similar paragraphs & expands
potential for parking waiver to Ind, Res & Overlay Districts.
OMNI;� TOWN OF READING
Community Planning & Development Commission
3. Criteria for Approval C04.0 (Section 4.6.3.4)
d Intensification of Use—whether the proposal will expand or intensify the
principal use;
e Structures & Furnishings -dimensions, methods for securing/storing, and
specifications for all proposed structures and furnishings to be used;
f Materials & Products- materials and products displayed or stored shall be for
sale on-site, and not for distribution, and shall not generate dust, noise or other
objectionable effects, or create a hazard to the community on account of fire,
explosion or any other cause;
g Lighting, Heating & Sound- details regarding any proposed outdoor lighting,
heating, or sound -generating devices, as well as specifications regarding any
utility extensions for such;
283
TOWN OF READING
Community Planning & Development Commission
3. Ciite+la for Anaroval Cont'd (Section 4.6.3.4)
h Whacks- proximity of structures and activities to property lines;
i Visual Impact- measures to address the effect of the use (such as plantings,
fencing, sculptures, trellises, artwork, etc ) on neighbors;
j Signage -justification for any desired temporary signage;
k ^.ompeting Uses & Neighborhood Coordination- consideration for how the area
is used throughout the day, and at night, and accommodations for the needs of
neighboring uses.
allyl l F�`� lac
TOWN OF READING
Community Planning & Development Commission
3. ....and a Remedy for Can ai nu Non -Compliance
Compliance with Decision of Approval
Should an applicant fail to comply with the limitations or conditions contained in a
minor site plan decision of approval issued for Outdoor Commerce, Dining,
Programming, or Storage, in addition to any and all other methods of zoning
enforcement available to the Town, the applicant may be required to propose
solutions to staff and may be required to return to the CPDC to amend the
decision of approval. Ongoing failure to comply with conditions contained in a
decision of approval issued hereunder shell result in rescission of the decision of
approval.
4 This language will be added as a Condition to all
Decisions of Approval.
284
TOWN OF READING
Select Board
Maillet Land Transfer
Article 17
May 10, 2021
TOWN OF READING
Select Board
Benefits of Proposal
Uncomplicates management of the land;
Ratifies commitment to protect the land in perpetuity;
Increases size of existing conservation land (Morgan & Somes);
• Protects the wildlife corridor between Summer Avenue (Thelin Bird
Sanctuary) and Lowell Street;
Helps protect headwaters to the Aberjona River, an important Town
and regional resource;
Adds land to the Town's Open Space inventory
TOWN OF READING
Select Board
Land Transfer Request
To see if the Town will vote to transfer the care, custody,
management and control of the Maillet Land to the Reading
Conservation Commission for the sole purpose of open
space management,
The Maillet Land consists of two parcels off Lowell Street
and Willow Street, shown on Assessors' Map 26 as Lots 50
& 32 (previously referred to as Plat 99, lots 2 and 21), which
together contain -5.62 acres of land.
TOWN OF READING
Select Board
What is Proposed
Transfer the care, custody, management and control of the two Maillet
parcels to the Reading Conservation Commission for open space mgmt.
Importance of Proposal
This is a clerical action with immeasurable benefits
Ml TOWN OF READING
Select Board
Background Information
1985: two Maillet parcels taken by Town as tax -possession land
• 1986: Chair of Cons Comm requests Maillet parcels be given to Cons
Comm under authority of Article 17 of 1937 Annual Town Mtng, BOS
ostensibly makes this transfer
• 1999: despite 1986 action, Mail let parcels still on Tax Possession List
285 1
TOWN OF READING
Select Board
Recent Steps
2018: Town Counsel unable to find any records validating 1986
transfer & ruled that prior attempts were incomplete
2019: Select Board voted to ratify Cons Comm's management of the
two Maillet parcels and to authorize the Cons Comm to continue
managing the land
2021: Select Board voted to declare two Mail let parcels surplus & to
recommend Article 17 to Town Meeting
On April 281h, the Conservation Commission voted to recommend
Article 17 to Town Meeting
TOWN OF READING
Select Board
Benefits of Proposal
Uncomplicates management of the land;
Ratifies commitment to protect the land in perpetuity;
Increases size of existing conservation land (Morgan & Somes);
Protects the wildlife corridor between Summer Avenue (Thelin Bird
Sanctuary) and Lowell Street;
Helps protect headwaters to the Aberjona River, an important Town
and regional resource;
Adds land to the Town's Open Space inventory...
286 2
Annual Town Meeting
General Bylaw Amendment
Article 18
May 10, 2021
TOWN OF READING
Community Planning & Development Commission
CPDC Report to Town Meeting
At their meeting of April 12, 2021,
the Community Planning & Development Commission voted
5-0-0 to recommend Article 18 to Town Meeting
TOWN OF READING
Community Planning & Development Commission
Why is this amendment needed?
To comply with the more stringent requirements of the 2016 MS4 Permit
What is MS47
MS4 ='municipal separate storm sewer system' federaVstate permit that governs
discharges from Reading's storm drain system to rivers & streams
Should we have updated this bylaw in 20167
The 2016 MS4 was immediately challenged in federal court and was in litigation
until Dec 2020 However, Reading staff have been asking developers to comply
with it since 2016,
TOWN OF READING
Community Planning & Development Commission
Article 18
General Bylaw Amendment
Section 7.9
Stormwater Management
and Erosion Control
TOWN OF READING
Community Planning & Development Commission
What is the Stormwater Management & Erosion Control Bylaw?
A General Bylaw requiring review of stormwater management and erosion control
measures before, during, and after construction of development projects that
disturb 1+ acre.
Why is this review important?
To ensure that stormwaler discharges from larger construction projects do not
adversely impact Reading's storm drain system, or Reading's lakes, ponds, rivers
and streams, or the waterbodies to which these drain
Who administers the Bylaw?
CPDC or Cons Comm if development tract is jurisdictional, with technical review
and support from the Town Engineering Division
TOWN OF READING
Community Planning & Development Commission
Proposed revisions do the following:
• Remove exemption for projects permitted under the Wetlands Protection Act
o MA Stormwater Standards required by WPA are not sufficient
o Cons Comm will retain permitting authority & use MS4 standards
4 MS4 standards already applied during Town Engineering review
• Allow CPDC to determine applicable precipitation dataset for runoff calcs
4 Town Engineer already requires more updated dataset
• Define'Low Impact Development' & require it unless infeasible
4 Best practice should be explicitly required in Bylaw
• Define'Critical Areas' and'Impaired Waters' & require depiction on plans
• Clarify definition of'Common Plan of Development or Sale'
• Make minor corrections
287 1
TOWN OF READING
Community Planning & Development Commission
Definitions (Section 7.9.2)
7923 Common Plan of Development or Sale
Any plan refledcd in an annouocernent. dacurnenlabon or phyekel
derllatcatlon Indicating 7dwtmulflpla rhstinct
ccnsuucgon ocOrleeo are or may tie�urdarlokan on a Slle or on
contiguous Sites, either simultaneously or at different times or on
different schedules,thatare shown under one (1) plan For example,
if a developer buys a 20 -acre lot and builds roads, installs pipes,
and runs electricity with the intention of constructing homes or
other structures sometimes in the future, this would be
considered a larger common plan of development or sale. If the
land is parceled off or sold, and construction occurs on plots that
are less than one acre by separate, independent builders, this
activity still would be subject to stormwater permitting
requirements if the smaller plots were included on the original site
plan.
4 Stormwater permitting requirements apply to whole
development tract, even if carved up.
TOWN OF READING
Community Planning & Development Commission
Definitions (Section 7.9.2)
7.9.2.10 Impaired Water
A water is impaired if it does not meet one or more of its designated
use(s) For purposes of this Bylaw, Impaired Waters are those
classed as categories 4 and 5 of the five-part categorization
approach used for classffying the water quasty standards attainment
atalof for wator segments undcr rho U. 5. EPA TotW Maximum Dally
Load (TMDL) program This classification is done by the
Massachusetts Department of Environmental Prolection in its
"Integrated List of Waters," pursuant to Clean Water Act Section 303(d)
(33 USC Section 1313(d)) and 40 CFR Section 130.7(b)(4).
'Impaired Water' Defined and Required on Site Plan:
7.9.7.2 Site Plan
The Stormwater Management Plan shall include a site plan, stamped
and certified by a qualified Professional Engineer registered in
Massachusetts, containing the following information:
Identification of all impaired waters to which
sto%water from the site will discharge directly or
TOWN OF READING
Community Planning & Development Commission
...LID Added (Sections 7.9.5 & 7.9.7)
1951 Stormwater PermitApplication
Prior to the commencement of any activity regulated by Section 7 9,
stormwater permit application shall be filed with the CPDC, including:
A narrative describing the incorporation of LID
strategies as defined in Section 7.9.2.12;
9 7 1 Design Standards
The stonTwater management measures set forth in the Stormwatl:
Management Plan shall be designed to meet Standards 1-6 (for Ner
Development) or Standard 7 (for Redevelopment) of th
Massachusetts Stormwater Management Standards, as well as an
post -construction design requirements adopted under Section 7.9.3.1
In addition, LID site planning and dealgn strategies shall b
incorporated unless infeasible in order to reduce the discharge o,
stormwater.
-> LID Required unless infeasible...
TOWN OF READING
Community Planning & Development Commission
Definitions (Section 7.9.2)
7.9.2.5 Critical Area
Any of the following: An Outstanding Resource Water or Special
Resource Water as designated in 314 CMR 4.00, a recharge area
for a public water supply as defined in 310 CMR 22.02 (a Zone I,
Zone II, or Interim Wellhead Protection Area for a groundwater
source or a Zone A for a surface water source), a bathing beach
as defined in 105 CMR 445.000, or a cold -water fishery as defined
in 310 CMR 10.04.
4'Critical Area' Defined and Required on Site Plan:
7.972 Site Plan
The Stormwater Management Plan shall include a site plan, stamped
and certified by a qualified Professional Engineer registered in
Massachusetts, containing the following information:
Identi loatlon of all orttical areas and tributaries to
critical areas within the geographic area shown on the
plan;
TOWN OF READING
Community Planning & Development Commission
Definitions (Section 7.9.2)
7.9 2.12 Low Impact Development (LID)
Systems and practices that use or mimic natural processes
resulting in the infiltration, evapotranspiration or use of
Stormwater LID includes, but not limited to, the following:
Site Design: Environmentally sensitive site design approaches
such as minimizing impervious surfaces, fitting the
development to the terrain, preserving and capitalizing on
natural drainage systems, and reproducing pre -development
hydrologic conditions; and
Systems: Stormwater management systems modeled after
natural hydrologic features to manage rainfall at the source
using decentralized microscale controls, such as bioretention
facilities, rain gardens, vegetated rooftops, rain barrels, and
permeable pavements.
-) LID Defined and Added throughout...
TOWN OF READING
Community Planning & Development Commission
Definitions (Section 7.9.2)
7924316 Operation and Maintenance Plan (O&M Plan)
A plan establishing the functional, financial and organizational
mechanisms for the ongoing operation and maintenance of a
Sstormwater Mmanagement Ssystem
7922427 Stormwater Management Plan
A document containing sufficient information for the Community
Planning and Development Commission (CPDC) to evaluate the
environmental impact, effectiveness and acceptability of the measures
proposed by the applicant for reducing adverse post -construction
impacts from stormwater, including controlling stormwater runoff and
promoting infiltration
--> Minor Corrections or Clarifications
288 2
»kms
TOWN OF READING
Community Planning & Development Commission
Responsibliity for Administration (Section 7.9.3)
7 9 3 Responsibility for Administration
The -0evalopme+ll Cammi651on (CPDC) shall
administer, implement and enforce Section 7 9, with assistance from the
Building Inspector, except as provided in Section 7.9.3.3 for projects within
the jurisdiction of the Conservation Commission Any powers granted to
or duties imposed upon the CPDC, except the power to hear appeals, may be
delegated in writing by the CPDC to other employees or agents of the Town.
Projects disturbing 1+ acre:
• If CPDC review only, CPDC issues SW Permit
• If Cons Comm review only, Cons Comm issues SW permit
• If both, Cons Comm issues SW permit
For all projects, Engineering Division does technical review
TOWN OF READING
Community Planning & Development Commission
Responsibility for Administration (Section 7.9.3)
7 9 3 1 Rules and Regulations
The CPDC may adopt, and periodically amend, rules and regulations
to effectuate the purposes of Section 7.9 or to implement any post -
construction design requirements of the Town's NPDES stormwater
discharge permit The rules and regulations may specify the
precipitation estimates to be used when calculating stormwater
runoff for drainage system design. Failure by the CPDC to
promulgate such rules and regulations shall not have the effect of
suspending or invalidating the requirements of Section 7 9
Town can (and already does) require applicants to use
more recent rainfall data
TOWN OF READING
Community Planning & Development Commission
Responsibility for Adminjstraflcn (Section 7.9.3)
7.9 3.3 Projects Within Conservation Commission Jurisdiction
In order to avoid duplicative permitting proceedings, for activities
regulated under Section 7.9 that will be undertaken wholly or
partly within the jurisdiction of the Reading Conservation
Commission and require stormwater review under 310 CMR 10 00
or the Reading Wetlands Bylaw, the Conservation Commission
shall serve as the permitting authority for the stormwater permit
required by Soatlon 79A.1- For those prol�ts, the Conservation
Commission anall have rho rely, powem arta dutlel assigned to
the CPDC In this Section 7.9, except the power to adopt
regulations. The CPDC'a Stormwater Regulations shall apply to
those projects, with the Conservation Commission substituting
for the CPDC in carrying out the permitting as specified in this
Section 7.9 and the CPDC's Stormwater Regulations. The
Conservation Commission may adopt its own procedures to
govern the mcGM1 attics W submission and review of permit
applicallons.
4 Avoids duplicative permitting & ensures that same
SW Regs apply to all projects
TOWN OF READING
Community Planning & Development Commission
Applicability (Section 7.9.4)
7942 Exempt Activities
The following activities are exempt from the requirements of Section
7 9:
Awo;tiae.maf.are.aghjoct.m. rho-prodction or -the Cense Wiorr. commission
undeF seedon 7.1 or -MGL Clsaplef-731 3ec1g.40 and its implamsntrmj
regulations; dvrngnslrate compliance with rha4fassae1a,saits_ swrmwator
Manag.-09tandards, as reflected m.as Order o[•Corrditions;. and are.ln
cnmplianc wi71,-th4:aggiromgnrc-of-shaFaraur-0f-Candnions,
Projects subject to the WPA still require SW Permit, b/c
as --s Stormwater Mgmt Standards are not sufficient
289
Town of Reading
For the PAC Audience
use RPS GUEST
WiFi password: none
Annual Town Meeting
April 26, 2021 ��, { r
Pepes 4-5
2021 Annual Town Meeting
Article 4 (continued)
FY23 General Fund: +$10,000 net changes
$ 60,000 GIS Flyover- planimetric (Adm Svc)
-$ 50,000 items removed or reduced (details in a moment)
FY21 Enterprise Funds: no changes
FY22 Enterprise Funds: Stormwater+$100,000
$ 100,000 additional funding for drainage projects
Debt changes:
Water .$121,481 MWRA Lead Removal (startup delayed by one year)
Sewer -$114,025 Debt service reduction
Storm -$103,372 Debt service reduction
FY23 Enterprise Funds: no changes
.-- Papas 5g
2021 Annual Town Meeting
Article 5
FY21 General Fund budget {continued]:
Line Description
Decrease Increase
191 -Finance Accounting OT 53,000
$3,000
Wages
192 -Finance Assessor's revaluation $70,000
$70,000
Exp (now every five years)
J91 -Public Fire buyback $53,000 (retirements)
$157,000
Safety Wages Dispatcher OT $50,000
Police buyback $54,000 (retirements)
K93 -Public Estimate as of 3/1521
$50,000
Works Snow 6
Ice
Subtotals
$496,600 $390,000
Net Operating Expenses
$106,600
Xferto Enterprise funds
$16,300
66,300
Xferto RMLD OPEB Trust
$
Pe9ee 45
2021 Annual Town Meeting
Article 4
Adds, removes or changes items in the FY21-31 Capital
Improvements Program -does not authorize any funding for
these items:
FY21 General Fund: SO net change
$ 0 OPM/Design -Police Station (funded with Fac. Core surplus)
FY22 General Fund: +5375,000 net changes
$250,000 OPM/Design RMHS Stadium Track &Turf Field (debt FY23)
$250,000 OPM/Design Parker MS Roof (debt FY23)
$ 50,000 Downtown Energy Efficient projects
-$ 50,000 Fac Bob Cat skid steer (use FY21 Facilities Core surplus)
4
13,600
66,300
125,000 Town Hall generator (Health moving to Police Station)
2021 Annual Town Meeting
Article 5
Authorizes these changes to FY21 General Fund budget:
Line Description Decrease Increase
B99 Benefits Health Insurance Premiums 3500,000 $456,600
Health Insurance Offsets 1600,000
OPEB allocation +$693,400
111 F Pending Retirement wages $150,000
E99 Vocational Essex North +$25,000 $35,000
Education Minuteman +$10,000
G91 Admin Services Elections $10,000 $10,000
Wages
G92 Admin Servlcs Legal services $45,000 $65,000
F-xP Postage (elections) $20,000
H92 Pub. Serv. Veteran's Benefit $40,000
$
40,000
Exp `
P". 56
2021 Annual Town Meeting
Article 5
Authorizes these changes to FY21 Enterprise Fund budget:
Line Description Decrease Increase
W99 Weer OPE$auocarron •553,800 $13,600
Enterprise Fund
Subtotals $13,600
Net Operating Expenses $13,600
From %kr from Ganural Fund $
290
13,600
290
. •� Pages 5-6
2021 Annual Town Meeting
Article 5
Authorizes these changes to FY21 Enterprise Fund {continued[:
—
ti.
Line Description Decrease
III Increase
Article 5
X99 Sewer OPEB allocation +$3,500
Enterprise Fund
$3,500
Line Description Decrease
Increase
Subtotals
$3,500
$1,201
Net Operating Expenses
$3,500
1,200
From Xferfrom General Fund
$3,500
$1,201
2021 Annual Town Meeting
Article 7
Other Post Employment Benefits (OPER)
Pages G7
Move appropriated funds to the OPEB Trust
$793,400 General fund ($100k+ $693,400 approp, in Art. 5)
$ 73,600 Water Enterprise Fund ($60k + S1 3,6k approp, in Art. 5)
$ 25,500 Sewer Enterprise Fund ($22k +$3 5k approp, in Art.5)
i 11.200 Storm Water Fnlononsa Fd. (10); + $1 2k aonr. in Art- 51
$903,700 in total (Orig. Approp. $192k+ $711.7k from Art. 5)
Pagan 13-15
l 2021 Annual Town Meeting
Article 9
Authorizes Revolving Funds Annual Spending Limits and
amends Section 6.5.2 of the General Bylaw:
6 5 2Inspection Revolving Fund
Funds held in the Inspection Revolving Fund shall be used for legal costs, oversight
and inspectaon, plan review, property appraisals and appeals, public services general
management, pedestrian safety improvements, records archiving, and other costs
related to building, plumolng, wining, gas and other permits required for large
construction projects and shall be expended by the Town Manager Receipts credited
to this fund shall include building, plumbing, wining, gas and other permit fees for
the Schoolhouse Commons, The Metropolitan at Reading Station, Postmark Square,
20-24 Gould Street 467 Main Street, 0aktree, Addison-WesleylPearson, and Johnson
Woods, Eaton Lakeview [7,7.25 Ukewlaw A "wo and 128 Eaton $treed}, 258 Main
Street 267 Main Street 591 Mein Shot, 25 Haven Stree4 and 18.20 ftbum Street
developments
Pages 13-15
2021 Annual Town Meeting
Article
—
ti.
Pages 5-6
2021 Annual Town Meeting
Article 5
Authorizes these changes to FY21 Enterprise Fund (continued):
Line Description Decrease
Increase
773 ...... _
9 Slormwater OPER allocation +$1,200
$1,201
Enterprise Fund
1,200
Subtotals
$1,201
Net Operating Expenses
$1,200
From Xfer from General Fund
$
Pages 13-15
2021 Annual Town Meeting
Article
1,200
8
3 1' �
;{r'. Pages 1}15
av 2021 Annual Town Meeting
Article 9 continued
Authorizes Revolving Funds Annual Spending Limits
Conaervetlon CorreWBng $73,326 $25,000
Inspections $790,417 $250,000
Public Health Clinics b Services $25,676 $25,000
Library Fines and Fees $6,764 $15,000
Matters Cabin Operating none $70,000
Town Forest none $
291 2
70,000
291 2
Paaea 16
2021 Annual Town Meeting
Article 10
Affordable Housing Trust Fund Allocation Plan
Pursuant Io.Arlicle 10 of the 2022 Annual Town Meatin an Affordable
Housing Trust Fund Allocalwn Plan for IN Fiscal Year 2x22 in accordance
with the provislons of Chapter 140 of She Acts or 2001 is os follows:
Available Balance— Unrestricted Funds: $ 367,252
Available Balance— Restricted Funds $ 0
rie[ s! c?od furl shall be used for the following purposes:
• $10,000 or a maximum of 5% for administration of Affordable Housing
• Romamder forconslruatag affardiWe howinp(kckding loan" grans
programs): or for Maintainmg and lhtproving a ordobilily of existing housing
stock; or for ihE purchase of orl2np houaing stock to add it to or malntain
it as a part or the existing aflordehhle housing inventory.
J � � Pages 17
2021 Annual Town Meeting
Article 12
Accept Clause 22H MGL Ch.59 Section 5:
Adoption of Clause 22H will provide tax relief to Gold Star
parents, who have suffered the loss of an immediate family
member who died serving in a time of conflict.
Assessing staff are unaware of any Gold Star parents living in
Reading.
2021 Annual Town Meeting
Article 13
Debt Authorization — RMHS Turf Replacement
• Turf— call it $2 million rounded
— $185,000 Generalconditions(15%)
— $373,500 Existing Conditions (remove turf & infill beads for
74,100 sq fit)
— $14,000 New goal posts & pads
— $21,000 re -roll stone surface; regrade endzone D
— $815,550 exterior improvements (laser re -level, field turf, organic
infill, base prep, other)
— $113,000 bonding/pennitting/insurance, GC overhead/profit
— $285,000 10% contingency & 8% escalation
— Possible add -alts ($36k scoreboard; $48k sound system)
r—� Pages 17
2021 Annual Town Meeting
Article 11
Accept Clause 22G MGL Ch.59 Section 5:
Enables veterans who own property in a trust that is no a life
estate to apply for their earned Veteran's Disability Exemption
that is reimbursed by the state.
• Reading has 150 residents that qualify yearly for a disabled
veteran's exemption.
Assessing staff does not expect a significant number of new
applicants by accepting this clause.
2021 Annual Town Meeting
Article 13
Debt Authorization — RMHS Turf Replacement &Track Resurfacing
Project costs $3 25 million - $250,000 capital request in the FY22 budget plus
$3.0 million debt authorization to complete the project.
The capital request will fund the design work and securing an Owners Project
Manager, which is required under procurement laws for this scope of work
Preliminary design work will proceed from July to November -20211
The project would be bid out for expected construction between April 2022
and August 2022
The Field and Track would be expected to be ready for Fall 2022 sports
season.
Pages 17-18
2021 Annual Town Meeting
Article 13
Debt Authorization — RMHS Track Resurfacing
• Track— call it $1 million rounded
— $105,000 General conditions (15%)
— $282,500 Existing Conditions (plastic curb remains, remove
70,609 sq ft hack surface)
— $35,400 Concrete (patch asphalt track base)
— $371,000 Polyurethan track surfacing 70,609 sq ft
— $63,000 bonding/permitting/insurance, GC overhead/profit
— $160,000 10% contingency & 8% escalation
— Possible project add alt (ropes course $302k)
292 3
�' ,`t:.l ••� Pages 16-19
2021 Annual Town Meeting
Article 14
Debt Authorization - Parker Middle School Roof
Project costs $2 95 million - $250,000 capital request n the FY22 budget plus
$2 7 million debt authorization to complete the project
The capital request will fund the design work and securing an Owner's Project
Manager, which is required under procurement laws for this scope of work
• Preliminary design work will proceed from July to November2021
• The project would be bid out for expected construction between June 2022
and August 2022
• This project is expected to be completed in time for Seplember2022 school
opening
• The roof includes about 105,000 square feel to be replaced, at an estimated
cost of $251 sq It (—$2 63 million)
C Pap.. 2621
2021 Annual Town Meeting
Article 17
Peps 29
2021 Annual Town Meeting
Article 19
{s '' Pape 19
2021 Annual Town Meeting
Article 15
Chapter 90 Allocation
Authorize appropriation by borrowing in anticipation of Ch 90 and
accept Ch 90 at whatever level is ultimately available
Enables Chapter 90 funds to be used for road improvements
Chapter 90 funding is a reimbursement program
Funds need to appropriated in anticipation of receipt of Chapter 90 funds
No debt has ever been sold in anticipation of Chapter 90
-$600.000 is expected to be received
Pepe. 21-29
2021 Annual Town Meeting
Article 18
�' .l'•'—
2021 Annual Town Meeting P.p.9c
Article 20
To remove Town Meeting members that have not attended at least
50% of the three (3) sessions in the past 12 months, as prescribed
by the Town Charter Section 2-6.
a_
293 4
APPENDIX C Special Town Meeting and Minutes April 26, 2021
294
SPECIAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
April 26, 2021
The meeting was called to order by the Moderator, Alan E. Foulds, at 8:01 PM, there being a quorum present.
The return of the warrant was read by the Town Clerk.
Motion made by Karen Gately Herrick, Select Board to dispense of the reading of warrant.
ARTICLE 1:
Motion Carried
ARTICLE 2:
Motion Carried
Counted Vote
148 in the affirmative
7 in the negative
189 Town Meeting Members remotely in Attendance
Motion made by Karen Gately Herrick, Select Board and Article 1 was tabled
Counted Vote
158 in the affirmative
2 in the negative
189 Town Meeting Members remotely in Attendance
Motion made by Karen Gately Herrick, Select Board and Article 2 was tabled
Counted Vote
146 in the affirmative
8 in the negative
189 Town Meeting Members remotely in Attendance
ARTICLE 3: Motion made by the Select Board that Town Meeting vote to authorize the Select Board
to execute one or more ground leases of Town -owned property located at 0 Auburn Street, and shown as
Assessor's Map Parcel 27-362, for the purpose of constructing, installing, maintaining and operating a
temporary structure to house one or more wireless telecommunication facilities thereon for a term of not
more than 30 months, on such terms and conditions as the Select Board deem appropriate, and further to
authorize the Select Board to relocate the Town's emergency communications equipment from the water
tank to the temporary wireless telecommunication facility.
Presentation given by:
Bob LeLacheur - See Attached
Background: Annual Town Meeting under Article 17 in April 2019 voted to authorize $4.5 million in
debt to replace the Auburn Street water tank. This followed a couple of years of discussion as to either paint
and repair the aging tank every 15 or so years, or replacing it with a composite elevated tank that would
not require as much maintenance or any regular painting.
11Page 295
SPECIAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
April 26, 2021
Either solution requires moving the Town's emergency telecommunications equipment as well as the
equipment from several cell carriers from the Water Tank.
Building and leasing a cell tower was one of the handful of pre -Override revenue enhancement ideas to
come from Financial Forums held in the early 2010s, and Town Meeting approved $100,000 in FY17 for
preliminary cell tower design.
The 2018 Annual Town Meeting voted to fund $400,000 for the Town to build a permanent cell tower
(planned for FY20). However, a few neighbors attended a summer 2018 public meeting and subsequently
the Town Manager halted the project, and requested that November 2018 Town Meeting remove the
$400,00 funding. A request for $100,000 in order to relocate the Town's emergency equipment was funded
instead, and the cell carriers were asked to build a temporary cell tower for both themselves and Town
equipment.
In the winter 2019-2020, cell carriers were non-responsive to a Request for Proposal (RFP) asking them to
build a temporary tower. In the spring 2020 the Select Board was provided an update which reviewed the
past exploration of building a temporary or permanent cell tower, and asked about next steps. In late 2020
the Select Board voted to allow the Town to build a temporary structure but only for its own equipment. The
cell carriers made a presentation to the Board in the spring 2021 showing the loss of cell coverage for a
large section of town, and they offered to build a temporary structure and allow the Town's emergency
equipment on it, and the Board voted to accept this offer.
This Article authorizes ground leases, which allows the Town to issue an RFP to again request that a bidder
build a temporary structure at the location of the Auburn Water Tank, to be used during the construction
project to replace that Tank. Two full construction seasons are forecast, requiring a 30 -month term of the
ground leases, although construction might be completed more quickly.
The Town will also be issuing an Invitation to Bid (ITB) to buy a new Water Tank, and another RFP to allow
the cell carriers back onto the Water Tank after it is built. Both RFPs are expected to be issued at
approximately the same time, so that the carriers will have some certainty of coming back onto the Water
Tank and therefore more readily pursue their offer to build a temporary structure.
The Town expects the cost of the Water Tank project to increase by at least $0.5 million, pending the results
of the ITB, and is likely to request that November 2021 Town Meeting allocate additional funds from Water
Reserves. Further, recent discussions with the neighborhood have explored additional improvements to the
area, including a small park. Any changes to the scope of the Water Tank project should also be shown to
and could be funded by November 2021 Town Meeting.
In the meanwhile, in the spring 2021 the Town borrowed the $4.5 million of Water Enterprise Fund debt at
an attractive rate of 1.25%, and is looking forward to moving ahead with the Water Tank project.
Finance Committee Re art: No Report
Bylaw Committee Report: No report
After some discussion a vote was taken:
Counted Vote
182 in the affirmative
2 in the negative
189 Town Meeting Members remotely in Attendance
2 1 P a g e
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SPECIAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
Motion Carried
April 26, 2021
Karen Gately Herrick, Select Board moved to adjourn the 2021 Special Town Meeting adjourn sine die at
8:25 PM with 189 Town Meeting Members remotely in attendance.
Counted Vote
162 in the affirmative
7 in the negative
189 Town Meeting Members remotely in Attendance
Motion Carried
A true copy Attest:
Laura A Gemme, CMC /CMMC
Town Clerk
31 Page
297
Town of Reading
For the PAC Audience
use RPS GUEST
} a r
WiFi password: none
Special Town Meeting
April 26, 2021
2021 Special Town Meeting
Article 3
Early 2010s — cell tower as revenue idea (pre -override) from Fin'I Forum
FY17: TM approves $100,000 for preliminary cell tower design
Annual 2018 TM: TM approves $400,000 to build permanent cell tower in FY20
2016 summer — some neighbors attend BOS and object
2018 November: Town Manager request TM to rescind $400,000 (need
$100,000 for town equipment relocation); carriers asked to build temp structure
2019-2020 cell carriers non-responsive to RFB for temporary tower
2020 spring — SB receives project update and asked about next steps
2020 winter — SB votes to allow Town to build temporary tower for its equipment
only (funding request would be needed at April 2021 TM)
2021 spring — SB votes to allow carriers to build temp structure as they had no
other plan that would keep cell coverage in significant parts of Town
PaU. 3-5
2021 Special Town Meeting
Article 3
Request authorizations for ground lease(s) at 0 Auburn St (water tank area)
"Move that Town Meeting vote to authorize the Select Board to execute one or
more ground leases of Town -owned property located at 0 Auburn Street, and
shown as Assessor's Map Parcel 27-362, for the purpose of constructing,
installing, maintaining and operating a temporary structure to house one or more
wireless telecommunication facilities thereon for a term of not more than 30
months, on such terms and conditions as the Select Board deem appropriate,
and further to authorize the Select Board to relocate the Town's emergency
communications equipment from the water tank to the temporary wireless
telecommunication facifAy."
r r
Ng. 4-5
2021 Special Town Meeting
Article 3
April 2021 —Town has issued RFP to request bidder build a temporary structure
for cell equipment (including the Town's)
Suecial TM — asked to authorize ground lease(s) to a31ow the above. Note
this request could have come to Annual TM a year ago if the initial RFP had
been successfully bid out
Mid May 2021 — Town to issue an invitation to bid to buy a new water tank
Early June 2021 — Town to issue an RFP for carrier placement on the new water
tank when it is complete
November 2021 Town Meeting — request additional funding for water tank
portion; possible expansion of project request
298
APPENDIX D Special Town Meeting and Minutes October 18, 2021
299
SPECIAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
October 18, 2021
The Moderator appointed an Assistant Moderator to help with anyone who wanted to attend in person at the
Performing Arts Center at Reading Memorial High School. Philip Pacino, Precinct 5 acted as Moderator with
three Town Meeting Member present.
The meeting was called to order by the Moderator, Alan E. Foulds, at 7:42 PM, there being a quorum present.
The Pledge of Allegiance was said by all, followed by the invocation given by Philip Pacino, Precinct 5. Philip
Pacino was sworn in as Assistant Moderator. The Constables return of the Warrant was read by the Town
Clerk.
Motion made by the Select Board pursuant to the Acts of 2020 Chapter 92 and before taking any other vote
at this Special Town Meeting, the Town Meeting members vote to continue conducting business at this
meeting remotely using the video conferencing platform "Zoom Webinar", as selected by the Moderator.
Counted Vote
132 in the affirmative
8 in the negative
176 Town Meeting Members remotely in Attendance
Motion Carried
ARTICLE 1: To hear and act on the reports of the Select Board, School Committee, Library
Trustees, Municipal Light Board, Finance Committee, Bylaw Committee, Town Manager, Town Accountant
and any other Town Official, Board or Committee.
A report was given by Karen Herrick, Select Board
Dear Town Meeting Members,
My name is Karen Gately Herrick and I am the Chair of the Reading Select Board. It is my privilege to be
here this evening and I wanted to welcome you all and thank you for making the commitment to serve in
municipal government. It is my hope that in the near future - we will return to in person Town Meetings
We have a very full agenda and some large spending requests before us worthy of careful consideration.
To start the meeting on a positive note - I am pleased to present some recent financial highlights. Our Town
Accountant, Sharon Angstrom, was able to persuade the Department of Revenue to certify our free cash
balance in the General Fund to be $17million, seven hundred thirty thousand dollars - considerably more
than the estimated $12M expected a few weeks ago. In addition, she recently confirmed that Reading's
share of the ARPA funding was $7.6M and Senator Lewis confirmed that that the Reading Public Schools had
received a corresponding allocation of $1.3M known as Esser Funds.
At our last Select Board meeting, our legislative delegation shared that of the $5Billion allocated to the
Commonwealth of Massachusetts, they expected about $1Billion to be redirected back to the local
municipalities. We expect an update on how that might occur as soon as November; I look forward to
figuring out how Reading can participate.
On Wednesday of this week, the Finance Committee will hold a Financial Forum and I encourage TMMs,
residents and community stakeholders to attend and participate. Your input is valued and welcome.
11 Page 300
SPECIAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
October 18, 2021
And now on a more sober topic it is with sorrow that I report the recent sudden passing of longtime resident
and Town Meeting Member, Dr James Maughan.
Jamie was a tall man with a distinct Virginia accent not often heard in these parts. His long service on the
Conservation Commission, passion for the environment and expertise on MA Conservation Law was
unequaled, and his institutional knowledge of areas like Castine Field, the Birch Meadow Master plan and so
many other valuable conservation topics will not be easily replaced.
Most recently Jamie served on the Municipal Vulnerability Planning grant committee, and the ZBA. He was
dedicated to his community of many years and only weeks ago - when he heard that the Select Board would
consider a topic we will discuss in this town meeting - the once in a 100 years opportunity to acquire 2.5
acres of sensitive, valuable land adjacent to Town Forest - he made it his business to be present and active
- powerfully and passionately advocating for the Town to act on the opportunity to acquire this land.
In all his interactions, Jaime was known to be thoughtful and civil and always focused on a positive result.
On behalf of the Select Board and Town Meeting, I would like to thank the Maughan family for sharing him
with us and for being understanding of all the long nights away from home. Dr. Maughan - Jamie - will be
sorely missed by so many and this community will always remain indebted to him for his many significant
civic contributions. Thank you.
On motion made by Karen Herrick, Select Board Article 1 was Indefinitely Postponed
ARTICLE 2: To choose all other necessary Town Officers and Boards or Committees and determine
what instructions shall be given to Town Officers and Boards or Committees, and to see what sum the Town
will vote to appropriate by borrowing or transfer from available funds, or otherwise, for the purpose of
funding T own Officers and Boards or Committees to carry out the instructions given to them, or take any
other action with respect thereto.
On motion made by Karen Herrick, Select Board Article 2 was tabled
ARTICLE 3: Motion made by the Select Board that the Town vote to amend the FY 2022-32 Capital
Improvements Program as provided for in Section 7-7 of the Reading Home Rule Charter and as previously
amended, by making these changes:
General Fund
FY22: +$385.000 net changes
$185,000 DPW Snow holder #2 c480 2103 - move up one year and add $5k
$140,000 Window safety film to supplement the Building Security Project budget
$60,000 GIS flyover - move up one year to meet new State project schedule
Debt:
Energy Improvements II - add $0.5mil - FY23 cost
Police Station Improvements - add $1.5mil - FY23 cost
FY23: +$56.000 net changes
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SPECIAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
$111,000 DPW Snow Primoth SW4S - move up 1 year
+$100,000 Lowell Street paving project - increased to $500k
$100,000 Strout Avenue Improvements - safer Town Forest access
$100,000 Memorial Park rock wall repairs - move up 5 years
$35,000 Fire Hose replacement - move up 1 year
+$25,000 DPW Mower TORO gang 2007 - increased to $150k
-$50,000 Fire Passenger Car #1 - move out one year to FY24
-$50,000 PBC Funding - reduced from $100k
-$55,000 DPW Ford Pickup for P/F/C moved out one year to FY24
-$60,000 Adm Svc: GIS Flyover - planimetrics - moved up one year to FY22
-$200,000 Birch Meadow ES site improvements - move out one year to FY24
Debt
Community Sustainability - add $1.Omil - FY24 cost
FY24+
Various other changes made
October 18, 2021
Enterprise Funds - Water
FY22: +$435,000
$400,000 Emerson Avenue Water Main work - increased - fund at November TM
$35,000 Unidirectional flushing program - moved up three years - fund at November TM
FY23: +$57,500
$40,000 Replace W-20 Trailer 1999
$35,000 Unidirectional flushing program - moved up three years
-$17,500 Engineering vehicle shared with Sewer moved out one year and +$12,500 for hybi
Note: Auburn Water Tank increased by $2.5 million of 20yr debt/grants/reserves
FY24+
Various changes made
Enterprise Funds - Sewer
FY22: +$250,000
+$250,000 Sturges Sewer Station project - increased - fund at November TM
FY23: -$17,500
-$17,500 Engineering vehicle shared with Water moved out one year and +$12,500 for hybrid
FY24+
Various changes made
Enterprise Funds - Storm Water
FY22: None
FY23: None
FY24+
Various changes made
3 1 P a g e
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SPECIAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
Presentation given by:
• Bob LeLacheur - See Attached
October 18, 2021
Finance Committee Report - given by Edward Ross: The Finance Committee recommends the
proposed amendments to the FY 2022 - FY 2031 Capital Improvements Program by a vote of 8-0 at their
meeting on September 13, 2021. Placing items in the Capital Improvement Program is a prerequisite first
step but in itself does not authorize spending funds towards these items
Bylaw Committee Re ort: No report
After some discussion a vote was taken
Counted Vote
112 in the affirmative
16 in the negative
176 Town Meeting Members remotely in Attendance
Motion Carried
ARTICLE 4: Motion made by the Finance Committee that the Town will vote to amend the Town's
Operating Budget for the Fiscal Year commencing July 1, 2021, as adopted under Article 16 of the Annual Town
Meeting of April 26, 2021; and to raise and appropriate, borrow or transfer from available funds, or otherwise
provide a sum or sums of money to be added to the amounts appropriated under said Article, as amended, for
the operation of the Town and its government:
Background:
General Fund - Wages and Expenses
Account Line
Description
Decrease
Increase
B99 - Benefits
Health Insurance Premiums -$375,000
$375,000
C99 - Capital
Please see Article 3 for details
$385,000
G92 - Administrative
Services Expenses
Non -Union Pay & Class Study
$40,000
H91 - Public
Services Wages
H92 - Public
Services Expenses
Economic Development Liaison -$15,000
Economic Development expenses
+$15,000
Veteran's Benefits -$25,000
$15,000
$10,000
J91 Public Safety
Wages
Animal Control -$30,000
$30,000
J92 Public Safety
Expenses
Regional Animal Control +$25,000
$25,000
K94 - DPW Street
Lights
Street/Traffic Lights -$20,000
Subtotals
$20,000
_
$450,000 $450,000
4 1 P a g e
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Virtual Town Meeting
via Zoom Webinar
SPECIAL TOWN MEETING
October 18, 2021
Net Operating Expenses $0
From Free Cash $0
Presentation given by:
Bob LeLacheur - See Attached
Finance Committee Report - given by Edward Ross: At their meeting on September 13, 2021
the Finance Committee voted 8-0 to recommend this Article to Town Meeting.
Bylaw Committee Report: No report
After some discussion a vote was taken
Counted Vote
155 in the affirmative
3 in the negative
176 Town Meeting Members remotely in Attendance
Motion Carried
ARTICLE 5: Motion made by the Select Board that the Town vote to appropriate the sum of one
million five hundred thousand dollars ($1,500,000) to pay costs of making police station improvements,
including the payment of any and all other costs incidental and related thereto, said sum to be expended by
and under the direction of the Town Manager; and, for the purpose of meeting such appropriation, to the
Town Treasurer, with the approval of the Select Board, is authorized to borrow said sum in accordance with
M.G.L. c. 44, §7(1), or any other enabling authority; that the Select Board, Town Manager, or any other
agency or official of the Town, is authorized to apply for a grant or grants, to be used to defray the cost of
all, or any part of, said project; and that the Town Manager is authorized to enter into any and all contracts
and agreements as may be necessary to carry out the purposes of this Article. Any premium received upon
the sale of any bonds or notes approved by this vote, less any such premium applied to the payment of the
costs of issuance of such bonds or notes, may be applied to the payment of costs approved by this vote in
accordance with M.G.L. c. 44, §20, thereby reducing the amount authorized to be borrowed to pay such
costs by a like amount.
Background: At April 2021 Town Meeting, this project was included on the capital plan but described
as undergoing cost evaluation, and also waiting for Town Meeting to approve a suggested organizational
change to move Public Health under Public Safety as an independent department.
The Police station as built left a large so-called 'expansion room' unfinished, partly to complete that project
on budget and also to allow for future assessment of department /community needs. As part of the Dispatch
renovation that is underway, as well as the Building Security project now completed, the building received
a very thorough evaluation by Public Safety, Facilities and Technology staff.
The final plan calls for requesting a Training /Meeting Room in that unfinished space at a cost of $0.8 million,
and then when that work is completed to renovate the existing first floor conference room into offices for
Public Health, the Coalition for Prevention and Support, and our new Mental Health position added by Town
Meeting last spring. These costs are all -in, including demolition, renovation, and furniture /fixtures
/equipment.
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via Zoom Webinar
October 18, 2021
Training has always been important to the department, and even during lean budget years that budget has
been protected. Police Reform calls for even more training, at a time when the availability of training
resources has shifted to online. A larger dedicated room in the secure section of the building will allow more
in-house training to be conducted, inviting other nearby agencies to participate when space allows. This
room will also serve as a Command Center during emergencies, and was called out by the Building Security
study as a far more appropriate location. A perfect combined use of 'expansion space'.
The first -floor office location will allow full and easy public access to Health, Coalition and Mental Health
staff without the need to enter the secure sections of the building. Placing these staff members together,
even though they technically are in different departments, also makes a great deal of sense to foster
collaboration. We continue to believe this is a model for future Public Safety organizations, and appreciate
Town Meeting's approval of both the organizational change as well as an earlier funding of a Mental Health
position than we anticipated.
The Town Accountant does not believe any portion of this project would qualify for the Federal ARPA grant.
However indirectly and separately from this Article, the grant covers lost revenue, a concept she is still
working on.
Presentation given by:
• Bob LeLacheur - See Attached
Finance Committee Report -- given by Edward Ross: At their meeting on September 13, 2021
the Finance Committee voted 8-0 to recommend this Article to Town Meeting.
Bylaw CommitteeReport: No report
Select Board Report: At their meeting on September 14, 2021 the Select Board voted 2-0-3 to
support this Article.
Motion made to move the question was made by Dan Ensminger, Precinct 7
2/3rds Vote Required
112 in the affirmative
54 in the negative
176 Town Meeting Members remotely in Attendance
Motion to end Debate Carried
Motion made for a Roll Call Vote by Kerri Perry, Precinct 6
Motion for a Roll Call Vote Carried
Roll Call Vote as follows:
6 1 P a g e
305
SPECIAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
October 18, 2021
1 John
J
Arena
Yes
Roll Call Vote
A
Benjamin
Yes
1 Lorenzo
Article S
P
First
MI
Last
Special
Yes
Name
M
Name
Town Meeting
1 Linda
Snow
Dockser
Yes
2021-10-18
L
Dockser
No
1 Nancy
10:20 PM
1 John
J
Arena
Yes
1 Roy
A
Benjamin
Yes
1 Lorenzo
Colomba
Yes
1 John
L
Corbett
Yes
1 John
M
Devir
No
1 Linda
Snow
Dockser
Yes
1 Mark
L
Dockser
No
1 Nancy
A
Docktor
No
1 W
Megan
Fidler -Carey
Yes
1 Giuseppe
Ciro
Fodera
Yes
1 Ronald
P
Fotino
Abstain
1 Diana
L
Halsey
Absent
1 John
R
Halsey
Absent
1 Deborah
D
Hattery
Yes
1 Bernard
R
Horn
Yes
1 Kevin
Leete
No
1 James
V
Martin
No
1 Sheila
M
Mulroy
Yes
1 Shaun
C
Neville
Yes
1 Brian
P
Ohara
Yes
1 Paula
J
Perry
Yes
1 David
W
Pinette
Yes
1 James
F
Reichardt
Yes
1 Sheilah
Reichardt
Yes
2 Alan
D
Beaulieu
Yes
2 Donna
M
Beaulieu
Yes
2 Francis
P
Burke
No
2 Eric
J
Burkhart
Yes
2 Howard
D
Cohen
Yes
2 Susan
S
Craven
Yes
2 Anthony
DArezzo
Absent
2 David
J
Feierabend
Abstain
2 Vicki
Ellen
Fortin
Yes
2 Denise
M
Iozzo
No
2 Karen
T
Janowski
Yes
2 Gaetano
Manganiello
Yes
2 Matthew
W
McLeod
Yes
2 Kaitlyn
C
Mercurio
Yes
2 Sean
P
OConnor
Absent
2 Thomas
B
ORourke
No
2 Simone
R
Payment
Yes
2 John
A
Sasso
Yes
2 John
R
Scott
No
2 Allison
L
Sillers
Yes
2 Emily
K
Sisson
Yes
2 Christine
L
Strack
Yes
2 Mark
Salvatore
Ventura
Yes
2 Laura
Faye
Wilson
Yes
3 Eric
J
Bergstrom
Yes
3 John
D
Breslin
No
3 Tony
R
Capobianco
No
3 Audra
M
Cashin
Yes
3 Jason
FC
Clarke
Yes
3 Daniel
John
Dewar
Yes
3 Laura
M
Fusco
Yes
3 Fausto
J
Garcia
Yes
3 Rachelle
A
Garcia
Abstain
3 Tara
Anne
Giardina
Yes
3 Michelle
R
Greenwalt
Yes
7 1 P a g e
306
SPECIAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
October 18, 2021
rist:en
1
LaChance
Absent
Roll Call Vote
F
Leahy
Abstain
3 Marianne
Article 5
Mclaughlin-Downing
First
3 Carla
Last
Special
P
Name
MI
Name
Town Meeting
3 Joseph
J
Sarofeen
Yes
2021-10-18
J
Shimansky
No
3 Paul
10:20 PM
rist:en
1
LaChance
Absent
3 Stephen
F
Leahy
Abstain
3 Marianne
M
Mclaughlin-Downing
Yes
3 Carla
J
Nazzaro
Yes
3 Daniel
V
Pastore
No
3 Joseph
J
Sarofeen
Yes
3 Michael
J
Shimansky
No
3 Paul
J
Sylvester
Yes
3 Jessica
LB
Tran
No
3 Nancy
J
Twomey
Yes
3 Heidi
M
Wise
Yes
3 Thomas
F
Wise
Yes
3 Meredith
Logsdon
Yoder
Yes
4 Barry
C
Berman
Yes
4 Sarah
H
Brukilacchio
No
4 Lynne
H
Cameron
Yes
4 Richard
H
Coco
No
4 Ann
M
Cruickshank
Yes
4 Christoper
Scott
Feudo
No
4 Andrew
S
Friedmann
Absent
4 Eric
J
Gaffen
No
4 Erin
E
Gaffen
Yes
4 Thomas
D
Grant
Yes
4 Jeffrey
P
Jadul
Yes
4 Emily
G
James
Yes
4 David
W
McIsaac
Yes
4 David
Alan
Murdock
Yes
4 John
F
ONeill
Yes
4 Mary Ellen
ONeill
Yes
4 Chuck
Robinson
Abstain
4 Elizabeth
C
Shurland
Absent
4 Marianne
R
Tompkins
Yes
4 Karin
Elizabeth
Whitelam
No
4 Steven
L
Zessis
Yes
5 Vanessa
I
Alvarado
No
5 Carlo
A
Bacci
Yes
5 Jonathan
E
Barnes
Yes
5 Angela
F
Binda
Yes
5 Lorraine
Conway
Yes
5 Annemarie
C
Cory
Yes
5 Robert
J
Ferrari
Yes
5 Michael
Giacalone
No
5 Nathan
Thomas
Giacalone
No
5 Laurence
F
Hayes
Yes
5 Laura
A
Joelson
Yes
5 Helena
Marie
Johnson
Abstain
5 Janice
M
Jones
Abstain
5 Dianne
P
Kennedy
Yes
5 Anne
DJ
Landry
Yes
5 Christine
T
Lusk
Abstain
5 Eileen
A
Manning
Abstain
5 Patrick
P
OSullivan
Yes
5 Philip
B
Pacino
Yes
5 Joseph
Pagliuca
No
5 Edward
J
Ross
Yes
5 David
A
Talbot
Abstain
5 Jeanne
Thomases
No
5 Nancy
J
Ziemlak
Abstain
6 Geoffrey
C
Beckwith
Yes
8i Page 307
SPECIAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
October 18, 2021
G James
E=
tsonazoii
Yes
Roll Call Vote
M
Borawski
Yes
6 Joseph
Article 5
Carnahan
First
6 Brendan
Last
Special
P
Name
MI
Name
Town Meeting
6 Robert
Coulter
Abstain
2021-10-18
E
Derosa
Absent
6 Jessica
10:20 PM
G James
E=
tsonazoii
Yes
6 Jeanne
M
Borawski
Yes
6 Joseph
Clinton
Carnahan
No
6 Brendan
J
Carroll
Yes
6 Steven
Cool
No
6 Robert
Coulter
Abstain
6 Ronald
E
Derosa
Absent
6 Jessica
A
Franklin
Absent
6 Kelly
A
Malone
Abstain
6 Robert
L
Mandell
Yes
6 James
Gordon
McIntosh
Yes
6 John
M
Miles
Abstain
6 Alan
S
Mosier
Yes
6 Etain
ODea
No
6 Kerri
Lynne
Perry
Yes
6 Thomas
A
Perry
Yes
6 Michele
S
Sanphy
No
6 Greg
F
Selvitelli
Absent
6 Gregory
R
Stepler
Yes
6 Cynthia
A
Tozian Cool
No
6 John
F
Weaver
Yes
6 Drucilla
Wood -Beckwith
Yes
7 Carl
F
Anderson
Yes
7 Jesse
D
Arnold
No
7 Lisa
Beth
Bibeau
No
7 Brandon
P
Chapman
Yes
7 Heather
A
Clish
No
7 Geoffrey
J
Coram
Yes
7 Charles
V
Donnelly -Moran
Yes
7 Marcel
A
Dubois
Yes
7 Kerry
C
Dunnell
Yes
7 Daniel
A
Ensminger
Yes
7 Jennifer
C
Hillery
Yes
7 Norman
R
Kozlowski
No
7 John
A
Lippitt
No
7 Joanne
E
Manville
Yes
7 Hillary
G
Mateev
Yes
7 Jacqueline
Renee
McCarthy
Yes
7 Gina
Beck
McCormick
Yes
7 James
C
Satterthwaite
Yes
7 Jeffrey
W
Struble
Yes
7 John
Brendon
Sullivan
No
7 Erin
E
Tierney
Yes
7 Karl
Weld
Yes
7 Carolyn
R
Whiting
Yes
8 Shawn
Brandt
Yes
8 Ian
Charles
Brown
Yes
8 Peter
A
Brown
Yes
8 William
C
Brown
Yes
8 Amy
B
Cole
No
8 Kendra
JG
Cooper
Abstain
8 Sasha
P
Corken
No
8 Sarah
Maxam
Doane
Yes
8 William
O
Finch
Yes
8 Kathleen
O
Goldlust
No
8 Karen
Gately
Herrick
Yes
8 Stephen
W
Herrick
Yes
8 Eileen
Shine
Litterio
Yes
8 Patricia
Jean
Lloyd
Yes
9 1 P a g e
308
SPECIAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
October 18, 2021
Bruce
ae enz e
Yes
Roll Call Vote
L
Merkle
Yes
8 Martha
Article 5
Moore
First
8 Melissa
Last
Special
P
Name
MI
Name
Town Meeting
8 Vanessa
Silva
Yes
2021-10-18
R
Tucci
No
8 Theresa
10:20 PM
Bruce
ae enz e
Yes
8 Todd
L
Merkle
Yes
8 Martha
E
Moore
Yes
8 Melissa
L
Murphy
Yes
8 Thomas
C
OConnor
Yes
8 Vanessa
Silva
Yes
8 Kenneth
R
Tucci
No
8 Theresa
AC
Wiggins
No
8 Alicia
F
Wiliams
Yes
After some discussion a vote was taken
Counted Vote
121 in the affirmative
40 in the negative
15 Abstain
10 Absent
6 Vacancies
176 Town Meeting Members remotely in Attendance
Motion Carried
Carlo Bacci, Precinct 5 moved to adjourn the 2021 Special Town Meeting adjourn to continue Town Meeting
via Zoom Webinar on October 21s' at 7:30 PM. Town Meeting adjourned at 10:33 PM with 176 Town Meeting
Members remotely in attendance.
Counted Vote
120 in the affirmative
37 in the negative
176 Town Meeting Members remotely in Attendance
Motion Carried
A true copy Attest:
Laura A Gemme, CMC /CMMC
Town Clerk
10 1 P a g e
309
-
Town of Reading
77 1t
Special Town Meeting
October 18, 2021 • t
Pages 45
2021 Special Town Meeting
Article 3 (continued)
FY22 Enterprise Funds (all funded at NovemberTM):
Water+ $435,000$400k Emerson Ave project— need funds &
especially contingency; $35,000 water main flushing (move up — new
usage patterns)
Sewer+ $250,000 Sturges Sewer Station project— need
contingency
FY23 Enterprise Funds (finalized in next year's budget):
Water+$57,500 +Trailer, +wm flushing; - delay Engineering car
Sewer 417,500 delay engineering car
%t_ 71'
t_r'Papas 56
2021 Special Town Meeting
Article 4
FY21 General Fund budget (continued):
Line
Description
Decrease
Increase
J91 —Public
Animal Control
$30,000
Safety Wages
C99 Capital
Please see Article 3 t dalags
192 — Public
Regional Animal Control
Pay & Class Study (next Town Manager to
$25,000
Safety
Expenses
implement)
Expenses
H91 — Public
Economic Development Liaison
$15,000
K94—DPW
StreetlTraffic Lights
$20,000
Street Lights
H92 Public Services
Econ Development Expenses +$15,000
$10,000
Expenses
Veleren a Ba -fes -525,000
Subtotals
$450,000
$450,000
Net Operating Expenses
$0
From Free Cash
$0
2021 Special Town Meeting
Article 3
Adds, removes or changes items in the FY22-33 Capital
Improvements Program - does not authorize any funding for
these items:
FY22 General Fund: +$385,000 net change
$185,000 DPW Snow Holder (moved up one year; +$5k)
$140,000 Window safely film
$ 60,000 GIS flyover (moved up one year to match new slate schedule)
FY23 General Fund: +$86,000 net changes finalized in next year's budget)
+$471,000 DPW Snow Primolh; Lowell Sl paving; Strout Ave
improvements; Memorial Park wall repair; Fire Hose & DPW Mower
-$415,000 Birch Meadow ES site improvements; GIS Flyover
planimetrics; DPW pickup; PBC partial funding & Fire car (details p 4)
2021 Special Town Meeting
Article 4
Authorizes these changes to FY22 General Fund budget:
Line . Description
Decrease
Increase
B99 Benefits Health Insurance Premiums (July premium
$375,000
I holiday save $750k)
C99 Capital
Please see Article 3 t dalags
$385,000
G92 Admin Services
Pay & Class Study (next Town Manager to
$40,000
Expenses
implement)
H91 — Public
Economic Development Liaison
$15,000
Services Wages
H92 Public Services
Econ Development Expenses +$15,000
$10,000
Expenses
Veleren a Ba -fes -525,000
.71
��•tWl.i�: Pap 6
2021 Special Town Meeting
Article 5
$1.5 mil. Debt Authorization
Emergency Management/Police Training meeting room ($0.8
mil) and Public Health/Coalition office space ($0.7 mil)
renovations
a Fiu
,In IM
x.r s,wvx ne
The 'new' Police station was built 23 years ago and has had no
significant renovations since
310
2021 Special Town Meeting Papa 8
Article 5
One large room upstairs was left unfinished in order to keep the
1998 project within budget It was dubbed the 'expansion room'
and said to be for future use.
The Town/School building security project coupled with the
Dispatch Center renovation gave us a chance to review building
usage and plan for that future.
In 2006 RCASA expanded the scope of traditional policing and
became a nation-wide industry model.
In the spring 2021 one of the Town Manager's harebrained
ideas was that the future of Public Safety included Public
Health, an idea approved by Town Meeting and then expanded
by adding a Mental Health position for the Police department.
2021 Special Town Meeting
Article 5
Public Heath is currently at Town
Hell, in a large room shared by
Community Services and
Commun'dy Development
The Public Health Director has a
abide without any privacy, a
comment frequently made by staff
and the Board of Health
011hor He 1th staffarerash,
4 t�l1
2021 Special Town Meeting
Article 5
The downstairs conference room
has access only via the public
lobby, which also includes public
restraams. This would make perfect
office space, offering easy public
access and privacy for staff
(Coalition, Mental Heath, Public
Health) and their customer: This
staff needs to aft together as they
share so much
Dispahch renovation included
bull ft an imc ria, wad to slvold
their operation and visitors in the
public lobby from each other. The
door to the let is the ordmiwe to tie
secure part of the building
931
�i 3�I is
2021 Special Town Meeting
Article 5
The Coalition makes do as Edcs 6
1Cry4191 chsrc an oil[o, tiehlrhd she
secure portion of the building.
Any need for private discussions,
whether os person ur on tle
phone/zoom usually requires one to
step out of the office.
The new Mental Heath position
cannot fit in here, and a space will
need to be found in another portion
of the building
Pepe 6
�•Pepe a
2021 Special Town Meeting
Article 5
Peg. 6
2021 Special Town Meeting
Article 5
Outcomes
— Passes with 2/3 vote
• Issue RFP immediately
• Issue debt -December 2021
• Estimated completion Summer 2022
— Fails to receive 2/3 vote
• Health Director and staff will make do at Town Hall
• Coalition/Mental Health will make do in Secure portion of PD
— No privacy or easy integration between these staffs
• Emergency OPS centerwill remain in public portion
— Will need equipment upgrades within a few years
311 2
ages
_= 2021 Special Town Meeting P710
Article 6
$ 5mil. Debt Authorization
Energy improvements to town & school buildings
Phase 1 84 95 million approved by Town Meeting 2009 despite lack of ability to join
Green Communities
Phase II proposed $5 million - hopefully can join Green Communities
Phase III - placeholder in capital plan funded Fit St Ilion for other non-bulldln•I
improvements (electric vehicle, solar, sustainable gardens, etc ),funding to be
supplemented by Green Communities grants perhaps
Phase IV - Killam and possible HVAC work at Coolidge?
Implemented 83 ECMs in 15 town and school buildings
Hir...,i l•J+��. ...i...
•
1R� uf0
4 ere 161-io m "M J Wd s4BB,4e7
2 LRRIR,Bm1lrtlr
>OB➢le
-
]. ooXrbw4mm1.4rrlbn
14.
7BB ez4
d
42sp35
41.002
4v 5'ww feY.yunrm 5—,1i 1
4,] rxcrxevtl �Mne me nnv4me/rbrEar m
OP4
5 wwlrua]rwAlfw litilrM
BAW
4A32
e a,ewa —T" aW-
BOAte
early 2011
0 Cos(savings guaranteed by NORESCO Over 15 -)ear
7 Bohr Pan.bM Wr4r
-
214
B �Air R HM
-
2.710
B P.0—Ul—BWAR—ss's
B Annual verified energy savings have esceeded
304
oa�,�l,. r.l w.. a,.wxa.
vin
sa44
n IIE4R4 ale.nupQ.a.
]ABB
a -.r, elxu Cnaa hpl,.amemr
wA45
. A i1111111211
Proposed ESPC Phase II Project— Overview of ECMs
2WxtLIal OarWaHW Upp40% 12048,7
a Yr. Au-utleeam..Breum 14a4,7s4
sBn1
4 ere 161-io m "M J Wd s4BB,4e7
1]548 -
; F-r]Y FY��erry r -or., 517570
f8,1a6
fiare m4arR TrNvnrl S2%,807
14.
7a�4ere Wealwumm 144,876
1%44
1 RUBIUILMrs 15,080
]54]
xF0 UpnXp rmmW Mara nnmeaamomkl:4mw.o/Ln
4,] rxcrxevtl �Mne me nnv4me/rbrEar m
$1 235 N7 J—bk or umr efp—...
• -_.. .. _ -•r mese... w.. u2fi"lxitr4
ENERGY SAVINGS .- —MANCE
PHASE 1
CONTRACT (ESPC)
0 TNT— of Reding %as among the first leaders to
crpilaliu on new Energy Management procurement
Y
legislation and the Massachusells Green
!
Communities Act of 2008 designed to help
municipalities become more sustainable. and control
rising energy use and costs through Energy Saving
Performance Contracting (ESPC)
/ NORESCO Phase I ESPC %as awarded and
approved in 2009- with implementation completed in
BEFORE CORRWT
early 2011
0 Cos(savings guaranteed by NORESCO Over 15 -)ear
contract term NORESCO —ims cath building's
electric and gas utility bill information, perforn s
inspections andoplimim performance
B Annual verified energy savings have esceeded
The mmi recent liar /0 verified
m mal ]wing] wm S429,623 which
guaranteed savings each year lo -date
m 530,3/8 over rhe guarmrleed
mrxornxl
Proposed 41 New ECMs in
Town and School Building.,
®14 e,.aY4,.�A..grnaxad.
®IB erqarsbrf Ndoa a,4 VIA
aL 0 arBeaf4W Tr�m„-r
a,lavawrra�xaw
®,1 r Mpin4f Cans
i i 1
312
2021 Special Town Mooting P�
Article 6
Phase II Options
Ll rat' Ll54Wr YHn1 WEeN' 41 EfNIc lwkkl
LEDLIrAMr 1 f]M4m Sf%.1m S 3 1]liLr 51f13rf
7m S xkroo h ! ] S f
•• f .aa f x s � +fl
�y%yr 1 rmfn �1t a>Sfx
w S mffx eat +, r�
nlmo f
w• me 13m
w-n7.•mrnm.r x %xm S .ora rIEW i wn
ry ly .._...�.. a %x%S xao lfun 114 r1r
rlu4xrar-,Xs 1 xx7m1 11m • f iwf %1
ora f
u ]o44m S n f>a
v rap s e
+x.%xff4 fvum rr.xs uv]4a tarifa
Proposed 41 New ECMs in
Town and School Building.,
®14 e,.aY4,.�A..grnaxad.
®IB erqarsbrf Ndoa a,4 VIA
aL 0 arBeaf4W Tr�m„-r
a,lavawrra�xaw
®,1 r Mpin4f Cans
i i 1
312
Phase 2 Units of Energy Savings
and Guaranteed Savings
1LED LIshIka llwM.
1053,570
(9,227)
$15L-
2.Him Bollen and DOmatic110LWalaLhWada
aX311
4676
$9,255
T.2Nw Ae{wn40vWmin Lwl
11,243
$9,731
4 Enwp lAVgIarM1$"tw up/am
33,125
M120
5 eMreyEf wt Molrs and Vraba FraglMar Drl—
81,325
$8,209
mmra
aE"WEmtlrs Trlrg
90,343
510,326
7. Bulkire W..thol Ytbn
10,170
12,471
314,410
&nqL ad CLalala
2]90
11W
Nrfa: SeeahOsareaaY11M te to -.p pens I&e Al'— 1pnyerf
2021 Special Town Meeting
Article 6
If this Article is approved:
- Phase 1115%+ energy savings count towards Green Communities qualification
Town has produced plans to achieve remaining required 5% additional reduction
If this Article is not approved:
- We vns hwC Ngresce j57,000 es a'h0ck-out' Ica Inc doing the .ni Tri
We will still have plane in place to save 20%, with 15% being 'hard savings' the
Town would do one day The prices will no longer be guaranteed and the audit
would need to be done again, however
If this Article is amended:
- The prices herein are good until early November for the $5 million project I
spoke to a member of the CAC who have voted for a smaller 314 million project
and advised that the component they favored m a stand-alone will cost $2 million,
and we might gel almost $200k back in grants (figures from Noresco last week) The
project as a whole was put together both from an energy and financial efficiency
stalldpointi but if leroponenht want to scale back perhaps the project should pause?
�1 jt�j1111�
2021 Special Town Meeting
Article 7
$2.5 mil Debt Authorization
Additional debt authorization for Water Tank project
Causes are related:
1) additional projectacope and
2) additional time delay since previous estimates
$1,780,000 storage tank & demo (time factor)
$ 200,000 water main work (new scope)
$ 50,000 soil excavation (new scope)
$ 50,000 engineering costa (new scope)
$2,080,000
$ 420,000 resulting increase in contingency (20%)
$2.5 million
Emissions Savings: Phases 1-2
2021 Special Town Meeting
Article 6
A I-aolh Alread - rdear'rerrn
- Phase I & II Improvements to lower the buildings heat load are first steps to
achieve 'net zero'
A Look Ahead - Longer Term
- Green Communities (GC) grants could help fund renewable energy and other
improvements that DO NOT otherwise count towards GC qualification
Coolidge MS ($5.6 million project not selected) and Killam ES (new building)
could both be eligible for major renovation to include electrified heating and
eliminate onsite emissions from fuel combustion
Climate Advisory Committee
2021 Special Town Meeting
Article 7
$2.5 mil Debt Authorization
Recent History of the Water Tank project
Most with Select Board to d-uss October 2019 & June 2017
2017 - Town Meeting approves 3100,000 for call lower design
Deegn considers I'de cycle conte replace versus repair
Oember: Cell mrriers dsmauhvte h mgraphic call rnvehage mope
October: Town wnduds borings & soil analyse
ce
Dember. Use Board budget meeting recommend 5400.000 or pemanent call horror
2018 - March: FINCOM mewing reernmands $400,000 far permanent call tower
April: Tawe Meeting appraves $400,000 to build psmosent call lo*er in FY2D
N—ber: Town Manager, after neighborhood objections, ratans the funds to Town
Meeting; eke for $100,000 to rebate the Tawn'• emergency quipment which a
approved
2019 - April: Town Making authoraas $4.5 million of debt for new Wear tank
Dec&rnber RFP due from carriers to build temporary structure, as mquasted by the
S.I.el 5—d -oro LH1Sarmee resp --
313 4
�•. ,�r. Pages 10,13
2021 Special Town Meeting
Article 7
$2.5 mil Debt Authorization
Recent History of the Water Tank project
2020 — Janusry-March: Torn staff discuss lack of bide with call carriers
Spruill 2020 SOW 5wrd x W b sprso-s tart nfeps
Fall 2020: Selact Board vote to let Toxo buMd twPmery structure 22111 for its @quip
(rate Use is not yet funded); bdkales desire for increased scope to include prep work
for possible neighborhood perk
2021 — spring: select Board v to slow call carders to build temporary structure for both ft
Town and call cerrier equipment RFP for water tank is issued
JWy:Town estimeles totel project cost $B miNpn, reed for special Twos l M"g
August 26^ bid is opened, indiceting need for L7 million as indlcsted
• 1 �'
`- 2021 Special Town Meeting Papas 10,13
Article 7
$2.5 mil Debt Authorization
Current Status s
• _ _ _ }1.31
it
r S,I
Pagec 113
x
2021 Special Town Meeting
Article 7
$2.5 mil Debt Authorization
Current Status
'Build' option 37 million, said to test for 50t yeas
'Point' option to cost 32 mBl'en to paint only plus engineering coats; pit sesm end welding
repairs; repairs to the cet wWk and offer sbucturelly deficient iters; etend-off, for de cell
cerners, (if needed); civil/Wta work (hes, eM); and water twin improwmente Est $25 million.
plus a need to redo ffis and rebate call equipment (Toxo It carrier) &wry 10,12 yeem
Debt issued prwiouely not 2WWsd to be used for'paint optica
Build'option reviewed by CPDC, PBC, MADEP. and Select Board
2021 Special Town Meeting P.ge&10.13
Article 7
$2.5 mil Debt Authorization
Current Status
J
2021 Special Town Meeting Pg- 10-13
Article 7
$2.5 mil Debt Authorization
Additional debt authorization for Water Tank project
FINCOM recommendations:
- Recornmrd project 7-1
-F undlna with 10.5 million of Woler N o -Ps million)
-Fps&&w w•N un ne S3 6 -loon or APPA .Fran, with debt replacing sny lesser
mrov
aount es apped by the sebdt Board (32 0 million of short fano debt used until
Select Board decides)
(nolo detault motion is For S2 5 million of dabl)
314
Page 14
2021 Special Town Meeting
Article 8
Acquire easement (by gift) over Gazebo Circle
November 2020 Town Meeting authorized a new water booster station
After discussions with CPDC and the neighborhood, the optimal design includes
the Town accessing its land via a driveway from Gazebo Circle
This Article allows the Select Board to accept a gifted easement over that
private land
Paget 14-15
2021 Special Town Meeting
Article 9
Acquire land from Meadow Brook golf course
Annika Scanlon, Conservation Commission Chair
2021 Special Town Meeting
Article 9
Acquire land from Meadow Brook golf course
Pages 14-15
315 6
_let
r 14, _ -_ �_-
Lots 1--1
Sensitive habitats along Strout Ave, and
Grove Sl.
• vemm pools for endangered
f.v oar d
species
• Wetlands
Vwl—i rWWi r _
• Certified Vernal Pools
-
• Estimated and Priudly HaUlat
areas
`7,
ro.n eomposr
issue... Most users drive to the Town
Pm A"q rd Town
Forest, park on Grove Street and walk
rO1"'r'
in along Strout Avenue. Tramcm and
ra^ aw neaaaa
from the compost, including DPW
trucks, creates a hazard to pedestrians,
bikers, and dog walkers"
S".1�..n,,. a
I,D5`
- ,.tl, ..
Warrant Article 9
To see if the Town will vote to
(1) 114
h orize the Select aaard to atq uim by purchase, gift, eminMI domain or
oiherwi..e on such tarns and conditions as the Sepat
Board shall datermine, a
portion uFland shown as Assessors Map.44 as Parcel 24 and i5 more speciflcaily
ahnwn as Lots 1, 2, 3, 4, and 5 on an AgravaI Nat Required Plan prepared by
sullivan EnQinevriny Graup, LLC anikEed "Plan of Land 17ft of Grove Street Located
in Reading Massachusetts, prepared for Meadocvhrook Golf Club" dated December
4, 2020 wr[h a ni vis[an data of December 9,.2020 and which plan Is on Tile with the
Town Ge rk for not more than $1,250,000.00 ltwo million two hundred fifty
thousand �oflass);
(2) raise and appropriate, barraw,, transfer from available funds or otherwise provide a
sum ur sums of money tv pay for the tact of the acquisition and all other costs
related and inrldental thorato; and
(3) authorize The Select Board to enter into all agreements and take all related actions
necessary or appropriate to carry out said acquisition and other acts authorized
herein; ortako anyothar action with respect thereto.
Existing Town Plans
Town Forest Natural Resource Inventory_
& Conservation Vision (2013)
'90pen Space and Recreation Plan
Plan Highlights
"The Town should be vigilant in the event that Chapter
61 land (Meadow Brook Golf Club) becomes
available."
"Improve access and parking at Strout Ave and DPW
operations area."
- Natural Resources Inventory report, Executive
Summary, First recommendation
316 1
Plan Highlights
Sensitive habitats along Strout Ave, and
Grove Sl.
• vemm pools for endangered
f.v oar d
species
• Wetlands
Vwl—i rWWi r _
• Certified Vernal Pools
-
• Estimated and Priudly HaUlat
areas
"Lack of Dorking is an access
ro.n eomposr
issue... Most users drive to the Town
Pm A"q rd Town
Forest, park on Grove Street and walk
rO1"'r'
in along Strout Avenue. Tramcm and
ra^ aw neaaaa
from the compost, including DPW
trucks, creates a hazard to pedestrians,
bikers, and dog walkers"
S".1�..n,,. a
Warrant Article 9
To see if the Town will vote to
(1) 114
h orize the Select aaard to atq uim by purchase, gift, eminMI domain or
oiherwi..e on such tarns and conditions as the Sepat
Board shall datermine, a
portion uFland shown as Assessors Map.44 as Parcel 24 and i5 more speciflcaily
ahnwn as Lots 1, 2, 3, 4, and 5 on an AgravaI Nat Required Plan prepared by
sullivan EnQinevriny Graup, LLC anikEed "Plan of Land 17ft of Grove Street Located
in Reading Massachusetts, prepared for Meadocvhrook Golf Club" dated December
4, 2020 wr[h a ni vis[an data of December 9,.2020 and which plan Is on Tile with the
Town Ge rk for not more than $1,250,000.00 ltwo million two hundred fifty
thousand �oflass);
(2) raise and appropriate, barraw,, transfer from available funds or otherwise provide a
sum ur sums of money tv pay for the tact of the acquisition and all other costs
related and inrldental thorato; and
(3) authorize The Select Board to enter into all agreements and take all related actions
necessary or appropriate to carry out said acquisition and other acts authorized
herein; ortako anyothar action with respect thereto.
Existing Town Plans
Town Forest Natural Resource Inventory_
& Conservation Vision (2013)
'90pen Space and Recreation Plan
Plan Highlights
"The Town should be vigilant in the event that Chapter
61 land (Meadow Brook Golf Club) becomes
available."
"Improve access and parking at Strout Ave and DPW
operations area."
- Natural Resources Inventory report, Executive
Summary, First recommendation
316 1
parking
through fora Plan Highlights
A previous planfor Former Water
the cOmposUfarmer Treatment Plant
water treatment plant
was
discouraged and —.
and m, t al ariI
Resources Inventory
'
report suggested
exploring
Comport
alternatives that do
A1ea
not include the use of
the existing loop along
SlroutAvenue
because of the
L-. _y
habitat"
* Cedir d vernal Pod
T _ as
+�S
Yellow diagonal. an—
NHESP Priority 11a1ita1 of
*a
r r
Rare Species
Recent Votes
In the last Conservation Meeting on October 13, Conservation voted on the following motions
pertaining to this property:
1) Motion to recommend that Town Meeting approve exercising the right of first refusal and purchase
fhe 5M"47Brim* 'cis
5 votes in favor, 0 abstain, 0 opposed.
2) Motion that In the case of the Ont option (purchase 5lots) fells at Town Meeting, that we
recommend a second option, that being purchase one Meadow Brook Lot, Lot S.
• 5 votes in favor, 0 abstain, 0 opposed
3) Motion to request that the Town pursue an easement between Lot 5 (end the trail loop) with
Meadow Brook to cover the are. of the current troll to conned with Town Forest existing treilr
5 votes In favor, 0 abstain, 0 opposed
317 2
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SPECIAL TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
October 21, 2021
The meeting was called to order by the Moderator, Alan E. Foulds, at 7:32 PM, there being a quorum present.
The Pledge of Allegiance was said by all.
Motion made by Angela Binda, Precinct 5 to take Article 9 out of order.
Motion made to move the question by John Sullivan, Precinct 7
2/3rds Vote Required
142 in the affirmative
24 in the negative
180 Town Meeting Members remotely in Attendance
After some discussion a vote was taken
Counted Vote
91 in the affirmative
74 in the negative
180 Town Meeting Members remotely in Attendance
Motion Carried
ARTICLE 9: Motion made by the Select Board that the Town votes to (1) authorize the Select Board
to acquire by purchase or eminent domain, on such terms and conditions as the Select Board shall
determine, a portion of land shown as Assessors Map 44 as Parcel 24 and is more specifically shown as Lots
1, 2, 3, 4, and 5 on an Approval Not Required Plan prepared by Sullivan Engineering Group, LLC entitled
"Plan of Land Off of Grove Street Located in Reading, Massachusetts, Prepared for Meadowbrook Golf Club"
dated December 4, 2020 with a revision date of December 9, 2020 and which plan is on file with the Town
Clerk, for not more than $2,250,000.00 (Two Million Two Hundred Fifty Thousand Dollars) to be used for
general municipal purposes; (2) appropriate the sum of $2,257,500 (Two Million Two Hundred Fifty -Seven
Thousand Five Hundred Dollars) to pay costs of acquiring said land, and for the payment of all costs
incidental and related thereto, and that to meet this appropriation:
the Treasurer, with the approval of the Select Board, is authorized to borrow said amount
under and pursuant to G.L. c. 44, §7(1) or pursuant to any other enabling authority, and to
issue bonds or notes of the Town therefor, and provided further, that any premium received
upon the sale of any bonds or notes approved by this vote, less any such premium applied to
the payment of the costs of issuance of such bonds or notes, may be applied to the payment
of costs approved by this vote in accordance with G.L. c. 44, §20, thereby reducing the
amount authorized to be borrowed to pay such costs by a like amount;
And (3) authorize the Select Board to enter into all agreements and take all related actions necessary or
appropriate to carry out said acquisition and other acts authorized herein.
Presentation given by:
• Bob LeLacheur - See Attached
1 1 P a g e 327
SPECIAL TOWN MEETING
Virtual Town Meeting October 21, 2021
via Zoom Webinar
® Annika Scanlon - Conservation Commission - See Attached
Finance Committee Report - given by Edward Ross: At their meeting on October 20, 2021 the
Finance Committee voted 1-7 to recommend this Article to Town Meeting. Finance Committee voted for the
funding of this motion, using debt entirely it was voted 3-5. It was voted on an option to use $1,500,000 in
debt in and the remainder in free cash, the vote being 7-1. These two options were the only options
discussed.
Bylaw Committee Report: No report
Select Board Report: At their meeting on September 14, 2021 the Select Board voted 2-2-1 to
support this Article.
Town Forest Committee Report - given by Kurt Habel: At a meeting the Town Forest Committee
voted 5-0 for purchase of the five lots and 5-0 for purchase one lot if the Town can only afford one lot
Motion was made by John Arena, Precinct 1 to amend the motions as follows:
Motion made by the Select Board that the Town votes to (1) authorize the Select Board to acquire by
purchase or eminent domain, on such terms and conditions as the Select Board shall determine, a portion
of land shown as Assessors Map 44 as Parcel 24 and is more specifically shown as Lot 5 on an Approval Not
Required Plan prepared by Sullivan Engineering Group, LLC entitled "Plan of Land Off of Grove Street Located
in Reading, Massachusetts, Prepared for Meadowbrook Golf Club" dated December 4, 2020 with a revision
date of December 9, 2020 and which plan is on file with the Town Clerk, for not more than $450,500 (Four
Hundred Fifty Thousand Dollars) to be used for general municipal purposes; (2) appropriate the sum of
$450,500 (Four Hundred Fifty -Seven Thousand Five Hundred Dollars) to pay costs of acquiring said land,
and for the payment of all costs incidental and related thereto, and that to meet this appropriation:
the Treasurer, with the approval of the Select Board, is authorized to borrow said amount
under and pursuant to G.L. c. 44, §7(1) or pursuant to any other enabling authority, and to
issue bonds or notes of the Town therefor, and provided further, that any premium received
upon the sale of any bonds or notes approved by this vote, less any such premium applied to
the payment of the costs of issuance of such bonds or notes, may be applied to the payment
of costs approved by this vote in accordance with G.L. c. 44, §20, thereby reducing the
amount authorized to be borrowed to pay such costs by a like amount;
And (3) authorize the Select Board to enter into all agreements and take all related actions necessary or
appropriate to carry out said acquisition and other acts authorized herein.
Motion made by Mark Ventura, Precinct 2 to Move the Question of the Amendment
2/3rds Vote Required
125 in the affirmative
47 in the negative
180 Town Meeting Members remotely in Attendance
Motion to Move the Question Carried
2 1 P a g e 328
Virtual Town Meeting
via Zoom Webinar
SPECIAL TOWN MEETING
Counted Vote
64 in the affirmative
106 in the negative
180 Town Meeting Members remotely in Attendance
Motion to Amend does not Carr
October 21, 2021
Motion made by Gaetano Manganiello, Precinct 2 to Move the Question of the Main motion
2/3rds Vote Required
91 in the affirmative
77 in the negative
180 Town Meeting Members remotely in Attendance
Motion to Move the Question Does Not Carr
Motion made by Edward Ross, Precinct 5 to amend as follows:
$757,500 shall be transferred and appropriated from Free Cash and further, that the Treasurer, with the
approval of the Select Board is authorized to borrow $1,500,000 under and pursuant to G.L. c. 44, §7(1) or
pursuant to any other enabling authority, and to issue bonds or notes of the Town therefor, and provided
further, that any premium received upon the sale of any bonds or notes approved by this vote, less any
such premium applied to the payment of the costs of issuance of such bonds or notes, may be applied to
the payment of costs approved by this vote in accordance with G.L. c. 44, §20, thereby reducing the amount
authorized to be borrowed to pay such costs by a like amount
Counted Vote
133 in the affirmative
33 in the negative
180 Town Meeting Members remotely in Attendance
Motion to Amend Carries
Motion made by Sasha Corken, Precinct 8 to Move the Question of the Main motion
2/3rds Vote Required
132 in the affirmative
40 in the negative
180 Town Meeting Members remotely in Attendance
Motion to Move the guestion Carries
3 1 P a g e
329
SPECIAL TOWN MEETING
Virtual Town Meeting October 21, 2021
via Zoom Webinar
Motion made for a Roll Call Vote by Dan Ensminger, Precinct 7
Motion for a Roll Call Vote Carried
Roll Call Vote as follows:
1 John
J
Arena
No
Roll Call Vote
A
Benjamin
Abstain
1 Lorenzo
Article 9
P
First
MI
Last
Special
Yes
Name
M
Name
Town Meeting
1 Linda
Snow
Dockser
Yes
2021-10-21
L
Dockser
Yes
1 Nancy
10:01 PM
1 John
J
Arena
No
1 Roy
A
Benjamin
Abstain
1 Lorenzo
Colomba
No
1 John
L
Corbett
Yes
1 John
M
Devir
Abstain
1 Linda
Snow
Dockser
Yes
1 Mark
L
Dockser
Yes
1 Nancy
A
Docktor
Yes
1 W
Megan
Fidler -Carey
Yes
1 Giuseppe
Ciro
Fodera
No
1 Ronald
P
Fotino
Absent
1 Diana
L
Halsey
No
1 John
R
Halsey
No
1 Deborah
D
Hattery
No
1 Bernard
R
Horn
No
1 Kevin
Leete
Yes
1 James
V
Martin
Abstain
1 Sheila
M
Mulroy
Yes
1 Shaun
C
Neville
No
1 Brian
P
OMara
No
1 Paula
J
Perry
Yes
1 David
W
Pinette
No
1 James
F
Reichardt
No
1 Sheilah
Reichardt
No
2 Alan
D
Beaulieu
No
2 Donna
M
Beaulieu
No
2 Francis
P
Burke
No
2 Eric
J
Burkhart
Yes
2 Howard
D
Cohen
Yes
2 Susan
S
Craven
No
2 Anthony
DArezzo
Absent
2 David
J
Feierabend
Yes
2 Vicki
Ellen
Fortin
Yes
2 Denise
M
Iozzo
Yes
2 Karen
T
Janowski
No
2 Gaetano
Manganiello
No
2 Matthew
W
McLeod
Absent
2 Kaitlyn
C
Mercurio
Absent
2 Sean
P
OConnor
Yes
2 Thomas
B
ORourke
Yes
2 Simone
R
Payment
Yes
2 John
A
Sasso
No
2 John
R
Scott
No
2 Allison
L
Sillers
No
2 Emily
K
Sisson
No
2 Christine
L
Strack
Yes
2 Mark
Salvatore
Ventura
Abstain
2 Laura
Faye
Wilson
Yes
3 Eric
J
Bergstrom
No
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3 John
D
Breslin
No
Roll Call Vote
R
Capobianco
Yes
3 Audra
Article 9
Cashin
First
3 Jason
Last
Special
P
Name
MI
Name
Town Meeting
3 Laura
M
Fusco
Yes
2021-10-21
J
Garcia
Yes
3 Rachelle
10:01 PM
3 John
D
Breslin
No
3 Tony
R
Capobianco
Yes
3 Audra
M
Cashin
Yes
3 Jason
FC
Clarke
Yes
3 Daniel
John
Dewar
No
3 Laura
M
Fusco
Yes
3 Fausto
J
Garcia
Yes
3 Rachelle
A
Garcia
Yes
3 Tara
Anne
Giardina
No
3 Michelle
R
Greenwalt
Abstain
3 Kristen
M
LaChance
Absent
3 Stephen
F
Leahy
No
3 Marianne
M
MclaughIin-Downing
No
3 Carla
J
Nazzaro
No
3 Daniel
V
Pastore
No
3 Joseph
J
Sarofeen
No
3 Michael
J
Shimansky
No
3 Paul
J
Sylvester
No
3 Jessica
LB
Tran
Yes
3 Nancy
J
Twomey
Yes
3 Heidi
M
Wise
No
3 Thomas
F
Wise
No
3 Meredith
Logsdon
Yoder
Yes
4 Barry
C
Berman
No
4 Sarah
H
Brukilacchio
No
4 Lynne
H
Cameron
Yes
4 Richard
H
Coco
Yes
4 Ann
M
Cruickshank
Yes
4 Christoper
Scott
Feudo
Yes
4 Andrew
S
Friedmann
Absent
4 Eric
J
Gaffen
Yes
4 Erin
E
Gaffen
Yes
4 Thomas
D
Grant
Yes
4 Jeffrey
P
Jadul
No
4 Emily
G
James
Yes
4 James
T
Maughan
Inactive
4 Richard
E
McDonald
Inactive
4 David
W
McIsaac
Yes
4 David
Alan
Murdock
No
4 John
F
ONeill
Yes
4 Mary Ellen
ONeill
Yes
4 Chuck
Robinson
No
4 Elizabeth
C
Shurland
Yes
4 Harry
M
Simmons
Inactive
4 Marianne
R
Tompkins
No
4 Karin
Elizabeth
Whitelam
Yes
4 Steven
L
Zessis
Abstain
5 Vanessa
I
Alvarado
Yes
5 Carlo
A
Bacci
No
5 Jonathan
E
Barnes
Yes
5 Angela
F
Binda
Yes
5 Lorraine
Conway
No
5 Annemarie
C
Cory
Yes
5 Robert
J
Ferrari
No
5 Michael
Giacalone
No
5 Nathan
Thomas
Giacalone
Yes
5 Laurence
F
Hayes
Yes
5 Laura
A
Joelson
Yes
5 Helena
Mane
Johnson
Yes
October 21, 2021
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anice
M
Jones
Yes
Roll Call Vote
P
Kennedy
Yes
5 Anne
Article 9
Landry
First
5 Christine
Last
Special
P
Name
MI
Name
Town Meeting
5 Patrick
P
OSullivan
No
2021-10-21
B
Pacino
Abstain
5 Joseph
10:01 PM
anice
M
Jones
Yes
5 Dianne
P
Kennedy
Yes
5 Anne
DJ
Landry
Yes
5 Christine
T
Lusk
Yes
S Eileen
A
Manning
No
5 Patrick
P
OSullivan
No
5 Philip
B
Pacino
Abstain
5 Joseph
Pagliuca
No
5 Edward
J
Ross
Yes
5 David
A
Talbot
Yes
5 Jeanne
Thomases
Yes
5 Nancy
J
Ziemlak
Abstain
6 Geoffrey
C
Beckwith
Yes
6 James
E
Bonazoli
No
6 Jeanne
M
Borawski
No
6 Joseph
Clinton
Carnahan
Yes
6 Brendan
J
Carroll
No
6 Steven
Cool
No
6 Robert
Coulter
Abstain
6 Ronald
E
Derosa
Yes
6 Jessica
A
Franklin
No
6 Kelly
A
Malone
Yes
6 Robert
L
Mandell
No
6 James
Gordon
McIntosh
Yes
6 John
M
Miles
Yes
6 Alan
S
Mosier
Yes
6 Etain
ODea
Yes
6 Payaal
K
Patel
Inactive
6 Kerri
Lynne
Perry
No
6 Thomas
A
Perry
No
6 Michele
S
Sanphy
Yes
6 Greg
F
Selvitelli
Yes
6 Gregory
R
Stepler
Yes
6 Cynthia
A
Tozian Cool
Yes
6 John
F
Weaver
Abstain
6 Drucilla
Wood -Beckwith
Yes
7 Carl
F
Anderson
No
7 Jesse
D
Arnold
Yes
7 Lisa
Beth
Bibeau
Yes
7 Nicholas
M
Boivin
Inactive
7 Brandon
P
Chapman
No
7 Heather
A
Clish
Yes
7 Geoffrey
J
Coram
Yes
7 Charles
V
Donnelly -Moran
Yes
7 Marcel
A
Dubois
No
7 Kerry
C
Dunnell
Yes
7 Daniel
A
Ensminger
No
7 Jennifer
C
Hillery
Yes
7 Norman
R
Kozlowski
Yes
7 John
A
Lippitt
Yes
7 Joanne
E
Manville
Yes
7 Hillary
G
Mateev
Yes
7 Jacqueline
Renee
McCarthy
Yes
7 Gina
Beck
McCormick
Yes
7 James
C
Satterthwaite
Yes
7 Jeffrey
W
Struble
Yes
7 John
Brendon
Sullivan
Yes
7 Erin
E
Tierney
Yes
7 Karl
Weld
No
October 21, 2021
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via Zoom Webinar
Carolyn
R
Whiting
YES
Roll Call Vote
Brandt
Yes
Ian
Article 9
Brown
First
Peter
Last
Special
P
Name
MI
Name
Town Meeting
Amy
B
Cole
Yes
2021-10-21
JG
Cooper
Yes
Sasha
10:01 PM
Carolyn
R
Whiting
YES
Shawn
Brandt
Yes
Ian
Charles
Brown
Yes
Peter
A
Brown
Yes
William
C
Brown
No
Amy
B
Cole
Yes
Kendra
JG
Cooper
Yes
Sasha
P
Corken
Yes
Sarah
Maxam
Doane
Yes
William
O
Finch
Yes
Kathleen
O
Goldlust
Yes
Karen
Gately
Herrick
Yes
Stephen
W
Herrick
Yes
Peter
McNeill
Kramer
Inactive
Eileen
Shine
Litterio
No
Patricia
Jean
Lloyd
Yes
Bruce
A
Mackenzie
Yes
Todd
L
Merkle
No
Martha
E
Moore
Yes
Melissa
L
Murphy
No
Thomas
C
OConnor
Yes
Vanessa
Silva
No
Kenneth
R
Tucci
No
Theresa
AC
Wiggins
Yes
Alicia
F
Wiliams
No
After some discussion a vote was taken
2/3rds Vote Required
102 in the affirmative
68 in the negative
180 Town Meeting Members remotely in Attendance
Motion Does not Carry
Second motion presented:
October 21, 2021
Move that the Town votes to (1) authorize the Select Board to acquire by purchase or eminent domain, on
such terms and conditions as the Select Board shall determine, a portion of land shown as Assessors Map
44 as Parcel 24 and is more specifically shown as Lot 5 on an Approval Not Required Plan prepared by
Sullivan Engineering Group, LLC entitled "Plan of Land Off of Grove Street Located in Reading,
Massachusetts, Prepared for Meadowbrook Golf Club" dated December 4, 2020 with a revision date of
December 9, 2020 and which plan is on file with the Town Clerk, for not more than $450,000 (Four Hundred
Fifty Thousand Dollars) to be used for general municipal purposes; (2) appropriate the sum of $450,000 to
pay costs of acquiring said land, and for the payment of all costs incidental and related thereto, and that to
meet this appropriation:
the Treasurer, with the approval of the Select Board, is authorized to borrow said amount
under and pursuant to G.L. c. 44, §7(1) or pursuant to any other enabling authority, and to
issue bonds or notes of the Town therefor, and provided further, that any premium received
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upon the sale of any bonds or notes approved by this vote, less any such premium applied to
the payment of the costs of issuance of such bonds or notes, may be applied to the payment
of costs approved by this vote in accordance with G.L. c. 44, §20, thereby reducing the
amount authorized to be borrowed to pay such costs by a like amount;
And (3) authorize the Select Board to enter into all agreements and take all related actions necessary or
appropriate to carry out said acquisition and other acts authorized herein.
Finance Committee Report - given by Edward Ross: At their meeting on October 20, 2021 the
Finance Committee voted 8-0 to recommend this Motion to Town Meeting.
Motion made to amend by Edward Ross, Precinct 5 to amend as follows:
$450,000 shall be transferred and appropriated from free cash
C: --MUM
.a
■
= - z
Counted Vote
145 in the affirmative
22 in the negative
180 Town Meeting Members remotely in Attendance
Motion to sR emend Carries
Motion made by Joseph Carnahan, Precinct 6 to Move the Question of the second motion
2/3rds Vote Required
134 in the affirmative
28 in the negative
180 Town Meeting Members remotely in Attendance
Motion to Move the Question Carries
After some discussion a vote was taken
2/3rds Vote Required
121 in the affirmative
40 in the negative
180 Town Meeting Members remotely in Attendance
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Second Motion Carries
October 21, 2021
Fausto Garcia, Precinct 3 moved to adjourn the 2021 Special Town Meeting to continue Town Meeting via
Zoom Webinar on October 25th at 7:30 PM. Town Meeting adjourned at 10:52 PM with 180 Town Meeting
Members remotely in attendance.
Counted Vote
139 in the affirmative
25 in the negative
180 Town Meeting Members remotely in Attendance
Motion Carried
A true copy Attest:
Laura A Gemme, CMC /CMMC
Town Clerk
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The meeting was called to order by the Moderator, Alan E. Foulds, at 7:30 PM, there being a quorum present.
The Pledge of Allegiance was said by all.
ARTICLE 6: Motion made by the Select Board that the Town vote to appropriate the sum of five
million dollars ($5,000,000) to pay costs of making energy and water conservation and other similar
improvements to Town owned properties, including the payment of any and all other costs incidental and
related thereto to pay costs of this project, said sum to be expended by and under the direction of the Town
Manager, the School Committee and/or the Superintendent of Schools; and, for the purpose of meeting
such appropriation, the Town Treasurer, with the approval of the Select Board, is authorized to borrow said
sum in accordance with M.G.L. c. 44, §7(1), or any other enabling authority; that the Select Board, Town
Manager, or any other agency or official of the Town, is authorized to apply for a grant or grants, to be used
to defray the cost of all, or any part of, said project; and that the Town Manager is authorized to enter into
any and all contracts and agreements as may be necessary to carry out the purposes of this Article. Any
premium received upon the sale of any bonds or notes approved by this vote, less any such premium applied
to the payment of the costs of issuance of such bonds or notes, may be applied to the payment of costs
approved by this vote in accordance with M.G.L. c. 44, §20, thereby reducing the amount authorized to be
borrowed to pay such costs by a like amount.
Background: Annual Town Meeting in 2009 approved $4.95 million in 15 -year debt for Energy
Improvements phase I, as we explored joining the 'Green Communities' program which began in 2008. A
hurdle with RMLD serving four communities could not be overcome at that point, but Town Meeting voted
to move ahead with the energy improvements resulting in significant energy (and dollar) savings for our
public buildings (and budget).
As of this past summer, this first phase saved 2.5 million pounds of CO2 annually; and saved 1,902 pounds
of NO annually. Through ten years, the Town saved $3.9 million dollars in the energy budget, including the
most recent year consisting of $430,000 in savings.
We sold 15 -year debt to fund this first phase of energy improvements, with the last debt payments due in
FY25. We had planned to investigate a second phase of energy improvements to be timed to begin around
FY25, but a recent push to join Green Communities has produced the desire for faster implementation.
For that first phase Town, School and Facilities staff worked together with an independent consultant and
created a complex procurement process, resulting in the selection of NORESCO. We have enjoyed a great
working relationship since then, as NORESCO measures and inspects our energy use, and makes sure that
Facilities is doing the required preventative maintenance - because NORESCO is financially on the hook to
guarantee minimum savings, which total $3.6 million over those first ten years.
The second phase begins at this lower energy use baseline, and significant improvements are more
challenging. However as proposed, the second phase is projected to save an additional 1.9 million pounds
of CO2 annually and 1,258 pounds of NO annually, in excess of 15% energy savings. A Green Communities
application looks for 15% of 'hard' measures and an additional 5% in 'soft' measures. While this second
phase satisfies that first measure, perhaps more importantly it reduces town /school energy use.
Here is the background presented to that 2009 Town Meeting, especially for the benefit of newer Town
Meeting members, as this Article 7 makes a very similar request again:
Reading Public Schools and the Town of Reading have launched an exciting new project to evaluate and
then implement a set of comprehensive energy conservation measures in our municipal and school buildings.
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The Energy Savings Performance Contracting (ESPC) process, as set forth in Massachusetts General Laws
Chapter 25A, Section 11I, allows a municipality to partner with an Energy Services Company (ESCO) to
evaluate, design and "construct" building infrastructure improvements to reduce energy and water
consumption with construction costs paid for through the savings generated from the project.
The Subsequent Town Meeting in November 2008 approved an expenditure of no more than $120,000 for
consulting services and an initial energy audit. The cost of the audit would only be paid if a project does not
go forward. In response to a Request for Qualifications, seven leading national ESCOs submitted responses.
In accordance with the state -mandated process, the evaluation resulted in the selection of NORESCO of
Westborough, Massachusetts as the top-rated firm to partner with Reading.
The ESPC Project began with the technical energy audit of all fifteen town and school buildings. The audit
process involved comprehensive measurement and analysis of building energy and water use. Teams of
energy auditors utilized meters, monitors, data loggers, surveys and on-site inspection to determine how
our buildings use energy and establish an energy consumption baseline. A team of engineers then evaluated
and designed energy conservation measures that could be undertaken to reduce building energy
consumption from the baseline level. This team of energy engineers and specialists presented these
alternatives to the Town. As this Warrant goes to print in advance of Town Meeting, Town staff is in the
process of finalizing the highest priority measures that best meets the needs and objectives of the
community.
In addition, a variety of financing options are being evaluated, including seeking debt authorization for some
(or all) of this project from Town Meeting through this Article. If the entire project is funded with debt
through this Article, debt service will first be paid from energy savings. Any remaining debt service would
be paid from the annual share of debt and capital. Town staff is diligently monitoring Federal and State
stimulus funding, to see if any (or all) of this project is eligible. In light of the volatile status of stimulus
funding and of the financial markets, the widest possible set of financial tools is particularly important at
this time.
Once the project scope has been finalized, and Town Meeting has authorized debt (if and as needed), the
ESCO, acting as general contractor, will design/build the infrastructure improvements over the course of
one to two years, depending upon the number of measures selected. Reading's project team will approve
the type or brand of equipment to be installed as well as sub -contractors used for installation who will also
have to meet NORESCO's stringent qualification criteria. Reading's project team will meet weekly with
NORESCO's construction management team during all phases of the project and key information will be
communicated to Town officials and the general public through a blog including project schedules, tasks and
timelines.
A second phase is far easier to implement, by simply submitting a change order to our current contractual
relationship with NORESCO, allowing us to utilize their expert knowledge of our buildings. A working group
consisting of the Superintendent of Schools, School CFO, Facilities Director, Assistant Facilities Director and
Town Manager met with NORESCO since last winter to discuss a possible phase II. The initial list of potential
building energy improvements (shown below on the left-hand side) was about $13 million, offering annual
savings of $326,400 or a 39.7 -year payback in aggregate.
Over the summer, Town and School staff worked with NORESCO, examining the cost/payback of each
individual item underlying the summary table below, for each Town and School building. We added some
items, received updated prices, considered the current capital plan which listed a placeholder for $4.5 million
of improvements. We favored replacing existing equipment that would need it over the next few years, and
then added in good payback (-10 Years) items, and agreed on the following suggested improvements:
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SPECIAL TOWN MEETING
Est Cost*
LED Lighting
$
1,230,600 $156,700
7.9
New Boilers
$
3,040,700 $ 10,300
295.2
New Chiller
$
176,400 $ 2,600
67.8
Upgrade Energy Mgt Sys
$
726,600 $ 27,800
26.1
EE Motors & VFDs
$
133,350 $ 12,600
10.6
New RTUs
I $
331, 000 1 $ 619001
48.0
New HVAC
$
134,000
$ 3,300 1
40.6
New EE Transformers
$
79,700
$ 4,0001
19.9
Building Weatherization
Plugload Controls
Refrigeration Controls
26,250 $ 2,400 10.9
78,750 $ 8,100
56,000 $ 2,600
Boiler Controls 1 $ 76,000 $ 4,100
Solar Photovoltaics 1 $ 1,308,600 $ 71,600
Coolidge HVAC Upgrades $ 5,562,000 $ 13,400
$12,959,950 $326,400
i *March 2021 figures
9.7
21.5
18.5
18.3
415.1
October 25, 2021
$
Est Cost*
$ 1,235,887 1 $151,335
2,049,788 $ 9,855 1 20
$ 404,754 $ 9,731 4
$ _ 499,467 $ 35,128 1
$ 187,579 $ 8,206 2
1
214,607 i $ 10,328
194,876 $ 14,410
5,084 $ 543
39.71 $ 4,792,042 1 $239,536
*AuL7usr2021
This selected combination with a $4.8 million cost retains as much energy savings as practical ($240k) and
cuts the payback about in half to 20.0 years.
Note that this approach on the right-hand has two very different elements.
First, the $2.05 million of boiler replacements at Parker MS ($1.49 million) and the Police Station ($0.56
million) were listed as stand-alone projects in the capital plan, and needing attention in the near-term. They
were subsequently rolled into this project and removed as individual capital line items, because doing them
as part of a project is far more cost-effective, and the energy savings 'counts' towards a Green Communities
application. This portion of the project is not meant to be financially efficient in terms of cost/payback as
shown above with a 200+ year payback.
Second, the remaining $2.75 million of improvements have an 11+ year cumulative payback and are very
cost/payback effective.
Items identified for a second phase but not selected include:
- $5.6 million for a steam to hot water conversion at Coolidge MS which would produce savings of
$13,400 annually, or a 400+ year payback. This work is not urgent from an operations standpoint;
- Solar photovoltaics for a total of $1.3 million is possible at Parker MS, Joshua Eaton ES, Barrows ES,
Wood End ES, the Main St. Fire Station and the Public Library and produce a 25+ year payback,
which did not make the cut for this project, but also as they are exterior to the buildings, they can
be done separately at any time. Note that a possible phase 3 is shown in the capital plan as
"Community Sustainability", which aims to cover additional work 'outside' public buildings and on
public grounds (such as a solar array above a parking lot, as is done By Endicott College and others).
The community should begin those discussions as soon as practical;
- Another -$1 million for RMHS boiler work, rooftop unit replacements at Coolidge and Town Hall;
HVAC work at the Senior Center and DPW Garage; and various plug load, refrigeration and boiler
controls at a several buildings. Combined these items produced a payback of 100+ years, and none
of the work was planned or deemed urgent.
If approved by October Special Town Meeting, we will be in a position to execute a contract that guarantees
these costs through December 2021, and puts NORESCO on the hook for the guaranteed energy savings (if
not approved by Town Meeting, as is the standard industry practice, we will owe NORESCO a 'back -out' fee
of $57,000 for this work that was set aside with surplus energy funds from last year).
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via Zoom Webinar
Presentation given by:
Bob LeLacheur - See Attached
• Travis Estes - Climate Advisory Committee - See Attached
Finance Committee Report - given by Edward Ross: At their meeting on September 13, 2021
the Finance Committee voted 8-0 to recommend this Article to Town Meeting.
Bylaw Committee Report: No report
Select Board Report: At their meeting on September 14, 2021 the Select Board voted 3-0-2 to
support this Article.
Motion made by Anne Landry to adjourn until Thursday, October 28, 2021 at 7:30 PM utilizing a remote
technology platform that allows Town Meeting members to see who is present and whose hands are raised
and that enable Town Meeting members to vote such as Zooms pro license 14.99 per mouth with an addon
of 50.00 per month to accommodate up to 500 people.
Counted Vote
57 in the affirmative
105 in the negative
179 Town Meeting Members remotely in Attendance
Motion Does Not Carr
Motion made by Lorraine Conway, Precinct 5 to move the question
2/3rds Vote Required
90 in the affirmative
79 in the negative
179 Town Meeting Members remotely in Attendance
Motion Does Not Carry
Motion made by Alicia Williams, Precinct 8 to move the question
2/3rds Vote Required
114 in the affirmative
54 in the negative
179 Town Meeting Members remotely in Attendance
Motion Carries
After some discussion a vote was taken
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2/3rds Vote Required
119 in the affirmative
52 in the negative
179 Town Meeting Members remotely in Attendance
Motion Carried
October 25, 2021
ARTICLE 7: Motion made by the Select Board that the Town vote to appropriate the sum of two
million five hundred thousand dollars ($2,500,000) to pay costs of replacing the Auburn Water Tank,
including the payment of any and all other costs incidental and related thereto, which amount will
supplement funds previously appropriated under Article 17 of the 2019 Annual Town Meeting to pay costs
of this project, said sum to be expended by and under the direction of the Town Manager; and, for the
purpose of meeting such appropriation, the Town Treasurer, with the approval of the Select Board, is
authorized to borrow said sum in accordance with M.G.L. c. 44, §8(4), or any other enabling authority; that
the Select Board, Town Manager, or any other agency or official of the Town, is authorized to apply for a
grant or grants, to be used to defray the cost of all, or any part of, said project; and that the Town Manager
is authorized to enter into any and all contracts and agreements as may be necessary to carry out the
purposes of this Article. Any premium received upon the sale of any bonds or notes approved by this vote,
less any such premium applied to the payment of the costs of issuance of such bonds or notes, may be
applied to the payment of costs approved by this vote in accordance with M.G.L. c. 44, §20, thereby reducing
the amount authorized to be borrowed to pay such costs by a like amount.
Background: A Special Town Meeting in April 2021 authorized the Select Board to execute ground
leases for temporary telecommunication facilities at the site of the Auburn Water Tank, scheduled for
replacement. The relevant project background for that Town Meeting is repeated below (some information
no longer relevant has been removed):
"Annual Town Meeting under Article 17 in April 2019 voted to authorize $4.5 million in debt to replace the
Auburn Street water tank. This followed a couple of years of discussion as to either paint and repair the
aging tank every 15 or so years, or replacing it with a composite elevated tank that would not require as
much maintenance or any regular painting.
Either solution requires moving the Town's emergency telecommunications equipment as well as the
equipment from several cell carriers from the Water Tank.
Building and leasing a cell tower was one of the handful of pre -Override revenue enhancement ideas to
come from Financial Forums held in the early 2010s, and Town Meeting approved $100,000 in FY17 for
preliminary cell tower design.
The 2018 Annual Town Meeting voted to fund $400,000 for the Town to build a permanent cell tower
(planned for FY20). However, a few neighbors attended a summer 2018 public meeting and subsequently
the Town Manager halted the project, and requested that November 2018 Town Meeting remove the
$400,00 funding. A request for $100,000 in order to relocate the Town's emergency equipment was funded
instead, and the cell carriers were asked to build a temporary cell tower for both themselves and Town
equipment.
In the winter 2019-2020, cell carriers were non-responsive to a Request for Proposal (RFP) asking them to
build a temporary tower. In the spring 2020 the Select Board was provided an update which reviewed the
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past exploration of building a temporary or permanent cell tower, and asked about next steps. In late 2020
the Select Board voted to allow the Town to build a temporary structure but only for its own equipment. The
cell carriers made a presentation to the Board in the spring 2021 showing the loss of cell coverage for a
large section of town, and they offered to build a temporary structure and allow the Town's emergency
equipment on it, and the Board voted to accept this offer.
Discussions with the neighbors have expanded the scope of the project to explore additional improvements,
including immediate changes shown below as well as possibly leaving room for a possible park in the future.
One cell carrier did respond to an RFP to build a temporary structure, and that process in now underway.
The temporary tower is still forecast to be needed for two full construction seasons.
An update to the Select Board on July 13th from Town Engineer Ryan Percival described an updated cost
estimate of $5.87 million, which included engineering costs and contingency. Since then the Town received
and opened bids on August 26th. The result was only one qualified bid at a total bid price of $5,876,793.00.
Due to the increase in the construction bid price and the need for additional engineering and contingencies
the Town needs an additional $2.5 million. The cost increases from the initial $4.5 million project are as
follows:
1,780,000 New Storage Tank/demo of existing tank
50,000 Soil excavation (added scope)
200,000 Water Main work (added scope)
50,000 Engineering costs (addedscope)
$ 420,000 Increased contingencies (due to above changes)
$ 2,500,000
The $1.8 million increase to the new/old tank work is due to the change in prices (especially steel) over the
past two years, as well as supply chain issues and lower resale value of existing materials.
Here are responses to recent questions raised by the Select Board after their meeting on September 14th:
1. Can we get a guesstimate from a painting contractor on the cost to repaint the tank (and
approximately how long it should last)?
Answer: We reached out to two painting contractors and only heard back from one. The estimate received
was $2 million to only perform the following: full blast and recoat of the tank interior and
containment, full blast, and recoat of the tank exterior. This estimate DOES NOT include costs for
engineering (design, bid, CA); pit, seam, and plate welding repairs; repairs to the cat walk or
other structurally deficient items (see answer to question #2); stand-offs for the cell carriers;
civil/site work, such as tree removal or impacted soil removal; or improvements to the water
main in Auburn St. The coating system of a water storage tank should last approximately 10 to
15 years, if properly maintained.
2. Did Weston & Sampson (or other company) complete a structural review of the tank several years
ago? What was their thinking on safety IF painted and maintained. I am mindful of your comment
about the DEP potentially telling us that it must be replaced post haste.
Answer: Several tank inspections have been performed on the tank within the past 10-15 years. The
following items were taken from 2009 and 2012 inspection reports.
• "There are sixteen roof trusses which support the tank dome and knuckle. Four of the trusses
near the second roof hatch show clear displacement."
• "While accessing the roof of the subject tank we did observe a structural deficiency within the
roof access ladder assembly. The points of attachment between the bottom vertical section
of the ladder and the upper revolving section of the ladder assembly are compromised.
Furthermore, the weld quality along the remaining welds appears questionable."
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"Significant distortions in as many as 5 of the trusses and measurable distortion among many
more. These distortions range from a 7" to 18.5" deflection from the centerline of the girder."
"The Immediate concern was the extent of corrosion currently taking place along a number
of the retention nuts. Any significant furtherance in this metal loss could, and will, compromise
the integrity of some of these connections."
"The interior tank surfaces are in fair to good condition, with only minor corrosion along lap
seams of the roof however more extensive degradation is present on the shell plates and
interior of the riser pipe."
® "The shell and balcony access has been compromised by the installation of numerous cellular
coaxial cables as well as town owned radio equipment along these surfaces. At this time,
there is no reasonable means of accessing the shell ladder from the leg column ladder along
the balcony due to these obstructions. Modification of the antenna equipment to allow
unencumbered access throughout the balcony, and between the two ladders, in particular, is
necessary to permit proper inspection of the tank."
"Consideration should be given to scheduling complete rehabilitation of the interior surfaces
of the subject tank within the next 1-2 years."
We have not reviewed more recent reports but there is a high probability that these deficiencies
have become worse and /or that new issues have developed over time.
In 2016, Weston & Sampson performed a cost benefit analysis that determined the town would
likely save approximately $1.4 million over the lifespan of the tank by replacing it with a low
maintenance tank instead of rehabilitating it, which would have included repairing the deficiencies
noted above.
3. Could the already existing debt financing be used for capital improvement to the existing tank? is there
a way to get a legal opinion about this in time for October Town Meeting?
Answer: Town Meeting could vote to repurpose the existing debt for another allowed use, as defined in
guidelines used by the Treasurer concerning maximum borrowing terms for various capital
projects.
4. I am sure that you have been talking with MWRA. Are there other municipalities in their district looking
at tanks right now?
Answer: We know of at least two non- or partial-MWRA communities (Wilmington and Sharon) who are
building or have recently built new elevated tanks instead of rehabilitating an existing tank. I
believe the Wilmington tank was completed in 2019 and the Sharon tank was bid in Dec. 2020
and is currently under construction. Both communities are utilizing new, elevated, glass -fused -
to -steel tanks.
5. can someone reach out to a company that chose not to bid on our project (asked about bid, etc) to see
if there is something about the RFQ that stopped them from participating?
Answer: We reached out to contractors on the plan holders list who did not submit a bid, and they were
either too busy working on other projects or bidding other work or had submitted quotes to
perform the site work for the sole project bidder.
6. can you share what the contingency clause is from the responding bidder. would like to get a legal
review of that clause so we understand implications as best we can. did it include a cost de-escalation
clause as well as a cost escalation clause?
Answer: There was no contingency clause from the responding bidder. With respect to price escalation/de-
escalation, as a c.30, §39M project material price adjustments apply as provided for under c.30,
§38A. Provisions are included within Section 01250 of the bid documents. Otherwise, bidders are
responsible for performance at the awarded price for the specified duration of work.
Part of our construction administration scope of work will be to monitor relevant items for
applicability to the provision.
Presentation given by:
• Bob LeLacheur - See Attached
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Finance Committee Report — -iven by Edward Ross: At their meeting on September 13, 2021
the Finance Committee voted 7-1 to recommend this Article to Town Meeting.
Bylaw Committee Report: No report
Select Board Re ort: At their meeting on September 14, 2021 the Select Board voted 2-0-3 to
support this Article.
Motion made by Edward Ross, Precinct 5 to amend as follows:
Move that the Town vote to appropriate the sum of two million five hundred thousand dollars ($2,500,000)
to pay costs of replacing the Auburn Water Tank, including the payment of any and all other costs incidental
and related thereto, which amount will supplement funds previously appropriated under Article 17 of the
2019 Annual Town Meeting to pay costs of this project, said sum to be expended by and under the direction
of the Town Manager; and, for the purpose of meeting such appropriation, $500,000 shall transferred from
Water Reserves, and further, that the Town Treasurer, with the approval of the Select Board, is authorized
to borrow $2,000,000 under and pursuant to M.G.L. c. 44, §8(4), or any other enabling authority, and to
issue bonds or notes of the Town therefor, and provided further, that any premium received upon the sale
of any bonds or notes approved by this vote, less any such premium applied to the payment of the costs of
issuance of such bonds or notes, may be applied to the payment of costs approved by this vote in accordance
with G.L. c 44, §20, thereby reducing the amount authorized to be borrowed to such costs by a like amount.
that the Select Board, Town Manager, or any other agency or official of the Town, is authorized to apply for
a grant or grants, to be used to defray the cost of all, or any part of, said project; and that the Town Manager
is authorized to enter into any and all contracts and agreements as may be necessary to carry out the
purposes of this Article.
and provided, however, that the amount borrowed be reduced by any amount appropriated from available
American Rescue Plan Act Funds as authorized by the Select Board for this purpose
Counted Vote
148 in the affirmative
13 in the negative
179 Town Meeting Members remotely in Attendance
Motion Carries
Motion made by Gaetano Manganiello, Precinct 2 to amend the above amendment as follows:
Move that the Town vote to appropriate the sum of two million five hundred thousand dollars ($2,500,000)
to pay costs of replacing the Auburn Water Tank, including the payment of any and all other costs incidental
and related thereto, which amount will supplement funds previously appropriated under Article 17 of the
2019 Annual Town Meeting to pay costs of this project, said sum to be expended by and under the direction
of the Town Manager; and, for the purpose of meeting such appropriation, $590;998 $1,000,000 shall
transferred from Water Reserves, and further, that the Town Treasurer, with the approval of the Select
Board, is authorized to borrow $88989 $1,500,000 under and pursuant to M.G.L. c. 44, §8(4), or any
other enabling authority, and to issue bonds or notes of the Town therefor, and provided further, that any
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premium received upon the sale of any bonds or notes approved by this vote, less any such premium applied
to the payment of the costs of issuance of such bonds or notes, may be applied to the payment of costs
approved by this vote in accordance with G.L. c 44, §20, thereby reducing the amount authorized to be
borrowed to such costs by a like amount.
that the Select Board, Town Manager, or any other agency or official of the Town, is authorized to apply for
a grant or grants, to be used to defray the cost of all, or any part of, said project; and that the Town Manager
is authorized to enter into any and all contracts and agreements as may be necessary to carry out the
purposes of this Article.
and provided, however, that the amount borrowed be reduced by any amount appropriated from available
American Rescue Plan Act Funds as authorized by the Select Board for this purpose
Counted Vote
77 in the affirmative
89 in the negative
179 Town Meeting Members remotely in Attendance
Motion Does Not Carry
Motion made by James Bonazoli, Precinct 6 to move the question on the entire Article
2/3rds Vote Required
94 in the affirmative
75 in the negative
179 Town Meeting Members remotely in Attendance
Motion Does Not Ca
Motion made by Vicki Fortin, Precinct 2 to move the question on the Amendments
2/3rds Vote Required
143 in the affirmative
24 in the negative
179 Town Meeting Members remotely in Attendance
Motion Carries
Motion made by Karen Janowski, Precinct 2 to move the question
2/3rds Vote Required
116 in the affirmative
46 in the negative
179 Town Meeting Members remotely in Attendance
Motion Carries
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After some discussion a vote was taken
2/3rds Vote Required
135 in the affirmative
33 in the negative
179 Town Meeting Members remotely in Attendance
Motion Carried as Amended
October 25, 2021
ARTICLE 8: Motion made by the Select Board that the Town vote to authorize the Select Board to
acquire by gift, on such terms and conditions as the Select Board shall determine, an easement over a portion
of Gazebo Circle, as shown on a plan entitled "Easement Plan, Proposed Access Easement, Hopkins Street,
Reading, MA" dated October 13, 2021, and prepared by LandTech, for the purpose of accessing 160 Hopkins
Street (Accessor's Parcel 8-61), and, further, to authorize the Select Board to enter into all agreements and
take all related actions necessary or appropriate to carry out said acquisition and other acts authorized herein.
Background: Subsequent Town Meeting in November 2020 authorized the Town to borrow
$1,100,000 to construct a new water booster station on town owned land located at 160 Hopkins Street.
The purpose of this article is to authorize the Select Board to accept an access easement over a portion of
Gazebo Circle adjacent to the town owned parcel at 160 Hopkins Street. The easement will allow the Town
all rights to access its land via a driveway from Gazebo Circle. The easement will be used for operations and
maintenance of the facility and property. The easement will also be used during periods of construction
including the construction of the driveway.
The Board of Trustees of Summit Village will be gifting this easement to the Town.
Presentation given by:
• Bob LeLacheur - See Attached
Finance Committee Report: No report, as this will be gifted to the Town
Bylaw Committee Report: No report
Motion made by Laura Joelson, Precinct 5 to move the question
2/3rds Vote Required
134 in the affirmative
24 in the negative
179 Town Meeting Members remotely in Attendance
Motion Carries
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After some discussion a vote was taken
Counted Vote
160 in the affirmative
0 in the negative
179 Town Meeting Members remotely in Attendance
Motion Carried
Motion made by Karen Herrick, Select Board to take Article 3 from the table
Counted Vote
87 in the affirmative
19 in the negative
179 Town Meeting Members remotely in Attendance
Instruction Motion made by David McIsaac, Precinct 4 was withdrawn.
Alicia Williams, Precinct 8 moved to adjourn the 2021 Special Town Meeting adjourn sine die at 10:59 PM
with 179 Town Meeting Members remotely in attendance.
Counted Vote
144 in the affirmative
5 in the negative
179 Town Meeting Members remotely in Attendance
Motion Carried
A true copy Attest:
Laura A Gemme, CMC /CMMC
Town Clerk
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APPENDIX E Subsequent Town Meeting and Minutes November 8,
2021
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Each Precinct met via Zoom on date and time listed with each Precinct's notes below. During each Precinct
meeting a presentation was given on the process of how a virtual Town Meeting was going to be conducted
with a question and answer session. Each Precinct was also given the information of how 2022 election was
going to work with the Re-Precincting using the 2020 census data. Each Precinct conducted the following
business:
Precinct 1 — Met Monday, November 11t at 5:30 PM. With a Quorum present there was no order of business.
Precinct 2 — Met Monday, November 1St at 6:30 PM. With a Quorum present there was no order of business.
Precinct 3 — Met Tuesday, November 2nd at 5:30 PM. With a Quorum present there was no order of
business.
Precinct 4 — Met Tuesday, November 2nd at 6:30 PM. With a Quorum present there was a vote taken to fill
three vacancies until the next election. Keri Fox, Lindsay McCarthy and Michael Monteiro were elected by
the precinct members.
Precinct 5 — Met Wednesday, November 3rd at 5:30 PM. With a Quorum present there was no order of
business.
Precinct 6 — Met Wednesday, November 3rd at 6:30 PM. With a Quorum present there was a vote taken to
fill one vacancy until the next election. Stephen Dion was elected by the precinct members.
Precinct 7 — Met Thursday, November 4th at 5:30 PM. With a Quorum present there was a vote taken to
fill one vacancy until the next election. Genady Pilyaysky was elected by the precinct members.
Precinct 8 — Met Thursday, November 41h at 6:30 PM. With a Quorum present there was a vote taken to
fill one vacancy until the next election. Josh Goldlust was elected by the precinct members.
The meeting was called to order by the Moderator, Alan E. Foulds, at 7:30 PM, there being a quorum present.
The Pledge of Allegiance was said by all, followed by the invocation given by Philip Pacino, Precinct 5. The
Constables return of the Warrant was read by the Town Clerk.
Motion made by the Select Board pursuant to the Acts of 2020 Chapter 92 and before taking any other vote
at this Subsequent Town Meeting, the Town Meeting members vote to continue conducting business at this
meeting remotely using the video conferencing platform "Zoom Webinar", as selected by the Moderator.
Counted Vote
161 in the affirmative
3 in the negative
180 Town Meeting Members remotely in Attendance
Motion Carried
ARTICLE 1: To hear and act on the reports of the Select Board, School Committee, Library
Trustees, Municipal Light Board, Finance Committee, Bylaw Committee, Town Manager, Town Accountant
and any other Town Official, Board or Committee.
Bylaw Committee — given by Jeff Struble: The Bylaw Committee met in a joint session with the
Rules Committee on September 27th to discuss the Instructional Motion made by Theresa Wiggins at the
Annual Town Meeting which concerned moving to electronic voting at Town Meetings to make it a more
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efficient process. The Rules Committee voted to adopt electronic voting and asked the Bylaw Committee to
draft revisions to Rule No. 13 in Bylaw Section 2.2.1 to configure the various ideas discussed. The Bylaw
Committee will be meeting in the next few weeks to begin this process, which will include research into
Town technical capabilities and precedents set by other towns that have gone to voting. The two committees
will meet again to review a draft of the bylaw revisions that results from the Bylaw Committee's work and
finalize the version that will be brought to Town Meeting for adoption, likely April 2022.
CPDC 40R Zoning Uodate: The Community Planning & Development Commission (CPDC) provides
the following update to Town Meeting on the status of their efforts to revisit and propose amendments to
the 40R Downtown Smart Growth District (DSGD) Zoning Bylaw Section 10.5. Why is the Downtown Smart
Growth District significant for Reading?
The DSGD has been instrumental to Reading, by:
• helping the Town accommodate our forecasted share of the region's growth in a planned, intentional
manner,
• allowing the Town to manage this growth at the local level to continue to meet the state mandate that
we achieve and maintain 10% of the Town's housing stock as affordable to avoid future 408 projects;
• enabling the Town to achieve the 10% mandate via development projects that respect locally -established
zoning controls and design guidelines;
• promoting mixed-use (housing + commercial) development, which has the following benefits:
• increases the immediate customer base to support existing and future downtown businesses;
• ensures that the Town is able to retain and create commercial space within the downtown;
• provides mixed -income housing opportunities near services and transit; and
• providing a mechanism through which the Town is able to keep downtown vital and preserve what is
important, while ensuring the Town remains queued up for opportunities.
The DSGD has been an important economic engine for the Town and has played a critical role -in offsetting
another override. Redevelopment or reuse of 5 properties downtown alone (currently known as: MF Charles,
30 Haven, Rise475, Postmark, and Ace Flats) have resulted in $958,000 in new growth tax revenue to the
Town (roughly broken down as follows: $600,000 to the School Department and —$350,000 to the Town
government, annually).
Background Information on 40111 and the DSGD
What is 40R?
Massachusetts General Law (MGL) Chapter 40R is a Smart Growth Zoning state statute adopted at the local
level. "Chapter 40R encourages communities to create dense residential or mixed- use smart growth zoning
districts, including a high percentage of affordable housing units, to be located near transit stations, in areas
of concentrated development such as existing city and town centers, and in other highly suitable locations."
40R and 408
At the local level, Chapter 40R offers towns much more control over development projects than Chapter
408. Projects proposed under Chapter 40R must comply with local zoning, whereas 408 projects do not.
Chapter 40R allows towns to establish desirable dimensional controls (i.e., setbacks, height, lot coverage),
waiver criteria, parking requirements, open space, and other typical provisions found in zoning. Towns can
also influence the design and feel of 40R projects by establishing parameters to control massing, scale,
facade treatments and building aesthetics within Design Guidelines.
While both chapters 40R and 408 promote the development of housing, Chapter 40R expressly allows mixed-
use (housing + commercial) development, which can be a tool to preserve the vitality of historic downtowns
and commercial areas by bringing more residents within close, easy, and ideally walkable access to the
businesses.
Chapter 40R does come with certain limitations on local authority. For example, towns must comply with
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minimum densities (20 units/acre), affordability requirements, and percentages of gross floor area dedicated
to residential that are set by the Department of Housing and Community Development (DHCD). And, since
40R is a state statute adopted at the local level, any proposed amendments to the Town's 40R Bylaw must
first be approved by DHCD. Among other requirements, DHCD will assess whether any of the proposed
amendments "unreasonably impair" development within the District, and their review may take up to 90
days.
History of 4011 in Downtown Reading
Town of Reading Town Meeting adopted the Downtown Smart Growth District (DSGD) by more than a 2/3
vote (126:7 with 11 abstaining) in 2009, and expanded it by more than a 2/3 vote (136:3 with 19 abstaining)
in 2017 to include the entirety of the Business -8 zoned portion of downtown. Pursuant to Section 10.5 of
the Reading Zoning Bylaw, the CPDC has jurisdiction over Plan Review of 40R project proposals. In addition,
40R project proposals must comply with the DSGD Design Standards & Guidelines. The DSGD Design
Standards & Guidelines are referenced in the zoning bylaw but are contained within a separate document
under the authority of CPDC. The DSGD Design Standards & Guidelines document was drafted by CPDC,
adopted in 2009, and most recently amended in 2020 after a lengthy public process.
From 2009 through 2016, the CPDC reviewed and approved one 40R project: the mixed-use redevelopment
of the Atlantic Supermarket known as 30 Haven. A second project, the renovation and fit -out of the MF
Charles building, was considered under 40R but ended up fully commercial instead. Since the District was
expanded in 2017, the CPDC has had two waves of projects. The 1st wave has recently finished construction
and received occupancy and includes Rise475, Postmark, Ace Flats, and 14 Chapin Avenue. The 2nd wave
has recently gone through or is currently going through permitting with CPDC and includes: 531 Main Street
(former Chronicle building), 18-20 Woburn Street (vacant lot adjacent to the entrance to the CVS parking
lot), and 6-16 Chute Street (currently occupied by the Green Tomato, Last Corner and other retail tenants).
All of these redevelopment projects, with the exception of 14 Chapin Avenue, are mixed-use.
Characteristics of the DSGD
The DSGD is relatively small, comprising a total of approximately 48 acres of land, broken down as follows:
—40% public land, streets, etc.; —25% (12.6 acres) considered "substantially developed"; and —35% (17.19
acres) remaining as "developable." Combined, the "substantially developed" and "developable" land areas
comprise 29.79 acres (or —1.3 million square feet) of Business B/40R zoned land downtown. For comparison
sake, there are 869 acres (-37.9 million square feet) of permanently protected land in Town.' The Town of
Reading in total comprises 6,336 acres (-279 million square feet); 13.7% of the Town is permanently
protected and 0.47% is developable downtown land. Furthermore, there are —41 acres of passive and active
recreation space within a 0.5 -mile radius of the Haven /Main intersection, including: Washington Park, Hunt
Park, Memorial Park, the Town Common, and Laurel Hill Cemetery.
Within the DSGD, there are 148 lots, which are also fairly small. The average lot size is 10,344 square feet
(i.e., the 128 Tire property on the corner of Main and Washington); the median lot size is 6,383 square feet
(i.e., the Latham Law property on the corner of Main and Pleasant).
About two dozen of the structures within the DSGD are listed on the local Historical and Architectural
Inventory and/or the National Register. Proponents of 40R redevelopments of historic buildings work closely
with the Reading Historical Commission to either preserve all or portions of the historic building (i.e., MF
Charles, Post Office), to incorporate historic architectural elements within the design of the new building
(i.e., Ace Flats, The Chronicle), and to include space within the new building dedicated to exhibits of historical
artifacts or interpretive panels (i.e., Ace Flats, The Chronicle).
Why is the CPDC considering revising the DSGD 4011 Zoning Bylaw?
The CPDC recognizes that the pace of redevelopment downtown has been faster than most people
anticipated when the DSGD was expanded in 2017, continues to reflect on lessons learned from
implementing the current 40R Bylaw, and acknowledges that there is a desire among some residents for
growth within the DSGD to feel less urban. Two recent Instructional Motions voted favorably by Town
Meeting (2020 STM and 2021 ATM) made specific requests for reduced lot coverage (85%) and for increased
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setbacks from residential properties (15 feet), in part to allow for the creation of pocket parks or other open
spaces within the District. The specific amendments requested by the Instructional Motions were sent to the
Department of Housing and Community Development (DHCD) in early October 2021 and their review is
underway.
However, given the significance of the DSGD, the CPDC feels that it is necessary to consider the specific
modifications requested as part of a holistic review of the entire 40R Bylaw, and to gather more community
input before proposing any CPDC-supported amendments to the 40R Bylaw.
The goals of a holistic review include:
1. aligning policy changes with broad community sentiment;
2. avoiding unintended consequences of partial zoning changes;
3. exploring ways to create meaningful open spaces for the community and/or better connect the downtown
with existing protected lands and open spaces areas; and
4. amending zoning to support desired outcomes while still attracting investment in Reading.
As such, the CPDC will be considering potential amendments to the following areas of the 40R Bylaw (ZBL
Section 10.5): adding definitions of lot coverage, open space, and recreational use; listing open space and
recreation as expressly allowed uses; establishing percentages for lot coverage and open space; adding a
minimum lot size; requiring greater setbacks in certain locations that encourage adjacency of open spaces
between parcels; and additional requirements to justify waivers for increased density, including but not
limited to: provision of open space, payment in lieu of providing open space into a fund for open space
acquisition /improvement , increased setbacks/step-backs, greater or deeper affordability, greater
commercial square footage, retention of existing commercial tenants, etc.
If the proposed zoning is approved by Town Meeting, changes to the DSGD Design Standards &
Guidelines will likely be needed in the months that follow in order to keep them aligned with the zoning.
Recent CPDC Efforts & the 'Your Downtown' Initiative
The CPDC takes community feedback very seriously, and has worked with staff to outline the following public
process before bringing forth any amendments to the 40R Bylaw:
March 2021: Zoning Workshop focused on the 40R District (-50 attendees)
June 2021: Staff prepared scope and small contract with the Metropolitan Area Planning Council
(MAPC) for assistance with a community engagement effort around the DSGD
August 2021: CPDC Debrief on feedback from March workshop
Identified areas where additional education and /or feedback would be beneficial, as
well as potential changes to both Zoning and Design Guidelines to begin to address
feedback
September 20th: 1St Focus Group with 10 concerned citizens (facilitated by MAPC)
October 2021: Launch of the Your Downtown Initiative https://www.readingma.gov/yourdowntown
***Town -wide survey to get feedback from broader community about downtown growth; mailed
postcard on 10/15/21 with survey QR Code and URL to all Reading households, including renters***
October 19th: Community Event - Webinar re: Development Trade -Offs (facilitated by MAPC)
October 28th: 2nd Focus Group with downtown residents and business owners (facilitated by MAPC)
December 2021: Please join us!
December 1st: Community Event - How Zoning Tools Can Advance a Vision (facilitated by
MAPC)
December 6th: CPDC Opens Public Hearing for 40R Zoning Amendments
Hybrid Meeting: Select Board Room & Zoom (https://us06web.zoom.us/j/86083468072)
2022
January 10th and January 24th: CPDC Meetings, continued discussions of 40R Zoning Amendments
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• Send CPDC's draft amendments to DHCD for review (may take up to 90 days)
• Send CPDC's draft amendments to Town Counsel for review
March 1, 2022: April Town Meeting Warrant Closes
April /May 2022: Annual Town Meeting - 4/25, 4/28, 5/2, 5/5
1 2021 Open Space Inventory: the 869 acres noted represents permanently protected Town -owned land,
permanently protected Land Trust land, and land under Conservation Restriction. It does not include other
Town -owned land with limited protection such as schools and parks.
RMLD General Manager — given by Coleen O'Brien. The last year has been quite unprecedented, but
the RMLD, its employees, and the electric system remained safe and reliable through strict procedural
protocols with seamless business continuity. With all employees remobilized and the Ash Street lobby now
open, the public is welcome with some remaining precautionary measures such as recommended masking
and social distancing.
The RMLD calendar year 2020 Annual Report, appropriately themed "Resilience," was issued this summer
and can be found on the website, www.rmid.com. High School art donned the cover and the submittals were
truly inspiring. Accomplishments were significant despite the conditions during the year with shifting some
capital projects to maintenance due to material availability, etc. Highlights can be found in the report and
include a clean financial audit with no management letter, the American Public Power Association's
Certificate of Excellence in Reliability Award, and the RMLD Employee Safety Award.
The RMLD also earned a prestigious Reliable Public Power Provider (RP3) O designation from the American
Public Power Association for providing reliable and safe electric service to its customers. The RP3
designation, which lasts for three years, recognizes public power utilities that demonstrate proficiency in
four key disciplines: reliability, safety, workforce development, and system improvement. Criteria include
sound business practices and a utility -wide commitment to safe and reliable delivery of electricity.
To obtain community feedback, the RMLD partnered with a research firm with extensive experience
conducting customer surveys for municipally -owned electric utilities in Massachusetts to conduct a customer
satisfaction survey. The survey sought input in the areas of service reliability, rates, customer service,
energy efficiency programs, power supply, policies for reducing greenhouse gas emissions, and more.
Overall customer satisfaction results were positive with 96% of residential and 93.6% of commercial
customer respondents indicating that they are a satisfied customer, a loyal customer, or an advocate of the
RMLD. The RMLD received very positive ratings throughout and will work to apply the feedback and insight
collected to continuously improve its programs and processes.
Over the last year, Massachusetts passed new climate legislation which sets power supply goals for both
Municipal Light Plants (MLPs) and Investor Owned Utilities (IOUs) to reduce greenhouse gas emissions. The
bill requires that the power sold by utilities be net -zero emissions by 2050. The MLP and IOU sectors have
different paths to meet these goals due to their very different business models; MLPs are not-for-profit and
have long-term customer committed power contracts within their portfolios, whereas IOUs are for-profit and
make all power purchases every six -months.
The RMLD, over the last 12 months, ran significantly detailed educational Citizen Advisory Board and Board
of Commissioner meetings presenting the current power supply portfolio and the strategic plan to meet the
climate goals. Since the RMLD had already committed to renewable and decarbonization goals prior to the
law, the organization was in a better position to mitigate otherwise significant rate impacts. The RMLD
continues to seek power purchases in which the Renewable Energy Certificates (RECs) are part of the Power
Purchase Agreements (PPA). For example, MLPs including the RMLD are working diligently to purchase
offshore wind power, an opportunity that will green the portfolios of MLPs across the state. The RMLD took
the initiative eight years ago to foster the MLP portion of the recent climate legislation and actively builds
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its portfolio strategically to align with the Commonwealth's climate goals while protecting rate payers.
With the potential for further climate legislation from the federal government, the RMLD will continue to
provide ongoing informative communication and educational board sessions which customers are welcome
to attend - public meeting dates and agendas are posted to the website. Board of Commissioner meetings
are also broadcast live on RCN, and the recordings are available on their YouTube channel and on RMLD's
website. Additional information on climate legislation impacts and rate adjustment discussions can also be
found on the RMLD website.
In addition to making electricity generation net -zero emissions by 2050, the Massachusetts Climate Bill also
aims to reduce emissions in the building and transportation sectors by shifting these uses away from fossil
fuels and towards electricity - this concept is known as electrification. To that end, the RMLD continued to
promote its electrification -focused rebate programs and offer community education on electrification.
Related programs include Air Source Heat Pumps rebates, Electric Vehicle Charger rebates, and Electrical
Panel Upgrade rebates - see the website for a complete list of current rebate offerings. With over 180 air
source heat pump rebates issued over the last year and another 70 in process, RMLD has one of the best
overall incentive programs in Massachusetts.
Several electrification -focused educational events (mostly virtual) were held in 2021 including an Air Source
Heat Pump 101 webinar, a Virtual Electric Vehicle Workshop, a webinar on How Electrification Benefits the
Environment (in partnership with local libraries), and an Electric Car Show at the Wilmington Farmers
Market. Recordings of the virtual events are available on the website. Upcoming events include a Virtual Air
Source Heat Pump Owner Panel which is scheduled for November 91h at 7pm - please visit our website to
register.
The RMLD also took steps to increase the availability of public electric vehicle charging infrastructure in its
service area to further the adoption of electric vehicles. The RMLD applied for and was awarded a
Massachusetts Electric Vehicle Incentive Program (MassEVIP) Public Access Charging (PAC) grant to support
the installation of five additional dual -port level 2 electric vehicle (EV) charging stations in its service
territory. Three of the stations will be located in Reading and two of the stations will be located in Wilmington.
The CY 2022 budget proposes four additional stations within the service area.
It's an exciting time in the electric industry with much change to help our environment and our customers
in electrification and decarbonization!
A special thanks to the RMLD Boards, Town's Command Central and all the essential town workers including
the RMLD workers, for helping to keep the RMLD successful for all of its customers; residential, commercial
and industrial.
School Superintendent - Dr. Tom Milaschewski: It is with great pride that we share a brief update
regarding the state of the Reading Public Schools. As we all know, the 2020-2021 school year was marked
by uncertainty and ever-changing conditions. Our students and staff experienced various learning models,
including in-person, hybrid, and remote, while navigating all of the challenges presented by the pandemic.
We know that last year was extremely difficult on our community and we deeply appreciate all of the
collaborative efforts of our entire town to support our students. We would especially like to acknowledge
and appreciate the work of our amazing RPS educators, who despite the most challenging circumstances,
worked tirelessly to teach, support, coach, and mentor our students.
While we had hoped that the 2021-2022 school year would signal a return to normalcy in many ways, we
all know that this is not how things have transpired. Our schools not only face the day-to-day challenges
presented by COVID-19, but also the tremendous- social -emotional and academic impact of the pandemic
on our students. Given this impact, we are focused on accelerating the learning and support for our students
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this year, while ensuring a safe, uninterrupted, in-person learning experience for all of our students. More
specifics regarding our priorities for the 2021-2022 can be on the school website. Despite the challenges
presented by our current context, we are optimistic about the future of the Reading Public Schools as a
result of our talented and committed staff and a community that deeply values and supports education.
As we work to move our district forward, we recognize that there is a lot of new leadership at both the
school and district level. At the school level, we have welcomed three new principals, including Mr. Kevin
Tracey (RMHS), Dr. Stephen Burnham (Birch Meadow), and Ms. Caitlin Shelburne (Joshua Eaton). In
addition, we have several new leaders at the district level, including Dr. Thomas Milaschewski
(Superintendent), Dr. Sarah Hardy (Assistant Superintendent for Learning and Teaching), Ms. Susan Bottan
(Director of Finance and Operations), Ms. Michelle Roach (HR Director), and Mr. Kurtis Martin (METCO
Director). We are excited to add these new leaders to join the strong team of school and district leaders
across RPS.
Given the level of new in our district, our Superintendent has committed to leading an entry process that
will allow our community to gain a shared understanding of our district as we develop a vision and action
plan for the future of the Reading Public Schools. While the entirety of the entry plan can be viewed here,
this plan outlines how the Superintendent will build relationships with the community, learn about the core
strengths, challenges, and opportunities facing the district, and lead the collaborative process for
determining the future direction of our schools. As the entry plan describes, this work will lead to the
refinement of our district's current strategic plan or the development of a new strategic plan for our district
in the spring of 2022.
On behalf of our district, we appreciate the continued support of our entire community and look forward to
the collaborative work ahead to ensure that all of our RPS students receive an excellent educational
experience. Go Rockets!
In collaboration,
Dr. Thomas Milaschewski, Superintendent
Dr. Jennifer Stys, Assistant Superintendent for Student Services
Dr. Sarah Hardy, Assistant Superintendent for Learning and Teaching
ARTICLE 2: Motion made by Karen Herrick to table Article 2
ARTICLE 3: Motion made by the Select Board that the Town vote to amend the FY 2022-32 Capital
Improvements Program as provided for in Section 7-7 of the Reading Home Rule Charter and as previously
amended, by making these changes:
General Fund
FY22: +$400,000 net changes
$150,000 DPW Road Repairs (increased total to $550k, target route 129 work)
$150,000 Public Services /Recreation: Birch Meadow Master Plan design work
$100,000 DPW Sidewalk repairs /pedestrian safety (increase total to $200k)
FY23: None
FY24+
Various other changes made
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Enterprise Funds - Water
FY22: No net $ change
$400,000 Water main work
-$400,000 Emerson Avenue water main work
FY23• None
FY24+
Various changes made
Enterprise Funds - Sewer
FY22: None
FY23: None
FY24+
Various changes made
Enterprise Funds - Storm Water
FY22• None
FY23: None
FY24+
Various changes made
Presentation given by:
• Bob LeLacheur - See Attached
November 8, 2021
Background: This Article is included in every Town Meeting Warrant. The Reading General Bylaw
(section 6.1.3) states "... No funds may be appropriated for any capital item unless such item is included in
the Capital Improvements Program, and is scheduled for funding in the Fiscal Year in which the appropriation
is to be made." Bond ratings agencies also want to ensure that changes to a long-term Capital Improvements
Program (CIP) are adequately described.
Finance Committee Report - given by Jeanne Borawski: The Finance Committee recommends
the proposed amendments to the FY 2022 - FY 2031 Capital Improvements Program by a vote of 6-0 at
their meeting on September 30, 2021. Placing items in the Capital Improvement Program is a prerequisite
first step but in itself does not authorize spending funds towards these items.
Bylaw Committee Report: No report
William Brown, Precinct 8 made a motion to amend as follows:
FY22: +$400,000 net changes
$150,000 DPW Road Repairs (increased total to $550k, target route 129 work)
X9;000 $50,000 Public Services/Recreation: Birch Meadow Master Plan design work
$100,000 DPW Sidewalk repairs/ pedestrian safety (increase total to $200k)
Counted Vote
41 in the affirmative
132 in the negative
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Motion Does Not Carry
November 8, 2021
Motion to move the question made to end debate of Amendment by Kevin Leete, Precinct 1
2/3rds Vote Required
142 in the affirmative
33 in the negative
180 Town Meeting Members remotely in Attendance
After some discussion a vote was taken
Counted Vote
167 in the affirmative
5 in the negative
180 Town Meeting Members remotely in Attendance
Motion Carries
ARTICLE 4: Motion made by the Select Board to see if the Town will vote to amend the Town's
Operating Budget for the Fiscal Year commencing July 1, 2021, as adopted under Article 16 of the Annual
Town Meeting of April 26, 2021 and amended under Article 4 of the Special Town Meeting of October 18,
2021; and to raise and appropriate, borrow or transfer from available funds, or otherwise provide a sum or
sums of money to be added to the amounts appropriated under said Article, as amended, for the operation
of the Town and its government:
General Fund - Wanes and Expenses
Account Line
Description
Decrease
Increase
_Worker Comp Insurance
Please see Article 3 for details
B99 - Benefits
$20,000
C99 - Capital
$400,000
$65,000
G92 -
Administrative
Services Expenses
391 Public Safety
Wages
Property Casualty Insurance
Public Health Nurse +$27,000
Health Inspectors -$24,000
$3,000
J92 Public Safety
Expenses _
Health Inspectors (outsourced)
$10,000
K92 - DPW
Expenses
Town Forest tree project
$50,000
Subtotals
$20,000
$528,000
Net Operating Expenses
$508,000
From Free Cash
$508,000
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Account Line
W99 - Water
Enterprise Fund
S99- Sewer
Enterprise Fund
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E-tfref-A 'B�-000 $435,000
Water main work (urgent) $400,000
Unidirectional flushing program
$35,000
Sturges Sewer Station project $250,000
Subtotals
$685,000
Net Operating Expenses
$686,000
From Water Reserves
From Sewer Reserves
$435,000 1
$250,0001
Presentation given by:
• Bob LeLacheur - See Attached
Finance Committee Report - given by Jeanne Borawski: At their meeting on September 30,
2021 the Finance Committee voted 6-0 to recommend this Article to Town Meeting.
Bylaw Committee Report. No report
After some discussion a vote was taken
Counted Vote
171 in the affirmative
3 in the negative
180 Town Meeting Members remotely in Attendance
Motion Carried
ARTICLE 5: Motion made by the Select Board that the Town will vote to raise and appropriate from
Free Cash to pay $52.19 to Verizon for a June 2019 bill remaining unpaid from prior fiscal years for goods
and services actually rendered to the Town.
Presentation given by:
10 Sharon Angstrom - See Attached
Background: In July 2021, Verizon notified the Town that a bill for $52.19 from June 2019 was not
paid. The bill amount is the same each month and the issue came up because a prior balance was
consistently shown on the bill each month. Further investigation into the matter revealed that bill was missed
and is still due.
Finance Committee Report - given by Jeanne Borawski: At their meeting on September 30,
2021 the Finance Committee voted 6-0 to recommend this Article to Town Meeting.
Bylaw Committee Report_ No report
9/10th Vote Required
171 in the affirmative
1 in the negative
180 Town Meeting Members remotely in Attendance
101Page
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Motion Carried
November 8, 2021
ARTICLE 6: Motion made by the Select Board that the Town vote to amend Section 4.6 of the
Zoning Bylaw as follows, with additions being shown in bold italics and deletions being struck through:
4.6.2 Applicability
4.6.2.1 Properties containing single-family or two-family StFUEtLffes dwellings as a principal use
are exempt from Site Plan Review. Routine maintenance, and in-kind replacement of lighting,
mechanical systems and landscape features are exempt from Site Plan Review.
4.6.2.2 Except as otherwise specified in Section 4.6.2.1, Site Plan Review is required if the proposed
construction, Change of Use, or site alteration involves any of the following:
4.6.2.3
a An increase in gross floor area of 500 square feet or more, via the creation of new
floor area, that results in the requirement for or addition of 2 or more parking spaces
(regardless of parking -related exemptions or waivers); or
b A eChange of tWse (4Fe A oneuse_a"ary-te a nether) within a structure containing
an existing public, institutional or commercial use; an existing multi -family dwelling
strbiecciF or a structure containing more than one use; to a use permitted by Special
Permit from the CPDC.;
e —the-a4dit4en ef 2 OF MeFe ark4n
mere RaFki in- ease in pavement-t—at-s&n
ef any driveway.
Nothing in this section shall be construed to limit the requirements of Site Plan
Review set forth in other provisions of the Zoning Bylaw.
4.6.2.3 Except as otherwise specified in Section 4.6.2.1 or Section 4.6.2.2, Minor Site Plan Review is
required if the proposed construction, Change of Use, modification to use, or site alteration involves any
of the following:
a An increase in gross floor area of 500 square feet or more either by the creation of
new floor area or by the expansion of an existing use into adjacent space within an existing
structure;
b The addition of 2 or more parking spaces, a change to the layout or location of 2 or
more parking spaces, an increase in pavement of more than 300 square feet, or the
alteration of any driveway. Changes that exclusively address minor pre-existing site safety
or circulation issues may qualify for Administrative Approval under regulations issued
pursuant to Section 4.6.3.1;
c A Change of Use within a structure containing an existing public, institutional or
commercial use; an existing multi -family dwelling; or a structure containing more than
one use, to a use permitted by -right;
d Exterior alteration of 500 square feet or more of horizontal or vertical area that is limited to
doors, paint, awnings, railings, step replacement, handicapped ramps or building code compliance
measures, for a site within the Business B Zoning District;
e Redevelopment or alteration of a site, or the interior of a building, in such a manner that the
proposed site or building function is anticipated to generate unreasonable visual or auditory impacts
to abutters;
f An existing site that becomes a nuisance to public health, safety or welfare (i.e. due to routine
traffic spillover, excessive noise, site illumination beyond the hours of operation, etc.) as evidenced
by substantiated complaints to the Police Department and/or Public Services Office; or
g Outdoor Commerce, Dining, Programming, or Storage.
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4.6.3 Minor Site Plan Review
November 8, 2021
4.6.3.1 The CPDC, through regulation, may authorize the Community Development Director to grant
Administrative Approval for a Minor Site Plan Review, with or without conditions, premed if the proposed
construction, expansion, of alteration or Change of Use is not anticipated to result in any adverse impact
on surrounding areas.
Presentation given by:
• Julie Merrier - See Attached
• Tony D'Arezzo - See Attached
Background: Article 6 is an amendment to Section 4.6 of the Zoning Bylaw, Site Plan Review, which
is a subparagraph of Administration (Section 4). Site Plan Review, administered by the CPDC, is used to
manage the impacts of new development and redevelopment of land and structures. Site Plan Review
triggers were modified in 2016 from being overly broad and capturing too many projects, to being more
targeted and capturing projects with specific implications. However, it has recently become clear that the
triggers do not capture all projects the CPDC wishes to review, and that they need additional fine tuning.
Article 6 reworks the triggers for Site Plan Review and Minor Site Plan Review in an effort to ensure that the
CPDC has the appropriate level of review for projects that propose changes to uses, sites, structures, parking
and /or circulation.
Properties containing single-family or two-family dwellings, and routine maintenance and in-kind
replacement will remain exempt from Site Plan Review. In addition, the provision allowing the CPDC to
authorize Administrative Approval of certain Minor Site Plan Review applications will remain.
Finance Committee Report: No report
Bylaw Committee Report: No report
CPDC Report - given by Ton D'Arezzo: On Monday, July 12, 2021, the CPDC convened to hold a
public hearing on the proposed Article 6. All documents were made available on the town website. The public
hearing was held to provide an opportunity for comment and to determine whether the provisions of the
proposed Zoning Bylaw Amendment shall be adopted by the Town.
The July 12, 2021 public hearing was opened at approximately 9:30 p.m. Any comments received at the
hearing were included as part of the record of the hearing.
The public hearing was continued to Monday, August 16, 2021 at 8:30 p.m. to allow time for further
discussion and public input.
On August 16, 2021 the hearing was closed. On September 13, 2021, the CPDC voted 5-0-0 to recommend
Article 6 to Town Meeting.
After some discussion a vote was taken
Counted Vote
165 in the affirmative
6 in the negative
180 Town Meeting Members remotely in Attendance
Motion Carried
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ARTICLE 7: Motion made by the Select Board that the Town vote to approve the $317,422,620
borrowing authorized by the Northeast Metropolitan Regional Vocational School District Committee, for the
purpose of paying costs of designing, engineering, constructing and equipping the New Northeast
Metropolitan Regional Vocational School and related athletic facilities located at 100 Hemlock Road in
Wakefield, MA 01880, including the payment of all costs incidental or related thereto (the "Project"), which
school facility shall have an anticipated useful life as an educational facility for the instruction of school
children of at least 50 years and for which the District may be eligible for a school construction grant from
the Massachusetts School Building Authority ("MSBA"), said amount to be expended at the direction of
Northeast Metropolitan Regional Vocational School Committee.
The Town's estimated share of the District's debt for this purpose, exclusive of interest, and based upon
current enrollments, is approximately $8,177,164, which amount will be reduced to the extent of MSBA
grants received by the District, resulting in an estimated net share of principal allocable to the Town,
exclusive of interest, of approximately $4,548,660.
The MSBA's grant program is a non -entitlement, discretionary program based on need, as determined by
the MSBA, and any Project costs the District incurs in excess of any grant approved by and received from
the MSBA shall be the sole responsibility of the District and its member municipalities. Any grant that the
District may receive from the MSBA for the Project shall not exceed the lesser of (1) seventy-six and eighty-
four one hundredths percent (76.84%) of eligible, approved project costs, as determined by the MSBA, or
(2) the total maximum grant amount determined by the MSBA.
Presentation given by:
• Bob LeLacheur - See Attached
David DiBarri
• Charles Lyons
Kevin Nigro
Background: Reading currently has students attending three vocational schools, including Northeast
Metropolitan Regional Vocational School (NMRVS) in Wakefield, Essex North Shore Agricultural & Technical
School in Danvers, and Minuteman Regional Vocation Technical School in Lexington. Students attend NMRVS
unless a specific program of study they are interested in is not offered, and then they may choose to attend
another vocational school. NMRVS was founded in 1968 and the district consists of students from Chelsea,
Malden, Melrose, North Reading, Reading, Revere, Saugus, Stoneham, Wakefield, Winchester, Winthrop and
Woburn. Reading has a comparatively small number of students attending, although the amount has
increased in recent years as shown by the table below:
Recent Enrollment History
FY16
FY17
FY18
FY19
FY20
FY21
FY22
NMRVS 1233
1231
1239
1236
1242
1271
1281
Reading 17
16
18
20
20
26
33
% 1.4%
1.3%
1.5%
1.6%
1.6%
2.0%
2.6%
NMRVS began the process of exploring options to improve their aging facility a few years ago, and the
Massachusetts School Building Authority (MSBA) accepted them into their program in 2017. The NMRVS
School Committee worked diligently with the MSBA, exploring options including base repair; addition
/renovation; new construction on-site; and new construction with land acquisition. They selected an option
to build a new school on existing land, with an enrollment capacity of about 1,600 students. Currently the
wait list has been over 300 students annually, the largest such list in the state. This project was approved
by the MSBA to enter the next phase in February 2021. For more details about the project, please visit
www.northeastbuiIdingproject.com.
In recent months, MSBA has approved a reimbursement rate of 76.84% of eligible project costs for the
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$317.4 million new school. Eligible costs do not account for current construction costs or significant site
work for this project, but MSBA awarded $140.8 million, leaving the twelve -member communities to share
the remaining $176.6 million costs on a pro -rate (by student enrollment) basis. At the most recent
enrollment figures shown above, that would be a base $4.6 million cost for Reading. The twelve communities
must approve this project by December 2021, and approval may come in the form of either a yes vote or
not taking a vote by that deadline. If any of the 12 communities votes against this project, an election and
popular vote among all communities must be held on a single date (Saturday) to be determined in the spring
2022, which must be paid for by NEMRVS.
Preliminary project financing costs show $1.9 million beginning in FY23 (Reading's share would be about
$50,000), and then in FY26 ramp up with permanent 30 -year bonding costing over $10 million annually (or
about $260,000 annually for Reading). The exact annual share will be determined each year by enrollment,
and therefore will vary slightly. Debt, will be sold by NMRVS, with the cost influenced by the background
debt ratings from all member communities. Currently Reading, Wakefield, Winchester and Woburn have
earned the highest AAA rating of these member communities.
Finance Committee Report — given by Jeanne Borawski: At their meeting on September 30, 2021
the Finance Committee voted 6-0 to recommend this Article to Town Meeting.
Bylaw Committee Report: No report
Motion to move the question made by Joseph Carnahan, Precinct 6
2/3rds Vote Required
146 in the affirmative
21 in the negative
180 Town Meeting Members remotely in Attendance
Motion Carried
After some discussion a vote was taken
Counted Vote
165 in the affirmative
4 in the negative
180 Town Meeting Members remotely in Attendance
Motion Carried
ARTICLE 8:
Motion made by Petition submitted by William Brown, Precinct 8
Move that the Town (1) add a new Section 2.1.3, Notification, to read as follows:
Within seven (7) days of being notified being elected a Town Meeting Member you
Clerk with your street address and a, phone contact number for publication and (2)
2.1.3 to 2.1.4 and all subsequent provisions accordingly.
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shall provide the Town
renumber the present
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Presentation given by:
• William Brown
Finance Committee Report-
Bylaw
eport:
B law Committee Re art:
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No report
Was not brought before Bylaw Committee
Motion made by Joseph Carnahan, Precinct 6 to amend as follows
November 8, 2021
Within seven (7) days of being notified being elected a Town Meeting Member you shall provide the Town
Clerk with your street ,ddfess d r street address and at least one of a phone
contact number and an email address for publication and (2) renumber the present 2.1.3 to 2.1.4 and
all subsequent provisions accordingly.
Counted Vote
138 in the affirmative
28 in the negative
180 Town Meeting Members remotely in Attendance
Motion Carried
Motion made by Stephen Herrick, Precinct 8 to amend as follows
Within seven (7) days of being notified being elected a Town Meeting Member you shall provide the Town
Clerk with your street address and at least one of a phone contact number and an email address #er
wee to be provided to residents upon request and (2) renumber the present 2.1.3 to 2.1.4 and
all subsequent provisions accordingly.
Counted Vote
60 in the affirmative
100 in the negative
180 Town Meeting Members remotely in Attendance
Motion Does Not Carry
Motion to move the question made by Angela Binda, Precinct 5
2/3rds Vote Required
144 in the affirmative
23 in the negative
180 Town Meeting Members remotely in Attendance
Motion Carried
After some discussion a vote was taken
Counted Vote
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19 in the affirmative
147 in the negative
180 Town Meeting Members remotely in Attendance
Motion does not Carry
ARTICLE 9:
Motion made by Petition submitted by Mary Ellen O'Neill, Precinct 4
November 8, 2021
Move that the Town, through its Community Planning and Development Commission, halt all new plan
review approvals of projects using the 40R zoning provision until density -reducing revisions to the 40R
zoning code are considered and approved by Town Meeting.
Presentation given by:
• Mary Ellen O'Neil - See Attached
® David Talbot - See Attached
Heather Clish - See Attached
Background: This citizen -initiated article, together with any amendments necessary to carry out its
intent, would temporarily pause new approvals of very large downtown construction projects under "40R"
zoning. This article will allow the Town and CPDC to review impacts of existing 40R buildings (30/52 Haven,
475 Main, 24 Gould, and Postmark Square) and complete the density- reduction amendments they are
drafting pursuant to two consecutive Town Meeting instructional motions (November 2020 and April 2021).
As of this date, CPDC has not brought such proposals forward, yet in the past year two new 40R project
proposals have been submitted (Chute/High Streets and Woburn Street) and more are possible. With the
existing ones not yet fully occupied we also do not yet know the full scope of impacts.
This article favors smart growth that's truly smart in promoting mixed-use buildings that make our
downtown an appealing destination. The new buildings are massive and have no public spaces or setbacks.
Early observations suggest residents of the new apartments and condominiums are also taking up downtown
street parking spaces that are badly need for downtown employees and shoppers. There is deep concern
that without changes very soon to the existing 40R zoning bylaws that we will end up for the foreseeable
future with a downtown and a depot area that are overcrowded and unattractive. This certainly is not the
vision we had when establishing the 40R district and it is not the vision we have now.
Town staff, CPDC, and Town Meeting have written and approved exceptionally high density and up to 100%
lot coverage in the Downtown Smart Growth 40R District. This has left us with no bargaining tools to realize
adequate public spaces like walkways, green spaces, and seating that would make the downtown and depot
area appealing destinations. Our version of 40R also appears to lack adequate onsite parking standards.
Your vote in favor of this article will signal support for a pause in order to study impacts and for density -
reducing zoning changes that will still facilitate mixed-use redevelopment and housing creation while also
allowing for the public areas, walkways, light, air circulation, and green spaces for all concerned - including
the new residents. We might redevelop our downtown once every 100 or 150 years. We need to make sure
we are getting this right.
Finance Committee Report: No report
Bylaw Committee Report: No report
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Motion made by John Arena, Precinct 1 to Indefinitely Postpone the subject matter of Article 9
Counted Vote
95 in the affirmative
49 in the negative
180 Town Meeting Members remotely in Attendance
Motion Carried
Motion made by Joseph Carnahan, Precinct 6 to end debate of Indefinitely Postpone the subject matter
2/3rds Vote Required
101 in the affirmative
44 in the negative
180 Town Meeting Members remotely in Attendance
Motion Carried
Karen Herrick, Select Board to take Article 2 from the table
ARTICLE 2: Motion made by the Select Board to choose all other necessary Town Officers and
Special Committees and determine what instructions shall be given Town Officers and Special Committees,
and to see what sum the Town will vote to appropriate by borrowing or transfer from available funds, or
otherwise, for the purpose of funding Town Officers and Special Committees to carry out the instructions
given to them, or take any other action with respect thereto.
Instructional Motion 1 — E -Mail Distribution Lists
Motion made by Joseph Carnahan, Precinct 6 to instruct the Town Clerk to provide the residents of the Town
of Reading with a mechanism for contacting the Town Meeting Members who represent their respective
precincts via email, such as by creating email distribution lists for Town Meeting Members from each
precinct.
Motion made to move the question by David McIsaac, Precinct 4
Motion Carried
2/3rds Vote Required
122 in the affirmative
14 in the negative
180 Town Meeting Members remotely in Attendance
Counted Vote
37 in the affirmative
101 in the negative
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Motion Does Not Carr
Instructional Motion 2 — Flowers
November 8, 2021
Motion made by Sarah Brukilacchio, Precinct 4 on behalf of the Reading Garden Club (RGC), I request that
the Town would approve of hanging flower baskets on the downtown light posts, with the assistance of the
DPW to: hang the baskets, water the baskets and remove the baskets at season end. The Reading Garden
Club would in tum collaborate with the Reading Rotary and the Chamber of Commerce to raise funds for the
purpose of ordering of @75 baskets. The flower order would need to be placed by the end of this November
for spring 2022. RGC seeks confirmation by November 19, 2021.
Motion made to move the question by John Halsey, Precinct 1
2/3rds Vote Required
117 in the affirmative
10 in the negative
180 Town Meeting Members remotely in Attendance
Motion Carried
Counted Vote
46 in the affirmative
87 in the negative
180 Town Meeting Members remotely in Attendance
Motion Does Not Cam
Instructional Motion 3 — Zoom Webinar
Motion made by Steven Cool, Precinct 6 to have all Reading Town Meeting and precinct meeting sessions shall be held
electronically, by Zoom Webinar or similar means, in 2022 and beyond, either solely electronically or in conjunction with
live meeting sessions.
Motion was not voted on
Motion made to lay the subject matter of Article 2 on the table by Joseph Carnahan, Precinct 6
Counted Vote
96 in the affirmative
25 in the negative
180 Town Meeting Members remotely in Attendance
Motion Carries
365
18 1 P a g e
SUBSEQUENT TOWN MEETING
Virtual Town Meeting
via Zoom Webinar
Motion made by Anne Landry, Precinct 5 to reconsider Article 4
Counted Vote
110 in the affirmative
7 in the negative
180 Town Meeting Members remotely in Attendance
Motion Carries
November 8, 2021
ARTICLE 4: On motion made by Anne Landry, Select Board amend From Free Gash New Growth
under General Fund - Wages and Expenses
Counted Vote
115 in the affirmative
6 in the negative
180 Town Meeting Members remotely in Attendance
Motion Carries
Motion made by Barry Berman, Precinct 4 to adjourn sine die
Counted Vote
16 in the affirmative
106 in the negative
180 Town Meeting Members remotely in Attendance
Motion Does Not Carr ■
Motion made by Bernard Horn, Precinct 1 to Amend as follows
B99 - Benefits
C99 - Capital
G92 -
Administrative
Services Expenses
391 Public Safety
Wages
392 Public Safety
Expenses
K92 - DPW
Expenses
19 1 P a g e
worKer comp insurance
Please see Article 3 for details
Property Casualty Insurance
Public Health Nurse +$27,000
Health Inspectors -$24,000
Health Inspectors (outsourced)
Town Forest tree project
Subtotals
20,000
$400,000
$65,000
$3,000
$10,000
$50,000
$0
20,000 1
366
Virtual Town Meeting
via Zoom Webinar
SUBSEQUENT TOWN MEETING
November 8, 2021
$478,000
Net Operating Expenses $rS88,999
$458,000
From Free Cash $598,999
$458,000
Motion made by Joseph Carnahan to move the question on the entire subject matter
Motion Carried
Counted Vote
100 in the affirmative
14 in the negative
180 Town Meeting Members remotely in Attendance
Counted Vote
10 in the affirmative
107 in the negative
180 Town Meeting Members remotely in Attendance
Motion to Amend Does Not Carry
Counted Vote
114 in the affirmative
4 in the negative
180 Town Meeting Members remotely in Attendance
Main Motion as Amended Carries
Barry Berman, Precinct 4 moved to adjourn the 2021 Subsequent Town Meeting adjourn sine die at 11:49
PM with 180 Town Meeting Members remotely in attendance.
Counted Vote
83 in the affirmative
35 in the negative
180 Town Meeting Members remotely in Attendance
Motion Carried
A true copy Attest:
Laura A Gemme, CMC /CMMC
Town Clerk
367
201 Page
Town of Reading
-3VJJF7
Subsequent Town Meeting F
November 8, 2021
.4n; :ice Page 1e
2021 November Subsequent Town Meeting
Article 5
Prior Year's Bill
Verizon finally determined that an 'outstanding balance due' that was
identical to a monthly figure was really a missed payment in a prior
year and not a timing issue of current payments.
The $52 19 due will require a 9/10 approval at Subsequent Town
Meeting, the source of funds will be Free Cash
2021 Subsequent Town Meeting
Article 3
Adds, removes or changes items in the FY22-33 Capital
Improvements Program — does not authorize any funding for
these items:
FY22 General Fund: +$400,000 net change
$150,000 DPW Road repairs (target portion of Route 129)
$150,000 Public Services/Recreation— Birch Meadow MP design
$100,000 DPW Sidewalk/pedestrian safety
FY22 Enterprise Fund: No $ change
$400,090-Cvner50navateF-Maia-pr0ject
$400,000 Water mains (note emergency work done)
Page 11
2021 Subsequent Town Meeting
Article 4
Subsequent Town Meeting
Authorizes these changes to FY22 General Fund budget:
B99 -Benefits Worker Com Insurance
r.
$20,000
C99 - Capital As described in Article 3
$400,000
G92 —AdSvc Exp Property & Casually Ins
$65,000
J91 — Public Health Nurse+$27,000
$3,000
Safety Wages Health Inspect -$24,000
J92—Public Health Inspectors
$10,000
Safety Expenses (outsourced)
Sturges Sewer Station
K92 — DPW Exp Town Forest tree project
$50,000
Subtotals
$20,000 $528,000
Net Operating
$508,000
Expenses
Expenses
From Free Cash
$508,000
.4n; :ice Page 1e
2021 November Subsequent Town Meeting
Article 5
Prior Year's Bill
Verizon finally determined that an 'outstanding balance due' that was
identical to a monthly figure was really a missed payment in a prior
year and not a timing issue of current payments.
The $52 19 due will require a 9/10 approval at Subsequent Town
Meeting, the source of funds will be Free Cash
2021 Subsequent Town Meeting
Article 3
Adds, removes or changes items in the FY22-33 Capital
Improvements Program — does not authorize any funding for
these items:
FY22 General Fund: +$400,000 net change
$150,000 DPW Road repairs (target portion of Route 129)
$150,000 Public Services/Recreation— Birch Meadow MP design
$100,000 DPW Sidewalk/pedestrian safety
FY22 Enterprise Fund: No $ change
$400,090-Cvner50navateF-Maia-pr0ject
$400,000 Water mains (note emergency work done)
t
Papa to
2021 November Subsequent Town Meeting
Article 6
Amend Zoning Bylaw
368 1
Page 11
2021
Subsequent Town Meeting
Article 4
Authorizes these changes to FY22 Enterprise Funds budget:
W99—Water EF
$435,000
Water Mains $400,000
Flushing prgm $35,000
S99 -Sewer EF
Sturges Sewer Station
$250,000
Subtotals
$685,000
Net Operating
$685,000
Expenses
From Water
($5 03 mil after Oct TM)
$435,000
Reserves
From Sewer
($5 75 mil)
$250,000
Reserves
t
Papa to
2021 November Subsequent Town Meeting
Article 6
Amend Zoning Bylaw
368 1
2021 November Subsequent Town Meeting
Article 7
Northeast Metropolitan Regional Vocational School
Presentation by NMRVS
2021 November Subsequent Town Meeting
Article 9
Petitioned Article
Presentation by Petitioner
CPDC Report
Peal 1e
2021 November Subsequent Town Meeting
Article 8
Petitioned Article
Presentation by Petitioner
369 2
Subsequent Town Meeting
Zoning Bylaw Amendment
Article 6
November 8, 2021
TOWN OF READING
Community Planning & Development Commission
Why is this amendment needed?
Current triggers do not capture certain projects that should be
reviewed;
To ensure CPDC has the appropriate level of review for projects that
propose changes to uses, sites, structures, parking and/or circulation.
What this amendment does:
Reworks and refines the triggers for Site Plan Review and Minor Site
Plan Review
Allows CPDC to review more projects without being overburdensome
on applicants and businesses
Resolves a conflictwith the term'Change of Use'
TOWN OF READING
Community Planning & Development Commission
What is Site Plan Review?
Process in local zoning that gives CPDC jurisdiction over major
changes to private property in Town (not single or two-family homes);
Purpose: oversee site planning, evaluate impacts, minimize conflicts;
Applicants provide detailed engineered plans, documentation & fee;
Includes legal ad, notification to abutters and a public hearing process.
What is Minor Site Plan Review?
Simpler process enabling CPDC review of minor changes;
Applicants provide documentation specific to change, no fee;
CPDC can authorize Administrative Approval by staff;
Typically" includes courtesy notice to abutters;
*full notice proud d for Chodoor Co—cc, Dining, Programming or Slorogc applications
TOWN OF READING
Community Planning & Development Commission
Article 6
Zoning Bylaw Amendment
Section 4.6
Site Plan Review
TOWN OF READING
Community Planning & Development Commission
Change of Use — Conflict Explained:
Defined in ZBL Section 2 as follows:
"Any change in a principal or accessory use that results in its
reclassification to a different line on either of the Table of
Uses set forth in Sections 5.3.1 or 5.3.2"
C_U Mently, in Site Plan Section 4-6-2-2b,
"A change of use (from one use category to another)..."
4 The highlighted sections are at odds. Use categories are
broad; some projects that should be reviewed aren't.
t: t:
TOWN OF READING
Community Planning & Development Commission
Changes to Site Plan Review Triggers:
4.6.2.2 Except as otherwisespecified in Section 4 6 2 1, Site Plan Review is required if the
proposed construction, Ch.nge of Us., or it, alteration involves any of the following:
a An Increase in gross floor area of S00 square feet or more, vie the emotion of
ts«"Vrre w Boor ora., that results In the -qui--tfor — additk. of 2 or
,1hV Parlay re p—krng spaces (regardless of p—k1.g-re1.t.d ...mptro—
eor
b AcChange oof .Use if --ren. etagery-ty prytpxj within a streRure
_.W.Mg an eslsting pubN4 In htutional o martial us..J tiog
[s�p•fl'r mul>rlemJP dwelAng-snuHu ca.lahrhtq mor.nMan one
use/ to a use prfmflted by or 1 s er,n+t m Ih. CPDC.; ,
b-tFt.ddtrwn,rt-2-n�moetpu
th—M&"
Wno-si,fceri-M.npe-to-uw-l.W a-nr-2
eHreaa•�vsvxrr,•.ni�.vreaavinxear.n.m•dmnn th.�.wu•ev.v.rf..r.
ne-nllereFnn elbm-/r�..w.y-
Nothing N this s.crhrn shell b. ..0—d 4 flmM lhr raqulremrntr of Sltr pfwrr pvvr snr
forth In other prov/s — of the Zoning Bylaw.
370
TOWN OF READING
Community Planning & Development Commission
Changes to Minor Site Plan Review Triggers:
4.6.2.3Except as otherwise spoclhed In Section 4 6 2.1 or SWIM 4 6 2.2, Minor Site Plan
Review ra required fi les t RPO` ed conitryt—Ir Change or Usy modlkMIM to use, or site
.g ... tidn r—in., A" of me fn axwnrg,
per An lMreaw Ing 111—re ae of 500 sgwm feet or more either by the
e cnatbn of —=, ane or by the .,an., or an eebNfg ine Into
adjacent space within an existing srruetun;
b The addition of 2 or more parldna spaces, a charge to the layout ar
tv l'+tae /wllon of 2 or mon pankIng apoµ an Increase In pavement of mon
than 300 square feat or the alteration of any driveway. Chargee Nat
excluld's y addr— minor pr fIcting site safety w clrculathm laeuee
may Qgallry to, Administrative Approval under mgulstmrw blued
unR^ purauA r to Sechw 6.6111
A Change of Use within a seneture containing an existing public,
,•lu,y, .rrr fnalitadlarter ar commwcmf Uce; an a irg munr-Iamryy dweeff", ur ..
structure —U nrvn than a/re wa, tv a uee pwndlted yf�
MSPR trigger b is SPR deleted trigger c with an added exclusion
TOWN OF READING
-ommunity Planning & Development Commission
Procedural Clarification:
4.5 .1 Minor Site Plan Review
463.1 The CPDC, thmughr,guiati.gmayauth,,tethe Community Development Di—Or [.gram
Administrative Approval for a Minor Site Plan Revx. with orwithout—dkil—, provided if the
proposed construction, expansion, —11—d- aiterahon or one",of Ura is not anlidpaled to mutt in any
adverse impact on surrounding areas
TOWN OF READING
Community Planning & Development Commission
Triggers d, e, f, and g are existing and will be re -lettered:
of Exterior alteration of 500 square feet or more of horizontal or vertical area that is limited
to doors, paint, awnings, railings, step replacement, handicapped ramps or building code
compliance measures, for a site within Me Business B Zoning District;
Is Redevelopment or alteration of a site, or the interior of a building, in such a manner that
Me proposed site or building function is anticipated to generate unreasonable visual or
auditory impacts to abutters;
f An existing site that becomes a nuisance to public health, safety or welfare (i.e. due to
routine traffic spillover, excessive noise, site illumination beyond the hours of operation,
etc ) as evidenced by substantiated complaints to the Police Department and/or Public
Services Office; or
Ei Outdoor Commerce, Dining, Programming, or Storage.
-), No changes to these triggers
—�� TOWN OF READING
Community Planning & Development Commission
CPDC Report to Town Meeting:
Public Hearing:
CPDC held a public hearing on this amendment on July 12, 2021 and it
was continued to August 16, 2021
Vote:
On September 13, 2021, CPDC voted 5-0-0 to recommend Article 6 to
Town Meeting.
371
2
Subsequent Town Meeting
CPDC Response
Citizen Petition
Article 9
November 8, 2021
TOWN OF READING
Community Planning & Development Commission
40R — Smart Growth Zoning
M G L Chapter 40R is a state statute adopted as an overlay district into
local zoning that:
'encourages communities to create dense residential
or mixed-use smart growth zoning districts, including a
high percentage of affordable housing units, to be
located near transit stations, in areas of concentrated
development such as existing city and town centers,
and in other highly suitable locations."
TOWN OF READING
Community Planning & Development Commission
Tax Revenue Generated
The Downtown Smart Growth District has played a critical role in
offsetting another override.
Redevelopment or reuse of 5 downtown properties has resulted in
$958,000 in new growth tax revenue, which can roughly be broken
down as follows: —$600,000 to the School Department and —$350,000 to
the Town government, annually.
The 5 properties are:
30 Haven, Rise475, Postmark, Ace Flats, and MF Charles"
'MF Charles was considered under 40R but ended up fully commercial
TOWN OF READING
Community Planning & Development Commission
PLEASE READ
The 40R Bylaw Update from CPDCI
Pages 3-6 in your Warrant Report
TOWN OF READING
Community Planning & Development Commission
40R is an important zoning tool because it:
Helps the Town accommodate our forecasted share of the region's
growth in a planned, intentional manner;
Allows the Town to manage growth via zoning and design guidelines;
Enables the Town to achieve 10% of the housing stock as affordable;
• Promotes mixed-use development downtown, which:
— Increases the immediate customer base to support existing and future
downtown businesses;
— Ensures the Town is able to retain commercial space downtown;
— Provides mixed -income housing opportunities near services and transit
TOWN OF READING
Community Planning & Development Commission
40B developments 40R developments
• Not subject to local zoning or Must comply with local zoning &
design guidelines; can go anywhere design guidelines
• Prioritize Housing Prioritize Housing and Mixed -Use
• Must provide 20%-25% of units as Must provide 20%-25% of units
affordable as affordable
• Can be reasonably conditioned • Can be reasonably conditioned
4 3 recent 4011 projects (Postmark, Ace Flats, Rse475) have contributed 96 units to the
Town's Subsidized Housing Inventory and helped the Town get to 10.55%- Without these
OR projects, we would be at 9.54%.
Since the Town has achieved the 10% state mandate for affordable units, we have limited
our exposure to 408 projects -
372
1
TOWN OF READING
Community Planning & Development Commission
Instructional Motions
Holistic Review — Goals
• 85% Maximum Lot Coverage
Align policy changes with broad
15' setbacks from residential
community sentiment;
properties
Avoid unintended consequences of
Open spaces & pocket parks
partial zoning changes;
Explore ways to create meaningful open
spaces for the community andlor better
cannot I t he dawntown wi th c s i sting
protected lands and open space areas;
• Amend zoning to support desired
oulcome5 while 51411 altracting
investment in Reading.
Ali
TOWN OF READING
Community Planning & Development Commission
Opportunities for Input
• March 2021: Zoning Workshop
• August 2021: CPDC Debrief on Zoning Workshop
• September 2021: Focus Group of Concerned Citizens
• October 2021: Launch of the 'Your Downtown' Initiativel
- 'Your Downtosm' Surety-Pmtcurd with QR Code mailed to all Reading Iwnscholds
- October 19"x: Webinar: Deselopmmt TrodeOR
- October 28'^: Focus Cnoup of Dmvntmsm Rmidenla & Businesses
• December 2021: Please join us!
- Deeanber I °: Webimu: How Zoning Tools Co. Ad... a Virion
- I)ecannba6':CPDCOpem PublicHmringfor40RZming Ammdmmb
373
2
Article 9 (Citizen Petition):
Pausing to Make Downtown 4011
"Smart Growth" Smarter
dr - .gid . WL
Project Housing Units
30 Haven 53
Ace Flem [Gould 5traetl 55
475 Main 31
PostMark so
Chronicle 6
Chute Street (proposed) 31
18-20 Wo6uro
(proposed) 7
CONCERN: No space/walkways between new
buildings (30 Haven)
November 2020—create public spaces in
part by reducing lot coverage to at least
85% (down from current 100%)
Passed 119-39
April 2021—similar language, include
requirements of 15 -foot setbacks to all
residential uses, even if in business zone
Passed 125-3
CONCERN:
Lack of Public
Open Spaces
Women on Work
Break Sit in Parking
Space
Few Open Areas to Sit
or Congregate
Need More Than Just
Big Buildings
Make Deppot a
Desllnullurl /Creule
Sense of Place
2/10/2022
374 1
CONCERN: Inadequate setbacks to
a butting houses (Gould/Green Street)
GOAL: Open
PublicAreas
We want more
areas like this.
Our 40R does
not provide for
them. We can
change that!
2/10/2022
PROPOSED ON CHUTE SAME SCALE AND POTENTIAL
ST R E ET CHALLENGES AS THE OTHERS
MODEST CHANGES COULD MAKE
OCreateOpen Public Areas
LJRcduccUnits Per Acre
LIEsLab|ish Minimum 15'Foot
Setback toAll Residences
LJPrexentParking Shortages
LJCreateDowntown 4OR
Master Plan
-Reading's 40R is exceptionally
dense. Massachusetts 40R law
requires 20 units/acre.
-Four ofsix Reading 40Rprojects
are 70'AOunits per acre
-Many 40RsinMassachusetts are
2O'50units per acre.
-There isroom for somewhat
reduced scale, asinother
towns!
VOTE YES TO PAUSE 40R APPROVALS AND GIVETIMETO
PLAND AND ADUSTTHE ZONING PROPERLY
MODEST DENSITY REDUCTIONS AND ADDED PUBLIC
SPACES WILL GREATLY IMPROVE THIS 40R ZON EI
DOWNTOWN WILL BE MOREAPPEALING
INCLUDING FORTHE 100s OF NEW RESIDENTS --
FOR TH E N EXT CENTU RY
THANK YOUR
Other Towns Have 4013 Master Site Plans
But Reading is Working Lot -by -Lot Downtown
2/10/2022
376 3
+r.
as au a a.�.r.�l►
fr.9c��
�x. +s� •nr�
Lwi�
A��iIN A
'Af dw
Mme.
wr.rruw...wi
1.a k Gw
Reading ZIOR frf.rrM
�.Lw.�1n..w..
1K fY a irr�Hw
Projects Are HW�
HY•�
=
1.. 13• 1 Pte+
Dense:
ir...•w. i.wy
tw .x..1 rte"
Frolnes
OJ JA ....
........1
Id .. fog o.�
wrr...'
••..n�ti�.
1fi ATL 0.i e.�
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w.w....r.
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w
1n •ei ��. r'...
1k u] 0.9 i+ .•
wr fir -
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VOTE YES TO PAUSE 40R APPROVALS AND GIVETIMETO
PLAND AND ADUSTTHE ZONING PROPERLY
MODEST DENSITY REDUCTIONS AND ADDED PUBLIC
SPACES WILL GREATLY IMPROVE THIS 40R ZON EI
DOWNTOWN WILL BE MOREAPPEALING
INCLUDING FORTHE 100s OF NEW RESIDENTS --
FOR TH E N EXT CENTU RY
THANK YOUR
Other Towns Have 4013 Master Site Plans
But Reading is Working Lot -by -Lot Downtown
2/10/2022
376 3
APPENDIX F Financial Statements
377