HomeMy WebLinkAbout2022-08-30 Select Board Packet
Town of Reading
Meeting Posting with Agenda
This Agenda has been prepared in advance and represents a listing of topics that the chair reasonably anticipates will be discussed
at the meeting. However the agenda does not necessarily include all matters which may be taken up at this meeting.
Page | 1
2018-07-16 LAG Board - Committee - Commission - Council:
Select Board
Date: 2022-08-30 Time: 7:00 PM
Building: Reading Town Hall Location: Select Board Meeting Room
Address: 16 Lowell Street Agenda:
Purpose: General Business
Meeting Called By: Caitlin Nocella on behalf of Chair Mark Dockser
Notices and agendas are to be posted 48 hours in advance of the meetings excluding
Saturdays, Sundays and Legal Holidays. Please keep in mind the Town Clerk’s hours of
operation and make necessary arrangements to be sure your posting is made in an
adequate amount of time. A listing of topics that the chair reasonab ly anticipates will be
discussed at the meeting must be on the agenda.
All Meeting Postings must be submitted in typed format; handwritten notices will not be accepted.
Topics of Discussion:
This Meeting will be held in-person in the Select Board
Meeting Room at Town Hall and remotely on Zoom. It will
also be streamed live on RCTV as usual.
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Meeting ID: 853 7543 5705
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PAGE #
7:00 Overview of Meeting
7:05 Public Comment
7:10 SB Liaison & Town Manager Reports
7:20 Reading Police Department Staff Report
7:45 Discuss Resolution for Sally Hoyt
Town of Reading
Meeting Posting with Agenda
This Agenda has been prepared in advance and represents a listing of topics that the chair reasonably anticipates will be discussed
at the meeting. However the agenda does not necessarily include all matters which may be taken up at this meeting.
Page | 2
7:50 Discuss proposed changes to the Town Personnel Policy
8:15 Approve Hiring Treasurer, Grade J Step 11
8:20 Housing Production Plan Discussion
8:30 Discuss FY2024 Capital Plan and Process
8:40 Discussion on Proposed Polystyrene Bylaw
9:00 Town Manager six (6) month discussion on priorities,
feedback and performance
9:20 Discuss follow up from Summer Select Board Retreat and
Schedule Fall Retreat
9:30 VASC Report and Vote on Volunteer Appointments
9:40 Discuss Town Masterplan
9:45 Discuss Upcoming State Legislation Visit
9:50 Discuss Future Agenda Items
10:00 Approve Meeting Minutes
Office of the Town Manager 781-942-9043
16 Lowell Street townmanager@ci.reading.ma.us
Reading, MA 01867 www.readingma.gov/town-manager
To: Select Board
From: Fidel A. Maltez
Date: August 25, 2022
RE: Town Manager Memo for August 30th, 2022 Meeting
At our meeting, the Select Board will receive an update from Reading Police Department, in particular
the amazing community work we are undertaking. In my time in Reading, I have been incredibly
impressed with all RPD’s community efforts, including our School Resource Officers and comfort dogs,
mental health, and addiction outreach, our many community events, to name a few. I have spent a lot of
time with RPD leadership and officers and have been impressed with the level of professionalism
exhibited. I have heard from Chief Clark that we will have some furry officers visit the meeting and I am
excited to see them.
The Select Board will also review a resolution celebrating Sally Hoyt’s 100th Birthday. Our community
held an amazing celebration at the Pleasant Street center for Ms. Hoyt. This resolution is a great token
of appreciation from our Select Board for her dedicated service to the betterment of our community.
Our Community Development team has begun working on our Housing Production Plan. The plan was
funded in April Town Meeting and is critical requirement by the State’s Department of Housing and
Community Development. This is an exciting planning process and builds on our last plan from 2018.
https://www.readingma.gov/DocumentCenter/View/405/Housing-Production-Plan-2018-PDF
Earlier this month, the Select Board was informed that our longtime treasurer, Endri Kume, announced
his departure from the Town for a different opportunity. Mr. Kume leaves the Town in great standing,
and we wish him the best in his future endeavors. We have identified his replacement and have
extended a conditional offer. Our current Personnel Policies require that any offer above Step 8 in our
compensation scale be approved by our Select Board. At the meeting, the Select Board will be asked to
approve the offer for our new Treasurer at Step 11 of Grade J.
We will present to the Select Board our proposed revisions to the Personnel Policies. The Personnel
Policies last received a major overhaul in 2009. Over the past 6 months, we have been actively working
on this update. This review built upon extensive work performed by a staff working group and our HR
Director. The Personnel Policies have been reviewed and endorsed by our Labor Counsel.
Finally, our team continues to prepare for November Town Meeting. Following this memo, you will see
the outline for Subsequent Town Meeting. We will have a preliminary Warrant to review with the Select
Board for the September 13 meeting.
FAM
DRAFT DRAFT
November 14(M); 17(Th); 21(M); M(28)
as of ->8/25/2022
Art. #Article Description Sponsor Details Notes Reports
1 Reports Select Board School Department Annual Update
FINCOM budget update done recently, but
optional)
2 Instructions Select Board
defer to
last night
3
Amend the Capital
Improvement Program FY23 -
FY33 Select Board Presentation - Fidel Maltez FINCOM
4 Amend the FY23 Budget FINCOM Presentation - Fidel Maltez FINCOM
5
Approve Payment of Prior
Year’s Bills Select Board Presentation - Sharon Angstrom FINCOM
6
Adopt MGL Ch. 44 55C,
Affordable Housing Trust Fund,
Allow Select Board to submit a
Home Rule petition to dissolve
AHTF Special Act and move the
funds to the new Ch. 44 55c
fund Select Board Presentation - Fidel Maltez BYLAW
7
Approve $2.2 Million for
Feasibility Study for Killam
School Select Board Presentation - Tom Milacheskwi FINCOM
8
Allow Select Board and Town
Manager to sign long term
lease for cellular carriers at
Auburn Water Tank Select Board Presentation - Fidel Maltez FINCOM
9
Allow Select Board to submit a
Home Rule petition to extend
senior tax abatement Select Board Presentation - Victor Santaniello FINCOM
10
Accept Chapter 59, Section 5,
Clause 56 giving Active National
Guard exemption from Board
of Assessors Select Board Presentation - Victor Santaniello FINCOM
11
Allow Select Board to submit a
Home Rule petition to increase
Board of Health from 3 to 5
members Select Board Presentation - Board of Health FINCOM
12
Adopt bylaw change to disallow
dogs in the cemeteries Select Board Presentation - Cemetery Board of Trustees BYLAW
Subsequent Town Meeting - November 2022
13
Special Act to Allow Assistant
Fire Chief Delsignore to
continue employment until the
age of 66 Select Board Presentation - Fidel Maltez FINCOM
14
Establish a new Permanent
Trust Fund, The Laura S.
Parsons Trust Fund Select Board Presentation - Sharon Angstrom FINCOM
15
Debt Authorization MWRA
LWSAP Program Select Board Presentation - Sharon Angstrom FINCOM
16
Debt Authorization for
Community Sustainability
Project, Maillet, Sommes,
Morgan Select Board Presentation - Sharon Angstrom FINCOM
17
Debt Authorization for Haven
Street Roadway Design Select Board Presentation - Sharon Angstrom FINCOM
18
Parker Roof Additional Debt
Authorization $500K Select Board Presentation - Sharon Angstrom FINCOM
19
Modify and Transfer Funds into
the Smart Growth Stabilization
Fund Select Board Presentation - Sharon Angstrom FINCOM
20 Purchase of Real Property Select Board Presentation - Fidel Maltez FINCOM
Draft Special Legislation
An act authorizing the Town of Reading to dissolve its Affordable Housing Trust Fund
Whereas, Chapter 140 of the Acts of 2001 authorized the Town of Reading to establish an
Affordable Housing Trust Fund;
Whereas, in 2005, the legislature enacted Section 55C of Chapter 44 of the Massachusetts
General Laws (the “Municipal Affordable Housing Trust Fund Law”), which empowers
municipalities to establish a local affordable housing trust, managed by a Board of Trustees;
Whereas, the Municipal Affordable Housing Trust Fund Law presents significant and important
opportunities for the creation and maintenance of affordable housing stock;
Whereas, Reading Town Meeting voted to accept the Municipal Affordable Housing Trust Fund
Law and adopt a bylaw establishing Board of Trustees at _________________;
And whereas, the Town of Reading hereby seeks to dissolve its existing affordable housing trust
created by Chapter 140 of the Acts of 2001 and transfer all funds to the trust fund established
pursuant to the Municipal Affordable Housing Trust Fund Law.
SECTION 1. Chapter 140 of the Acts of 2001, An Act Authorizing the Town of Reading to
Establish an Affordable Housing Trust Fund, is hereby repealed.
SECTION 2. All properties and funds held by the Reading Affordable Housing Trust previously
established under Chapter 140 of the Acts of 2001 is hereby transferred to the Reading
Affordable Housing Trust established pursuant to G.L. c. 44, s. 55C and shall only be managed,
disposed of, or expended in accordance with said Section 55C.
SECTION 3. This act shall take effect upon the posting or publication, by the Town Clerk in
accordance with G.L. c. 40, s. 32, an amendment to the Reading General Bylaws to establish an
affordable housing trust for the Town of Reading under the authority of G.L. c. 44, s. 55C.
Town Meeting Action
Town Meeting will need to (1) authorize the Select Board to file the Special Legislation outlined
above; (2) accept G.L. c.44, s.55C; (3) adopt an AHTF bylaw and amend Section 3.1.1.5 (see
below); and (4) authorize the Board of Trustees to file a declaration and certification of trust
with the registry, which it may amend on its own initiative.
Here is the language of the acceptance of G.L. c.44, s.55C.
Move to accept the provisions of Chapter 44, Section 55C of the Massachusetts
General Laws to establish a trust to be known as the Reading Affordable Housing
Trust Fund, whose purpose shall be to provide for the creation and preservation of
housing that is affordable in the Town of Reading for the benefit of low and
moderate income households.
New Section 3.3.7 Affordable Housing Trust Bylaw
Insert a new Section 3.3.7 in the Town’s General Bylaws, as follows:
3.3.7 Affordable Housing Trust
3.3.7.1 Purpose. Pursuant to the authority of Chapter 44, Section 55C of the
Massachusetts General Laws, there is hereby created a local municipal
affordable housing trust fund to be known as the Reading Affordable Housing
Trust Fund, hereinafter the “Trust”, whose purpose shall be to provide for the
creation and preservation of housing that is affordable in the Town of Reading
for the benefit of low and moderate income households.
3.3.7.2 Membership. There shall be a Board of Trustees of the Reading Affordable
Housing Trust Fund, hereinafter the “Board of Trustees”, consisting of five
voting members. The voting members shall be appointed by the Select Board
and shall include a member of the Select Board, a member of the Reading
Housing Authority, and three other members, each of whom, to the extent
possible, shall have a background or interest in affordable housing, finance,
law, including land use and zoning law, real estate, or real estate development.
3.3.7.3 Term. The Select Board shall appoint the Trustees for a term of two years,
except that three of the initial trustee appointments shall be for a term of one
year, provided said Trustees may be re-appointed at the discretion of the
Select Board. Vacancies shall be filled by the Select Board for the remainder
of the unexpired term. Any member of the Board of Trustees may be removed
by the Select Board for cause after the opportunity of a hearing.
3.3.7.4 Declaration of Trust. The Board of Trustees is hereby authorized to execute a
Declaration of Trust and Certificate of Trust for the Reading Affordable
Housing Trust to be recorded with the Middlesex Registry of Deeds and filed
with the Middlesex Registry District of the Land Court.
3.3.7.5 General Duties. The Board of Trustees shall have the following powers, all of
which shall be carried on in furtherance of the purposes set forth in G.L. c.44,
§55C, except that the Trustees shall obtain prior approval of the Select Board
to borrow money, mortgage or pledge trust assets, or purchase, accept, sell,
lease, exchange, transfer, abandon, or convey any interest in real or personal
property:
a. To accept and receive real property, personal property or money, by gift,
grant, contribution, devise or transfer from any person, firm, corporation
or other public or private entity, including but not limited to money, grants
of funds or other property tendered to the Trust in connection with any by-
law or any general or special law or any other source;
b. To purchase and retain real or personal property, including without
restriction investments that yield a high rate of income or no income;
c. To sell, lease, exchange, transfer, or convey any personal, mixed, or real
property at public auction or by private contract for such consideration and
on such terms as to credit or otherwise, and to make such contracts and
enter into such undertaking relative to Trust property as the Board of
Trustees deems advisable notwithstanding the length of any such lease or
contract;
d. To execute, acknowledge, and deliver deeds, assignments, transfers,
pledges, leases, covenants, contracts, promissory notes, releases, grant
agreements, and other instruments sealed or unsealed, necessary, proper,
or incident to any transaction in which the Board of Trustees engages for
the accomplishment of the purposes of the Trust;
e. To employ advisors and agents, such as accountants, appraisers, and
lawyers as the Board of Trustees deems necessary;
f. To pay reasonable compensation and expenses to all advisors and agents
and to apportion such compensation between income and principal as the
Board of Trustees deems advisable;
g. To apportion receipts and charges between incomes and principal as the
Board of Trustees deems advisable, to amortize premiums and establish
sinking funds for such purpose, and to create reserves for depreciation
depletion or otherwise;
h. To participate in any reorganization, recapitalization, merger, or similar
transactions; and to give proxies or powers of attorney with or without
power of substitution to vote any securities or certificates of interest; and
to consent to any contract, lease, mortgage, purchase or sale of property,
by or between any corporation and any other corporation or person;
i. To deposit any security with any protective reorganization committee, and
to delegate to such committee such powers and authority with relation
thereto as the Board of Trustees may deem proper and to pay, out of Trust
property, such portion of expenses and compensation of such committee
as the Board of Trustees may deem necessary and appropriate;
j. To carry property for accounting purposes other than acquisition date
values;
k. To borrow money on such terms and conditions and from such sources as
the Board of Trustees deems advisable, to mortgage and pledge Trust
assets as collateral; any debt incurred by the Board of Trustees shall not
constitute a pledge of the full faith and credit of the Town of Reading and
all documents related to any debt shall contain a statement that the holder
of any such debt shall have no recourse against the Town of Reading with
an acknowledgement of said statement by the holder;
l. To make distributions or divisions of principal in kind;
m. To comprise, attribute, defend, enforce, release, settle, or otherwise adjust
claims in favor or against the Trust, including claims for taxes, and to
accept any property, either in total or partial satisfaction of any
indebtedness or other obligation, and subject to the provisions of G.L. c.
44, § 55C, to continue to hold the same for such period of time as the
Board of Trustees may deem appropriate;
n. To manage or improve real property; and to abandon any property which
the Board of Trustees determines not to be worth retaining; To hold all or
part of the Trust property uninvested for such purposes and for such time
as the Board of Trustees may deem appropriate; and
o. To make recommendations on proposals to Town Meeting, subject to
approval by the Select Board, when such proposals create or support
affordable housing for low- and moderate-income households.
p. To extend the time for payment of any obligation to the Trust.
3.3.7.6 Custodian of funds. The Town of Reading Treasurer shall be the custodian of the
funds of the Trust. Any income or proceeds received from the investment of funds
shall be credited to and become part of the fund. The Board of Trustees shall
provide for an annual audit of the books and records of the Trust. Such audit shall
be performed by an independent auditor in accordance with accepted accounting
practices and may be part of the Town’s annual financial audit. Upon receipt of
the audit by the Board of Trustees, a copy shall be provided forthwith to the
Select Board.
Amendment to Section 3.3.1.5
Amend Section 3.3.1.5 of the Town’s General Bylaws by adding the bold and italicized
language, as follows:
3.3.1.5 Term of Office
The term of office of each member of boards, committees and
commissions shall commence on July 1 in the year of appointment, and
shall expire on June 30 in the third following calendar year, except the
terms of the members of the Reading Housing Authority and the Reading
Affordable Housing Trust Fund are for five (5) and two (2) years,
respectively.
New Earmark, State and Other Grant Awards
FY22 FY23 FY24
Award Award Award Total
Earmark: Community Gardens 10,000 - - 10,000
Earmark: Redesign Haven St. Parking Lot 50,000 - - 50,000
Earmark: Eastern Gateway Pedestrian Accessibility 50,000 - - 50,000
Earmark: Substance Abuse 10,000 - - 10,000
Earmark: Grove Street Land Acquistion 150,000 - - 150,000
State Grant- Municipal Road Grant 20,490 - - 20,490
Federal Grant- Accelerated Literacy Grant (School)200,000 - - 200,000
State Grant- ASOT Grant (School) After School and Out of School Time 18,715 - - 18,715
State Grant- DPH Grant (School)29,600 - - 29,600
Comminity Compact Grant: Municipal Fiber Grant - 192,234 - 192,234
Municipal Vulnerability Preparedness (MVP)- 1,398,240 718,338 2,116,578
MassDOT - Sidewalk Unit for Snow Removal - 47,535 - 47,535
MassDOT -WRAP -Winter Recovery Assistance Program - 308,566 - 308,566
MassDOT -WRAP -Municipal Small Bridge Program - 100,000 - 100,000
Stanton K-9 Grant - 32,000 - 32,000
Earmark: Rock Wall Repairs at Memorial Park - 25,000 - 25,000
Earmark: Reading Robotics Team - 25,000 - 25,000
Earmark: Ladder Truck for RFD - 50,000 - 50,000
Earmark: Placemaking Implementation - 100,000 - 100,000
Earmark: Pedestrian Crossing Improvements (Lakeview Ave and Walker Brook Dr.)- 200,000 - 200,000
Earmark: Electric Vehicle for Reading Coalition - 50,000 - 50,000
Earmark: Electric Vehicle for General Operations - 60,000 - 60,000
Earmark: Birchmeadow Master Plan - 125,000 - 125,000
538,805 2,713,575 718,338 3,970,718
Pending Applications:FY22 FY23 FY24 Total
Pleasant St Ctr (feasibility, visioning, and redesign )- 1,000,000 - 1,000,000
Reading Police
Department
David Clark
Chief of Police
Christine Amendola
Deputy Chief of Police
Staffing, new hires and promotions for 2022
•Budgeted for 46 Sworn Officers, 11 Public Safety Dispatchers, 3
Administrative Staff, 1 Parking Enforcement Officer and 3 Coalition Staff.
•Currently have 3 open Police Officer positions and 2 open Public Safety
Dispatcher positions.
•Matt Orr, Ian Nelson and Benjamin Woodward were promoted to the
rank of Sergeant.
•Mike Davis was sworn in as a new Police Officer.
Accredited
Agency
In May, the
Reading Police
Department
successfully
passed it’s
fourth
assessment for
reaccreditation
.
Officers Cooper and Rusty
School Resource Officers Brian Lewis and Matt
Vatcher
Civil Rights Officer, Sgt. Pat
Silva
•Member of PAIR (Partners and Allies for Inclusive Reading) with the Division
of Equity and Social Justice (DESJ).
•Attended advanced training on investigating hate crime, hate based
incidents, and community outreach in the area of civil rights
•Worked with the SROs and schools to address any current issues or events
•Worked with the school superintendent and DESJ to come up with a
framework of responding to any events happening in Reading, or outside of
Reading that we feel need to be addressed with our community
•Attended a variety of community events in town including the Rainbow Run
and Mental Health Awareness Day.
Reading Police Department
Honor Guard Unit
Community
Outreach
RAD Program
•Our longest running program
•Started in 1996
•Supported by donations
•Thousands of women have attended this
program
Lunchroom Take Over
Coffee with a Cop
Bicycle
Helmet
Citations
Annual Open House
Special Olympics Cruiser
Convoy
High-five days
Blood Drive, National Night Out, Touch a Truck, Helmet Giveaway, Cops v Kids Basketball, Visiting
our Seniors, and Tours
RRT/SWAT -Regional Response Team and SWAT Team
(which includes a Crisis Negotiation Team) and K-9 Unit trained
in search & rescue.
STARS -The School Threat Assessment and Response Team
is made up of police officers and licensed clinicians who
respond to critical incidents at schools as well as provide threat
assessments to member districts
IMT -The Incident Management Team provides support to all
NEMLEC units in terms of communications and coordinates
same and operational plans for large scale events
Calls for service
•Mental Health related calls = 312
•Suicides/attempts/threats = 37
•Domestic Disputes = 65
•Domestic assistance = 142
•Overdoses = 12
•Arrests/Summons = 185
•Motor Vehicle Crashes = 282
•Section 12 filed = 33
•Missing Persons = 20
•Suspicious Vehicles/People = 318
What does the future hold for the RPD?
•Officer Chris Briere and Tango, our new Police K-9
•The Motorcycle Unit is back
•Two Hybrid Cruisers will be on the road this fall
•The Mountain Bike Unit is being outfitted and is
returning
•Received an earmark for the Coalition to purchase an
electric car
What does the
future bring to
the RPD?
•RAD Program
•Citizen Police Academy
•Seniors Dinner
•Coffee with a Cop
•Training, training and more training
Reading Commemorates
Sally Hoyt 100th Birthday Resolution
August 30, 2022
WHEREAS, Sally Hoyt celebrated the joyous occasion of her 100th birthday on August
20, 2022; and
WHEREAS, Sally Hoyt was born on August 20, 1922, grew up in Somerville, and has
lived in Reading for over 75 years where she and her late husband, Brendan, raised their 3
children, Brendan L. Hoyt Jr., the late John E. Hoyt, and Sally-Jean O’Grady, all of whom are
descendants of the family that lived in Reading’s Parker Tavern; and
WHEREAS, Sally Hoyt’s public service to her community began in the 1960s and has
been boundless, as she was involved in countless town interests and projects, such as winning a
seat on the Select Board in 1990, serving on the Council on Aging for over 20 years, serving as
Senate President of the Silver Haired Legislature, and serving as a Reading Constable, just to
name a few of her accomplishments and involvements; and
WHEREAS, During her years of selfless service, Sally Hoyt was the recipient of
numerous awards, made many valuable contributions to her community, held multiple important
positions in public and private agencies, and worked to change the world around her for the
better; and
WHEREAS, Sally Hoyt is and always will remain an integral part of the Reading
community, and created a legacy of positive change and tenacity.
NOW, THEREFORE, be it resolved, that we, the Reading Select Board, joins with Sally
Hoyt, her family, and the Town of Reading in wishing her a happy 100th Birthday.
SELECT BOARD OF READING
Mark L. Dockser, Chair Karen Gately Herrick, Vice Chair
Christopher Haley, Secretary Carlo Bacci
Jacqueline McCarthy
Town of Reading
Massachusetts
PERSONNEL POLICIES
DRAFT August 30, 2022
TOWN OF READING, MASSACHUSETTS
PERSONNEL POLICIES
ARTICLE 1: AUTHORIZATION .................................................................................................................... 1
ARTICLE 2: STATEMENT OF PERSONNEL PHILOSOPHY .............................................................................. 1
ARTICLE 3: DEFINITIONS ........................................................................................................................... 2
SECTION 3.1. APPOINTING AUTHORITY: ............................................................................................................... 2
SECTION 3.2. CHARTER: ................................................................................................................................... 2
SECTION 3.3. CONTINUOUS SERVICE: .................................................................................................................. 2
SECTION 3.4. DEPARTMENT: ............................................................................................................................. 2
SECTION 3.5. DEPARTMENT HEAD: ..................................................................................................................... 2
SECTION 3.6. EMPLOYEE: ................................................................................................................................. 2
SECTION 3.7. HUMAN RESOURCES DIRECTOR: ...................................................................................................... 2
SECTION 3.8. POSITION: ................................................................................................................................... 2
SECTION 3.9. TOWN: ....................................................................................................................................... 2
ARTICLE 4: APPLICABILITY ........................................................................................................................ 2
ARTICLE 5: ADMINISTRATION .................................................................................................................. 3
SECTION 5.1. HIRING: ...................................................................................................................................... 3
SECTION 5.2. JOB DESCRIPTION: ........................................................................................................................ 4
SECTION 5.3. MANDATORY REVIEWS: ................................................................................................................. 4
SECTION 5.4. MAINTENANCE OF AND ACCESS TO PERSONNEL FILE AND RECORDS: ....................................................... 4
ARTICLE 6: CLASSIFICATION AND COMPENSATION PLANS ....................................................................... 5
SECTION 6.1. CLASSIFICATION PLAN:................................................................................................................... 5
SECTION 6.2. COMPENSATION PLAN: .................................................................................................................. 5
ARTICLE 7: EMPLOYEE GUIDELINES .......................................................................................................... 6
SECTION 7.1. NEPOTISM: ................................................................................................................................. 6
SECTION 7.2. WORKPLACE HARASSMENT AND DISCRIMINATION PROHIBITED: ............................................................ 7
SECTION 7.3. CONFLICT OF INTEREST: ............................................................................................................... 11
SECTION 7.4. POLITICAL ACTIVITY:.................................................................................................................... 11
SECTION 7.5. USE OF TOWN PROPERTY: ............................................................................................................ 11
SECTION 7.6. DRUG FREE WORKPLACE: ............................................................................................................ 11
ARTICLE 8: CHANGE OF EMPLOYMENT STATUS ...................................................................................... 12
SECTION 8.1. TRANSFER: ................................................................................................................................ 12
SECTION 8.2. PROMOTION: ............................................................................................................................. 12
SECTION 8.3. DEMOTION: .............................................................................................................................. 12
SECTION 8.4. LAY-OFF: .................................................................................................................................. 12
SECTION 8.5. RESIGNATION: ........................................................................................................................... 13
SECTION 8.6. RETIREMENT: ............................................................................................................................. 13
ARTICLE 9: TIME OFF BENEFITS AND WORKING CONDITIONS ................................................................ 13
SECTION 9.1. SERVICE CREDIT: ........................................................................................................................ 13
SECTION 9.2. SICK LEAVE, ACCIDENT REPORTING AND WORKER’S COMPENSATION: ................................................... 14
SECTION 9.3. SICK LEAVE BUYBACK: ................................................................................................................. 14
SECTION 9.4. SICK LEAVE BANK: ...................................................................................................................... 15
SECTION 9.5. BEREAVEMENT: .......................................................................................................................... 15
SECTION 9.6. MILITARY LEAVE: ........................................................................................................................ 15
SECTION 9.7. JURY SERVICE:............................................................................................................................ 16
SECTION 9.8. FAMILY AND MEDICAL LEAVE ACT:................................................................................................. 16
SECTION 9.9. MASSACHUSETTS PARENTAL LEAVE ACT: ........................................................................................ 18
SECTION 9.10. MASSCHUSETTS DOMESTIC VIOLENCE LEAVE ACT: ............................................................................ 18
SECTION 9.11. UNPAID LEAVES OF ABSENCE - OTHER THAN FMLA LEAVE: .............................................................. 18
SECTION 9.12. SMALL NECESSITIES LEAVE ACT: .................................................................................................. 19
SECTION 9.13. HOLIDAYS: .............................................................................................................................. 19
SECTION 9.14. VACATIONS: ............................................................................................................................ 19
SECTION 9.15. FLOATING HOLIDAYS: ................................................................................................................ 21
SECTION 9.16. GROUP HEALTH AND LIFE INSURANCE BENEFITS: ............................................................................ 21
SECTION 9.17. EMPLOYEE ASSISTANCE PROGRAM: .............................................................................................. 21
SECTION 9.18. PROFESSIONAL DEVELOPMENT: ................................................................................................... 22
SECTION 9.19. OFFICE CLOSINGS: .................................................................................................................... 22
SECTION 9.20. PERSONAL PROPERTY: ............................................................................................................... 22
SECTION 9.21. TECHNOLOGY EQUIPMENT AND INTERNET USAGE: .......................................................................... 22
SECTION 9.22. REMOTE WORK: ...................................................................................................................... 22
ARTICLE 10: DISCIPLINARY ACTION ........................................................................................................ 23
ARTICLE 11: COMPLAINTS PROCEDURE .................................................................................................. 23
ARTICLE 12: CONFLICT WITH CIVIL SERVICE AND OTHER REGULATIONS ................................................. 24
ARTICLE 13: EFFECT OF INVALIDITY ........................................................................................................ 24
ARTICLE 14: EFFECTIVE DATE .................................................................................................................. 24
1
Town of Reading Personnel Policies DRAFT August 30, 2022
TOWN OF READING, MASSACHUSETTS
PERSONNEL POLICIES
ARTICLE 1: AUTHORIZATION
The following policies are adopted by the Select Board pursuant to their authority under Section 3.2 of the
Reading Home Rule Charter, and under Article 4 of the Bylaws of the Town of Reading.
ARTICLE 2: STATEMENT OF PERSONNEL PHILOSOPHY
The Town of Reading has as its goal the provision of excellent, cost effective and efficient services in a manner
that is honest, ethical and fair to residents and employees.
The Town through the Select Board has adopted and may periodically amend a Mission Statement, Vision,
and values that are expected to guide the behavior of Town employees. The Town Manager will inform new employees
and remind ongoing employees of these important statements. Quality of service and excellence in customer service
are the Town's standards, and acting through the Town Manager, the Town has the right and responsibility to plan,
direct and control the Town's business, operations and workforce to achieve these goals. In exercising these rights and
responsibilities, the Town has developed and adopted this Personnel Policy. THIS PERSONNEL POLICY, AND OTHER
RULES AND REGULATIONS THAT MAY BE ADOPTED FROM TIME TO TIME AND THAT ARE AVAILABLE FROM THE TOWN
MANAGER, ARE GUIDELINES WHICH THE TOWN MAY OR MAY NOT FOLLOW AS IT DEEMS APPROPRIATE. THESE
GUIDELINES ARE NOT INTENDED TO AND DO NOT CREATE A CONTRACT OF EMPLOYMENT BETWEEN THE TOWN AND
TOWN EMPLOYEES. THESE POLICIES MAY BE UNILATERALLY MODIFIED BY THE TOWN THROUGH A PUBLIC HEARING
WITH THE SELECT BOARD.
The purpose of this statement is to develop a personnel philosophy for employees of the Town of Reading in
order that the Town may strive to attain its goals.
Town personnel will be hired on the basis of qualifications only.
The Town will strive to pay salaries that are equitable in relation to the complexity and responsibility of
the work performed, and to maintain comparable pay for comparable work within the Town workforce.
The Town will strive to maintain a competitive position in the employment market and thereby attract
and retain competent employees.
The Town will strive to stimulate and reward high-level performance. The Town will provide an orderly
program of salary policy and control.
Employees will receive a copy of the current job description and Personnel Policies when they are hired.
When such job descriptions and/or policies are developed, revised or adopted, each affected employee
will receive written notification.
Employees will be encouraged to develop professionally to the extent of their interest and capability and
the needs of the Town. (See Section 9.18).
Responsibility within a Department or Division will be delegated to the minimum level at which the task
can be accomplished.
Current employees will be made aware of job openings. In-house promotion and/or transfer will be
considered where it would be of benefit to the employee and the Town and consistent with Equal
Opportunity Policy.
Over-staffing will be avoided. Temporary peaks in workload will be filled, where possible, with temporary
help. Regular employees will be the minimum needed to meet normal work-loads. All staffing is subject
to availability of funds.
Employees are entitled to know what is expected of them in their job and to have their job performance
periodically evaluated by their supervisors. A personnel performance plan based on a written job
description will be developed with each employee.
Where possible, or where desirable, employees will be shared between Departments and/or Divisions
to provide the most effective use of staff.
Employees will be encouraged to learn as much as possible about the functions of their Department or
Division so that they may temporarily fill other positions as needed.
Where possible, local residents will be hired for part-time and seasonal work with the Town.
The Town and its employees will not discriminate in any way against employees or members of the public
on account of membership or non-membership in a union, on account of political activity or any
protected classes as classified by the Massachusetts General Laws, Chapter 151B, Section 4.
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The Town will develop, implement and maintain a positive equal opportunity policy to prevent
discrimination, and the Town and all of its employees will carry out the policy.
ARTICLE 3: DEFINITIONS
Section 3.1. Appointing Authority: The position responsible under the Reading Home Rule Charter for the hiring and
firing of employees.
Section 3.2. Charter: The Town of Reading's Home Rule Charter as adopted March 24, 1986 and any subsequent
amendments.
Section 3.3. Continuous Service: Employment without interruption, excluding authorized vacation, military leave, paid
leave or leave under the Family and Medical Leave Act.
Section 3.4. Department: Any department of the Town subject to this policy.
Section 3.5. Department Head: The officer having immediate supervision and control of a department or, in the
absence of such officer, the Town Manager.
Section 3.6. Employee:
3.6.1. Regular Employee: An employee who has successfully completed the prescribed probationary period.
A regular full-time employee provides full time services and is compensated at full pay and benefits for the assigned
position. An individual employed for not less than thirty-seven and one-half (37 ½) hours per week for fifty-two (52)
weeks per year, minus legal holidays, paid vacations and other authorized leaves of absence. The Town Manager may,
based on special circumstances, designate a different number of hours per week as full time. A regular part-time
employee provides less than full-time service, and is compensated in proportion to the amount of service provided.
3.6.2. Probationary Employee: An employee who has not completed the probationary period for a particular
position.
3.6.3. Temporary Employee: An employee who possesses the minimum qualifications for a particular position
and has been appointed to a position for a limited scope or duration. Seasonal workers and co-op students are
considered temporary employees. Temporary employees are not entitled to benefits.
3.6.4. Exempt Employee: An employee’s designated FLSA classification that is not entitled to receive overtime
compensation. This employee may have significant responsibility for formulating and administering policies and
programs of the Town and for directing the work of subordinates by lower level supervision; any employee having the
authority to exercise independent judgment, or to effectively recommend any action to hire, transfer, suspend, lay off,
recall, promote, discharge, assign, reward or discipline other employees, or to direct them to adjust their grievances, if
the exercise of such authority is not merely routine or clerical in nature but requires the use of independent judgment
and discretion.
3.6.5. Non-Exempt Employee: An employee’s designated FLSA classification that is entitled to receive
overtime compensation.
Section 3.7. Human Resources Director: The employee appointed by the Town Manager to administer the personnel
functions of the Town, or in the absence of a Human Resources Director, the Town Manager.
Section 3.8. Position: An office or post of employment in the Town's service with duties and responsibilities calling for
full-time or part-time employment in the performance and exercise thereof.
Section 3.9. Town: The Town of Reading.
ARTICLE 4: APPLICABILITY
This Policy shall apply to all Town Departments, except the School Department, Municipal Light Department,
Retirement Board, and those positions governed wholly or in part, by statute, collective bargaining agreement, Bylaw,
Charter, or regulation superior to this Policy.
These Policies apply to all positions, except those noted in the above paragraph; however, the authority of
appointment shall be modified as follows:
In the Library Department, the Board of Library Trustees shall be responsible for hiring and firing of
personnel. [See Town of Reading Home Rule Charter, Article 5. Town Manager, Section 5.2, Powers and
Duties (b).]
In the Finance Department, the Board of Assessors may appoint an Appraiser and an Assistant Appraiser.
[See Town of Reading Home Rule Charter, Article 4, Appointed Boards or Committees, Section 4.1, Board
of Assessors.]
In the Accounting Department, the Select Board shall appoint the Town Accountant. (See Town of
Reading Home Rule Charter, Article 3, Section 3.2, Select Board.)
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These Personnel Policies are not an employment contract. The terms and provisions of these Policies are not
contractually-binding or are contract-like assurances or promises. The Town of Reading reserves the right to change or
eliminate any policies, procedures, rules or benefits described in these Personnel Policies.
ARTICLE 5: ADMINISTRATION
This Article spells out the method of employing individuals to work for the Town, and deals with recruitment,
screening, appointment, orientation and probation. These methods shall be adhered to, where applicable, unless there
is a specific waiver from the Town Manager. It is the Town's intent that this recruitment, employment, promotion and
transfer policy ensures that every reasonable effort is made to attract qualified persons and that selection criteria are
job related. All positions that become available will be filled giving full weight to Equal Employment Opportunity goals
established by the Town, and to the Americans with Disabilities Act (ADA).
These policies shall be administered by the Town Manager. Department Heads are responsible for the
implementation of policies and procedures as established and as directed by the Town Manager.
Section 5.1. Hiring:
5.1.1. Verification: The Department that proposes to hire an employee must first verify with the Town
Manager that:
Funds for the position are provided in the approved budget;
The position has been approved by the Town Manager and there is a need for the position;
The position has been included in the Classification Plan.
5.1.2. In-House Promotion: When a vacancy exists, the overall personnel requirements of the Department
and the Town will be reviewed with the Town Manager who has the final and binding decision on promotions. Where
possible, in-house promotion and/or transfers will be considered in order to fill a position so long as such a decision is
in conformance with the Equal Opportunity policy. Where two or more in-house candidates apply for a position,
qualifications including seniority and length of service may be considered.
5.1.3. Posting and Advertising: The Human Resources Director in consultation with the Department Head
shall prepare the posting and advertisement to solicit applicants. The Town will notify via email and post the availability
of a vacant position on its website and in each Town building for a period of seven (7) calendar days. Nothing shall
prohibit the Town from advertising the position to outside candidates at the same time that it is posted. Advertisements
shall be organized by the Human Resources Director, or their designee, to attract qualified applicants adhering to Equal
Employment Opportunity goals.
5.1.4. Application: All prospective candidates must submit their credentials and Town-approved application
to the Human Resources Director for consideration. All submissions shall be kept on file for a period of one (1) year. To
the extent possible Equal Employment Opportunity data will be kept on each applicant by the Human Resources
Director.
5.1.5. Testing and Examination: Applicants may be required to submit to a test(s) and/or examination(s), and
to submit other information which is reasonably related to the job for which the application is made.
5.1.6. Interview: The Town shall utilize a diverse hiring committee which will be comprised of, but not limited
to, representative(s) from the hiring Department, a Human Resources designee, and any other key stakeholders to
interview applicants for all vacancies. All members of the hiring committee shall submit their feedback based solely on
each candidate’s qualifications and relevant experience.
When possible, the hiring committee will present no less than three (3) candidates for consideration to the
Town Manager. The final selection will be made by the Town Manager in consultation with the Department Head and
the Human Resources Director. Recommendations for hire shall be made from a selection of the best qualified
applicants. Preference will be given to Town residents when equal qualifications are possessed by the applicants.
Nothing herein shall be construed to permit hiring in conflict with the Town's Equal Employment Opportunity and ADA
Policies.
5.1.7. Pre-Employment Requirements: After all reference and background checks are completed by Human
Resources, the appointment shall be made by the Town Manager who shall inform the successful candidate in writing
of the appointment including the starting date, salary, benefits and union status. Appointments shall be contingent
upon satisfactory results of a pre-employment physical examination, which may include but not limited to testing for
drugs, alcohol screening, and a psychological examination, as required.
In addition, other tests and examinations that may be required, to the extent that they are related to the
position being filled, include but are not limited to Criminal Offender Record Information (CORI), as authorized by the
Department of Criminal Justice Information Services (DCJIS), Sex Offender Record Information (SORI), and any other
background checks, as required.
5.1.8. Onboarding: On or before the starting date, each new employee will be given an orientation and will
be introduced to other employees. The new employee shall complete the necessary forms needed. In addition, each
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new employee will be given a copy of the current Personnel Policies, applicable union contract and other relevant
information.
5.1.9. Probation: Unless otherwise determined by law, the appointment of each new employee shall be
probationary for a period of one (1) year of employment for purposes of evaluation prior to being assigned regular
position status. Probation may be extended for an additional time up to three (3) months if performance indicates such
a need. Should an employee go on an approved leave (FMLA, Parental, etc.) during their probationary period, the
probationary period shall be extended by the time of said leave.
Time off benefits as indicated in Article 9, may be used in the following format during one’s probationary
period:
Sick: no restrictions
Bereavement: no restrictions
Holidays: no restrictions
Floating Holiday: Up to one (1) day after three (3) months of employment. Full utilization after six (6)
months of employment.
Vacation: Up to one (1) week after three (3) months of employment. Full utilization after six (6) months
of employment.
The above-mentioned time off benefit restrictions do not apply to promotion-based probationary periods.
The Town Manager may grant additional leave during the probationary period only for special circumstances
where such an extension is warranted. Such an extension will not set a precedent in any other case, and denial of such
a request is not subject to appeal.
5.1.10. Exit Interview: A confidential exit interview shall be offered to departing employees to be conducted
during the final week of the employee's current position by the Human Resources Director or their designee. The
purpose of an exit interview is to:
Provide the departing employee with information and assistance and to further good employee
relations;
Provide the Town with insight into Town personnel and management practices;
Inform the employee about benefits and retirement information.
Section 5.2. Job Description:
The Town Manager or Human Resources Director will be responsible for preparing and periodically reviewing
with the Department Head an appropriate job description for each position using a standardized form. An employee
will have a copy of the job description for their position. The Human Resources Director shall be responsible for
maintaining the current job description.
Section 5.3. Mandatory Reviews:
All new, promoted, transferred or demoted employees must complete a probationary period in which they
will be reviewed for performance purposes no later than one (1) year after assuming their assignments as such period
may be extended pursuant to Section 5.1.9.
All new, promoted or transferred employees will be reviewed for compensation purposes concurrently with
their performance review. If an employee is retained, based on the performance review, the employee will be granted
a salary increase of no less than one (1) step. The salary increase shall be effective on the date of the completion of the
probationary period. Employees who complete the probationary period between July and December shall have a
second performance review prior to receiving an additional step on July 1st. Employees who complete the probationary
period between January and June will not need a second performance review prior to receiving an additional step on
July 1st.
Thereafter, performance reviews will be conducted annually by June 30th to evaluate and determine eligibility
for future step increases, as allowed by the budget process. On July 1st, all non-probationary employees who have a
satisfactory performance review will be entitled to a step increase, as the budget process allows.
Section 5.4. Maintenance of and Access to Personnel File and Records:
The Human Resources Director shall keep or cause to be kept, personnel files for each Town employee. The
personnel file shall contain:
Application for employment including references, resume, cover letter, pre-employment assessments
and other applicable records obtained prior to employment;
Letters of commendations and/or reprimand;
Professional development;
Copies of performance evaluations;
A record of any and all personnel actions taken;
Copies of employee awards;
Other pertinent information.
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The Human Resources Director shall also keep or cause to be kept a separate file of personnel records for
each Town employee. This separate file may contain, but not be limited to any identifying documents with an
employee’s identity such as:
Medical records;
Investigations;
I-9 forms;
Payroll history;
Insurance benefits;
Other pertinent information not in the personnel file.
The employee's personnel file shall be maintained as up to date as reasonably practicable but in every case,
material shall be filed within three (3) months. Each employee shall have access to their complete personnel file and
records upon notice of five (5) business days to the Human Resources Director. The employee shall be notified in writing
when any information (except for routine salary adjustments) is added to or removed from their personnel file.
With the exception of those with a legitimate business need to access the file, no employee shall have access
to any other employee's personnel records except that a Department Head shall have access to the personnel files of
any and all employees for whom the Department Head is responsible.
ARTICLE 6: CLASSIFICATION AND COMPENSATION PLANS
Section 6.1. Classification Plan:
The Classification Plan as established and modified from time to time by the Select Board according to Bylaw
is hereby designated Schedule A-1, and made a part hereof classifying by grade and specific job title and assigning to
pay grades certain exempt and non-exempt positions in the service of the Town, other than those which are specifically
exempted according to Article 4 (Applicability). This plan shall constitute the Classification Plan of the Town within the
meaning of Section 108A of Chapter 41 of the Massachusetts General Laws.
The job title and job description for each position established by the Classification Plan shall be the official
title of the position and of the incumbent of the position, and shall be used to the exclusion of all others for all purposes
relating to the position including, but not limited to, payrolls and official records.
Before any individual may be hired, transferred or promoted into any newly established position, the position
must be included in the classification by job title and pay grade. If the job position is not already included in the
Classification Plan, then the requesting department shall seek such classification approval through the Town Manager
in advance of any request for funds.
The Town Manager may investigate and review the work of any position subject to the provisions of this
policy and recommend reclassification of the position as required.
Reclassification is the result of a re-evaluation of a position to place it on the appropriate grade based on an
internal and external study or to recognize a change in the duties and responsibilities of a position. Reclassification shall
not be used as a device for promoting or demoting incumbents.
The Classification and Compensation Plans and job descriptions shall be reviewed on a periodic basis by the
Town Manager, who shall recommend to the Select Board correction of disparities that may have developed. In
proposing and implementing reclassifications, the Town Manager shall consult with Department Heads and Division
Heads as appropriate.
No employee may be appointed to a position not included in the Classification Plan.
Section 6.2. Compensation Plan:
The Compensation Plan established and modified from time to time by the Select Board according to Bylaw
is hereby designated Schedule B-1 and made a part hereof, establishing compensation rates for each pay grade.
This plan may provide for rate progression through the steps. The compensation range established for any
pay grade shall be the range for all positions assigned by job title to that pay grade. The rates set forth in Schedule B -1
shall constitute the Compensation Plan of the Town within the meaning of Section 108A of Chapter 41 of the General
Laws.
6.2.1. Total Compensation: The rates shown in Schedule B-1 shall constitute the total remuneration for any
position including pay in any form unless a specific exception is noted by the Town Manager. The schedule does not
include actual and authorized expenses necessarily incident to the employment. No employee shall receive
compensation in any form from more than one department, subject to waiver by the Town Manager for specific
circumstances.
6.2.2. Positions Funded by Grants: Individuals serving the Town, who are funded by State or Federal
programs, shall be compensated at rates set forth in the Compensation Plan, unless the program mandates another
rate of pay.
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Employees, whose pay may be funded in part by State or Federal programs subject to approval by Town
Meeting, may be supplemented in an amount recommended by the Town Manager which is necessary to properly
relate them to the appropriate job title and pay grade in which they are to perform.
6.2.3. Cooperative, Training or Seasonal Employees: Cooperative or placement training college students and
seasonal/temporary employees serving the Town shall be compensated at rates established by the Town Manager.
6.2.4. Starting Pay Rates: Individuals shall be paid no less than the minimum pay rate of the applicable grade.
Consideration of a starting salary above the minimum must be based on skill and/or experience.
6.2.5. Out of Classification Pay: An employee who is assigned in writing by the Town Manager, or their
designee, to perform all of the job duties, and not merely individual tasks of a higher position, and replaces an absent
employee for more than fifteen (15) calendar days, shall be paid at the lowest step in the grade of the absent employee
that will ensure a minimum increase of five percent (5%) over their base pay.
6.2.6. Overtime Compensation: Overtime at the rate of time and a half shall be paid to non-exempt
employees for the number of hours worked in excess of forty (40) or thirty-seven and one-half (37.5) hours whichever
is the regular work week of the employee. Part-time employees shall receive additional hours at straight time until they
exceed thirty-seven and one-half hours (37.5) worked in the regular work week.
6.2.7. Compensatory Time for Non-Exempt Employees: By mutual agreement between a Department Head
and an employee, compensatory time in lieu of overtime compensation may be substituted on a time and a half basis
for the number of hours worked in excess of forty (40) or thirty-seven and one-half (37.5) hours whichever is the regular
work week of the employee. The mutual agreement must occur before the work is performed. Compensatory time off
may be accumulated to a maximum number of hours as an employee’s regular work week and must be scheduled by
mutual consent of the employee and the Department Head.
6.2.8. Compensatory Time for Exempt Employees: The Town recognizes that exempt employees are often
required to work in excess of forty (40) hours or thirty-seven and one-half (37.5) hours. Exempt employees recognize
that the nature of exempt work is such that additional hours may be necessary to accomplish the requirements and
responsibilities of the job.
By mutual agreement between a Department Head and an exempt employee, compensatory time is available
at a rate of hour for hour. A maximum of one (1) week of compensatory time per calendar year may be utilized.
Compensatory time will be taken with the Department Head's approval at the convenience of the Department, and no
compensatory time will be carried over into a new calendar year. In the case of Department Heads, mutual agreement
will be with the Town Manager. There shall be no payment of unused compensatory time at the end of the year.
ARTICLE 7: EMPLOYEE GUIDELINES
The Town of Reading expects its employees at all times to act in the best interests of the Town and its
residents. This includes an expectation that all employees will meet the highest standards of ethics and honesty, that
there will be no political activity on the part of the employee that could relate to the employee's position with the
Town, and at all times the employee will act in a manner that will reflect well upon the employee and the Town.
Section 7.1. Nepotism:
When in the normal selection process, relatives of Town employees or officials are considered for
appointment or promotion, the Town Manager will be notified by the Department Head. No person shall be hired or
promoted based upon their family relationship to another Town employee. No employee shall be in a position that
provides supervision over their relative.
This policy is not for the purpose of depriving any person of an equal chance for employment with the Town,
but is solely intended to eliminate the perception of or potential for preferential treatment of the relatives of
government personnel.
The Town may modify schedules, shifts, squads or work units to eliminate any potential for conflict under this
policy.
Relatives, for the purpose of this policy, shall include all members of the immediate family including spouse,
parents, step-parents, siblings, step-siblings, direct line aunts and uncles and nieces and nephews, first cousins,
children, step-children, grandparents, grandchildren and in-laws. Cousins, aunts, uncles, nephews and nieces by
marriage are not regarded as members of the immediate family for purposes of this policy.
7.1.1. Procedures and Employee Relationships: During working time and in working areas, employees are
expected to conduct themselves in an appropriate workplace manner that does not interfere with others or with overall
productivity.
During non-working time, such as lunches, breaks, and before and after work periods, employees engaging in
personal exchanges in non-work areas should observe an appropriate workplace manner to avoid offending other
workers or putting others in an uncomfortable position.
Employees are strictly prohibited from engaging in physical contact that would in any way be deemed
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inappropriate by a reasonable person while anywhere on Town property, whether during working hours or not.
Employees who allow personal relationships with co-workers to adversely affect the work environment will
be subject to the appropriate provisions of The Town of Reading’s disciplinary policy, including counseling for minor
problems. Failure to change behavior and maintain expected work responsibilities is viewed as a serious disciplinary
matter.
Employee off-duty conduct is generally regarded as private, as long as such conduct does not create problems
within the workplace. An exception to this principle, however, is romantic or sexual relationships between supervisors
and subordinates.
Any supervisor, manager, executive or other Town official in a sensitive or influential position with the Town
of Reading must disclose the existence of a romantic or sexual relationship with another co-worker. Disclosure may be
made to the immediate supervisor or the Human Resources Director. This disclosure will enable the Town to determine
whether any conflict of interest exists because of the relative positions of the individuals involved.
With regard to the above paragraph, when a conflict-of-interest problem or potential risk is identified, the
Town of Reading will work with the parties involved to consider options for resolving the problem. The initial solution
may be to make sure the parties no longer work together on matters where one is able to influence the other or take
action for the other. Matters such as hiring, firing, promotions, performance management, compensation decisions and
financial transactions are examples of situations that may require reallocation of duties to avoid any actual or perceived
reward or disadvantage. In some cases, other measures may be necessary, such as transfer to other positions or
departments.
If one or both parties refuse to accept a reasonable solution or to offer of alternative position, if available,
such refusal will be deemed a voluntary resignation.
Failure to cooperate with the Town of Reading to resolve a conflict or problem caused by a romantic or sexual
relationship between co-workers or among managers, supervisors or others in positions of authority over another
employee in a mutually agreeable fashion may be deemed insubordination and cause for immediate termination. The
disciplinary policy of the Town of Reading will be followed to ensure fairness and consistency before any such extreme
measures are undertaken.
The provisions of this policy apply regardless of the sexual orientation of the parties involved.
Where doubts exist as to the specific meaning of the terms used above, employees should make judgments
on the basis of the overall spirit and intent of this policy.
Any concerns about the administration of this policy should be addressed to the Human Resources Director.
The Town of Reading reserves the right to apply this policy to situations where there is a conflict or the
potential for conflict because of the relationship between employees, even if there is no direct-reporting relationship
or authority involved. The Town reserves the right to remove an employee from a position that may result in a conflict
of this policy.
Section 7.2. Workplace Harassment and Discrimination Prohibited:
7.2.1. Introduction - Equal Employment Opportunity Statement: The Town of Reading provides equal
employment opportunities (EEO) to all employees and applicants for employment without regard to race, color,
religion, gender, sexual orientation, gender identity, national origin, age, disability, genetic information, marital status,
amnesty or status as a covered veteran or any other characteristic protected by federal, state and local laws. The Town
of Reading complies with applicable state federal and local laws governing nondiscrimination in employment. This
policy applies to all terms and conditions of employment, including hiring, placement, promotion, termination, layoff,
recall, transfer, leaves of absence, compensation and training.
The Town of Reading expressly prohibits any form of unlawful employee harassment based on race, color,
religion, gender, sexual orientation, national origin, age, genetic information, disability or veteran status or any other
characteristic protected by state, federal or local law. Improper interference with the ability of the Town of Reading
employees to perform their expected job duties is absolutely not tolerated.
7.2.2. Americans with Disabilities Act (ADA) and the ADA Amendments Act (ADAAA): The Americans with
Disabilities Act (ADA) and the Americans with Disabilities Amendments Act (ADAAA), are federal laws that prohibit
employers with 15 or more employees from discriminating against applicants and individuals with disabilities and
require that, when needed, employers provide reasonable accommodations to applicants and employees who are
qualified for a job, with or without reasonable accommodations, so that they may perform the essential job duties of
the position.
It is the policy of the Town of Reading to comply with all federal and state laws concerning the employment
of persons with disabilities and to act in accordance with regulations and guidance issued by the Equal Employment
Opportunity Commission (EEOC) and the Massachusetts Commission Against Discrimination (MCAD). Furthermore, it is
our policy not to discriminate against qualified individuals with disabilities with regard to application procedures, hiring,
advancement, discharge, compensation, training or other terms, conditions and privileges of employment.
The Town of Reading will reasonably accommodate qualified individuals with a disability so that they can
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perform the essential functions of a job unless doing so causes a direct threat to these individuals or others in the
workplace and the threat cannot be eliminated by reasonable accommodation and/or if the accommodation creates
an undue hardship to the Town of Reading. Contact the Human Resources Director with any questions or requests for
accommodation.
7.2.3 Massachusetts Pregnant Workers Fairness Act: The Town of Reading complies with all aspects of the
Massachusetts Pregnant Workers Fairness Act. Employees and applicants will not be discriminated against with respect
to pregnancy or pregnancy-related conditions, which includes post-pregnancy conditions such as the need to express
breast milk for a nursing child. The Town will not refuse to hire a pregnant applicant or an applicant with a pregnancy-
related condition because of the pregnancy or pregnancy-related condition (provided the applicant can perform the
essential functions of the job with or without reasonable accommodation), nor will the Town deny any employment
opportunity or take adverse action against an employee because of the employee’s pregnancy, pregnancy-related
condition, or request for reasonable accommodation.
The Town of Reading will reasonably accommodate qualified individuals with pregnancy-related conditions
so that they can perform the essential functions of a job unless doing so creates a di rect threat to these individuals or
others in the workplace and the threat cannot be eliminated by reasonable accommodation and/or if the
accommodation creates an undue hardship to the Town of Reading. The Town of Reading may require documentation
of the need for accommodation; however, no documentation will be required for: (i) more frequent restroom, food or
water breaks; (ii) seating; (iii) limits on lifting no more than 20 lbs.; and (iv) private, non-bathroom space for expressing
breast milk. Contact the Human Resources Director with any questions or requests for accommodation.
7.2.4. The Town of Reading’s Anti-Harassment Policy and Complaint Procedure: The Town of Reading is
committed to a work environment in which all individuals are treated with respect and dignity. Each individual has the
right to work in a professional atmosphere that promotes equal employment opportunities and prohibits unlawful
discriminatory practices, including harassment. Therefore, the Town of Reading expects that all relationships among
persons in the office will be business-like and free of bias, prejudice and harassment.
It is the policy of the Town of Reading to ensure equal employment opportunity without discrimination or
harassment on the basis of race, color, religion, gender, sexual orientation, gender identity, national origin, age,
disability, genetic information, marital status, amnesty or status as a covered veteran or any other characteristic
protected by state, federal or local law. The Town of Reading prohibits any such discrimination or harassment.
The Town of Reading encourages employees and requires managers/supervisors in the reporting of all
perceived incidents of discrimination or harassment. It is the policy of the Town of Reading to promptly and thoroughly
investigate such reports. The Town of Reading prohibits retaliation against any individual who reports discrimination or
harassment or who participates in an investigation of such reports.
7.2.5. Definition of Sexual Harassment, Workplace Harassment and Discrimination, Definitions of
Harassment: Sexual harassment constitutes discrimination and is illegal under federal, state and local laws.
For the purposes of this policy, sexual harassment is defined, as in the Equal Employment Opportunity Commission
Guidelines, as unwelcome sexual advances, requests for sexual favors and other verbal or physical conduct of a sexual
nature when, for example:
a) submission to such conduct is made either explicitly or implicitly a term or condition of an individual's
employment;
b) submission to or rejection of such conduct by an individual is used as the basis for employment decisions
affecting such individual; or
c) such conduct has the purpose or effect of unreasonably interfering with an individual's work performance
or creating an intimidating hostile or offensive working environment.
Sexual harassment may include a range of subtle and not-so-subtle behaviors and may involve individuals of
the same or different gender. Depending on the circumstances, these behaviors may include unwanted sexual advances
or requests for sexual favors; sexual jokes and innuendo; verbal abuse of a sexual nature; commentary about an
individual's body, sexual prowess or sexual deficiencies; leering, whistling or touching; insulting or obscene comments
or gestures; display in the workplace of sexually suggestive objects or pictures; and other physical, verbal or visual
conduct of a sexual nature.
Harassment on the basis of any other protected characteristic is also strictly prohibited. Under this policy,
harassment is verbal, written or physical conduct that denigrates or shows hostility or aversion toward an individual
because of their race, color, religion, gender, sexual orientation, national origin, age, disability, marital status,
citizenship, genetic information or any other characteristic protected by law or that of their relatives, friends or
associates, and that a) has the purpose or effect of creating an intimidating, hostile or offensive work environment; b)
has the purpose or effect of unreasonably interfering with an individual's work performance; or c) otherwise adversely
affects an individual's employment opportunities.
7.2.6. Workplace Harassment /Bullying: The Town of Reading defines bullying as “repeated inappropriate
behavior, either direct or indirect, whether verbal, physical or otherwise, conducted by one or more persons against
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another or others, at the place of work and/or in the course of employment.” Such behavior violates the Town policies,
which clearly state that all employees will be treated with dignity and respect.
The purpose of this policy is to communicate to all employees, including supervisors, managers and
executives, that the Town of Reading will not tolerate bullying behavior. Employees found in violation of this policy will
be disciplined up to and including termination.
Bullying may be intentional or unintentional. However, it must be noted that where an allegation of bullying
is made, the intention of the alleged bully is irrelevant and will not be given consideration when meting out discipline.
As in sexual harassment, it is the effect of the behavior upon the individual that is important. The Town of Reading
considers the following types of behavior examples of bullying:
Verbal bullying: Slandering, ridiculing or maligning a person or their family; persistent name calling that
is hurtful, insulting or humiliating; using a person as the butt of jokes; abusive and offensive remarks.
Physical bullying: Pushing, shoving, kicking, poking, tripping, assault or threat of physical assault;
damage to a person’s work area or property.
Gesture bullying: Nonverbal threatening gestures or glances that convey threatening messages.
Exclusion: Socially or physically excluding or disregarding a person in work-related activities.
7.2.7. Workplace Violence: The Town of Reading will not tolerate physical violence, or threats of violence,
directly, indirectly, or implied, whether in person, in writing, electronically, or by telephone, to the person or property
of the Town, another employee or a person on Town property or in the course of Town business. Workplace violence
may include violent or threatening physical contact, including pushing, shoving, kicking, poking, tripping, assault, or
threat of physical assault. It may also include stalking, violation of a restraining order, damage to the property of the
Town or its employees, or threating acts or abusive language that creates a hostile work environment. Employees
found to be engaging in such behavior shall be disciplined, up to and including termination.
7.2.8. Individuals and Conduct Covered: These policies apply to all applicants and employees, whether
related to conduct engaged in by fellow employees or someone not directly connected to the Town of Reading (e.g.,
an outside vendor, consultant, resident, or customer).
Conduct prohibited by these policies is unacceptable in the workplace and in any work-related setting outside
the workplace, such as during business trips, business meetings and business-related social events.
7.2.9. Complaint Process: Individuals who believe they have been the victims of conduct prohibited by this
policy statement or who believe they have witnessed such conduct should discuss their concerns with their immediate
supervisor, Human Resources or any member of management.
When possible, the Town of Reading encourages individuals who believe they are being subjected to such
conduct to promptly advise the offender that his or her behavior is unwelcome and request that it be discontinued.
Often this action alone will resolve the problem. The Town of Reading recognizes, however, that an individual may
prefer to pursue the matter through complaint procedures.
The Town of Reading encourages the prompt reporting of complaints or concerns so that rapid and
constructive action can be taken before relationships become irreparably strained. Therefore, although no fixed
reporting period has been established, early reporting and intervention have proven to be the most effective method
of resolving actual or perceived incidents of harassment.
Any reported allegations of harassment, discrimination or retaliation will be investigated promptly. The
investigation may include individual interviews with the parties involved and, where necessary, with individuals who
may have observed the alleged conduct or may have other relevant knowledge.
Confidentiality will be maintained throughout the investigatory process to the extent consistent with
adequate investigation and appropriate corrective action.
Retaliation against an individual for reporting harassment or discrimination or for participating in an investigation of a
claim of harassment or discrimination is a serious violation of this policy and, like harassment or discrimination itself,
will be subject to disciplinary action. Acts of retaliation should be reported immediately and will be promptly
investigated and addressed.
Misconduct constituting harassment, discrimination or retaliation will be dealt with appropriately.
If a party to a complaint does not agree with its resolution, that party may appeal in writing to the Town
Manager or the Human Resources Director.
Making knowingly false and/or malicious complaints of harassment, discrimination or retaliation may be the
subject of appropriate disciplinary action up to and including discharge of employment.
Please note that while this policy sets forth the Town’s goals of promoting a work environment that is free of
all forms of workplace harassment and discrimination, this policy is not designed or intended to limit the Town’s
authority to discipline or take remedial action for workplace conduct which the Town deems unacceptable, regardless
of whether that conduct satisfies the definition of workplace harassment or constitutes discrimination.
7.2.10. Complaints of Discrimination or Workplace Harassment: Any employee who believes that they have
been the victim of discrimination or workplace harassment has the right to file a complaint either in writing or orally.
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Complaints should be reported to one of the following people:
Their supervisor or the next level of superior in the Department, or
Human Resources Director, (781) 942-9033, Town Hall, 16 Lowell Street, Reading, MA 01867
Town Manager, (781) 942-9043, Town Hall, 16 Lowell Street, Reading, MA 01867
It is suggested, but not required, that an employee fill out a Complaint Form, which is available in the Human Resources
Office. The Human Resources Director or the Town Manager is also available to discuss any concerns you may have and
to provide information to you about the Town’s policy on discrimination and workplace harassment and the complaint
process.
7.2.11. Investigation: All complaints, verbal or written should be promptly reported to the Human Resources
Director and investigated in a fair and expeditious manner. An investigator designated by the Human Resources Director
or Town Manager shall meet promptly with the subject of the reported discrimination or workplace harassment and
begin the investigation. Any employee involved in an incident of discrimination or harassment can expect that: (1) the
complaint will be taken seriously and will be appropriately investigated; (2) the investigation will begin promptly and
proceed in a timely manner; (3) steps will be taken to stop any discriminating or harassing behavior; and (4) due process
rights will be respected.
The investigation will be conducted in such a way as to maintain confidentiality to the extent practicable
under the circumstances. Complaints will be addressed in a confidential manner to protect the privacy of all individuals
involved. Information provided under this policy will be disclosed with others on a need-to-know basis only.
However, in order for the Town to take appropriate action, it may be necessary for the Town to disclose the
complaining individual's name to the accused employee, and for the complaining individual to provide testimony before
the accused employee in the presence of the appropriate authorities. The complaining individual and the accused
employee may, if applicable, request union/association representation to assist them through the complaint process,
in accordance with any process in any union contract that addresses the issue of an investigative procedure. After
conducting an appropriate investigation, the investigator will determine whether the workplace harassment and
discrimination policy has been violated and, if so, determine the severity of the behavior.
7.2.12. Disciplinary Action: If it is determined that inappropriate conduct has occurred, the Town will act
promptly to eliminate the offending conduct and where appropriate, disciplinary action will be imposed. The
investigator will recommend to the employee’s supervisor, Department Head, Human Resources Director or Town
Manager the appropriate action to resolve the situation including, but not limited to, the following:
Verbal warning or reprimand;
Verbal or written apology to the alleged victim;
Written warning or reprimand entered into the employee's file;
Conference with the alleged victim;
Attending required counseling;
Receiving a letter from the alleged victim; or
Suspension, demotion or dismissal subject to collective bargaining agreements and applicable Federal,
State and local law and bylaws.
These actions are not to be considered as progressive actions but rather may be taken in any order or combination to
effectively deal with the situation. Any action except for a verbal warning or reprimand, a verbal or written apology to
the complaining individual, or a written warning or reprimand entered into the employee's file, shall be handled by the
Human Resources Director and the Town Manager. A written warning or reprimand, the requirement to have a
conference with the complaining individual, the requirement to attend counseling sessions, the receipt of a letter from
the complaining individual, or suspension or termination will all be documented in the accused employee's personnel
file.
7.2.13. State and Federal Remedies: In addition, any person who believes that they have been subjected to
workplace harassment or discrimination may file a formal complaint with either or both of the following governmental
agencies:
Massachusetts Commission Against Discrimination (“MCAD”)
1 Ashburton Place, Room 601
Boston, MA 02108
(617) 994-6000
Equal Employment Opportunity Commission (“EEOC”)
J.F.K. Federal Building
15 New Sudbury Street, Room 475
Boston, MA 02203-0506
(1-800) 669-4000
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Each of these agencies has a short time period for filing a complaint. (Equal Employment Opportunity
Commission, 300 days; Massachusetts Commission Against Discrimination, 300 days. For claims of harassment against
the Town Manager, see Article 5 of the Reading Home Rule Charter.
Section 7.3. Conflict of Interest:
All employees shall comply with the State Conflict of Interest Law (M.G.L. Ch. 268A) in all respects. In addition
thereto:
1. Outside Employment - No employee shall accept outside employment if such outside employment directly
interferes with an employee's performance. No employee shall receive or request compensation from, or act as an
agent or attorney for anyone other than the municipality in relation to any matter in which the Town is a party or h as
a direct and substantial interest.
2. Solicitations and Acceptance of Gifts, Gratuities, Fees, Loans, etc. - No Town employee, acting in their
professional capacity on behalf of the Town, shall solicit or accept any personal gift, gratuity, loan, fee or other thing of
value. Employees may accept fees for work done on their own time provided the individual or group engaging the
employee has no contractual relationship with the Town. No employee shall solicit any gift or gratuity from another
employee.
3. No employee shall use or attempt to use their official position to secure unwarranted privileges or
exemptions for themselves or others.
4. No employee shall, by their conduct, give reasonable basis for the impression that any person can
improperly influence or unduly enjoy their favor in the performance of official duties, or that they are unduly affected
by the kinship, rank, position or influence of any party or person.
Employees should be aware of the Policy on Defense of Actions Brought Against Public Employees, available
from the Town Manager, which the Select Board adopted and was effective as of July 1, 1996.
Section 7.4. Political Activity:
It shall be the policy of the Town to appoint, promote, demote and remove all employees without regard to
political considerations.
The political opinions or affiliations of any resident shall in no way affect the amount or quality of service a
resident receives from the Town.
Town employees shall not engage in any political activities including, but not limited to, campaigning for
themselves or individual candidates, or campaigning for support of or opposition to ballot questions, during working
hours, nor in uniform nor on Town property (except in locations designated by the Town Manager), nor using Town
resources including office space, equipment, vehicles, uniforms, etc. Employees shall not directly or indirectly use or
seek to use the authority or influence of their positions to control or modify the political action of another person.
Any employee may, on their own time, and without the use of any Town resources, advocate for or against
any ballot question. Town resources include office space, equipment, vehicles, uniforms, etc. Town employees may not
participate in fund raising for any ballot question, may not solicit or receive any political funds from anyone, may not
give, solicit, or receive political funds in any public building, and may not serve on any steering committee or as treasurer
of any group that has as its purpose fund raising for any ballot question or candidate.
Nothing in this section shall be construed to prevent Town employees from becoming or continuing to be
members of any political party, club or organization; attending political meetings during non-working hours, and not in
uniform; expressing their views on political matters during non-working hours; circulating petitions on public questions
or voting with complete freedom in any election.
Section 7.5. Use of Town Property:
The use of Town property and supplies for personal use is not permitted. Personal telephone calls shall be
limited in number and duration and in the event that a personal call is necessary, the To wn will be reimbursed for its
cost (if any). As assigned by the Town Manager, overnight Town vehicles may be issued to specific on-call employees.
Said usage may only be permitted to and from the workplace and not for personal use. Employees will be responsible
for any tax obligations that stem from this fringe benefit.
Section 7.6. Drug Free Workplace:
The Town of Reading workplace shall be drug-free. The unlawful manufacture, distribution, dispensing,
possession or use of a controlled substance is prohibited on Town-owned property. Employees who violate this
condition of employment will be subject to appropriate personnel action up to and including termination.
Every employee will be made aware of the dangers of substance abuse in the workplace, and will be notified
of the intent to maintain a substance-free workplace. Every employee will be notified of the availability of drug
counseling rehabilitation and any other employee assistance activities that may exist. The penalty for drug abuse or
substance abuse, such as conviction for a violation occurring in the workplace, may be required participation in a
program approved for drug abuse rehabilitation by the Federal, State, or local health agency.
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As a further condition of employment, employees will abide by the terms of this statement, and notify the
Town Manager of any criminal substance abuse conviction no later than five (5) days after such conviction.
ARTICLE 8: CHANGE OF EMPLOYMENT STATUS
Section 8.1. Transfer:
A transfer takes place when an employee is assigned to a different job title with the same level of
responsibility and at the same pay grade. A transfer may be either voluntary or involuntary. Employees who desire to
voluntarily transfer within the Town may do so upon approval of the Town Manager if a position vacancy exists, and if
the supervisor of the vacant position finds the employee qualified.
A request for voluntary transfer to a different department shall be submitted in writing to the Town Manager,
who shall review the request with the Department Heads, and make a finding regarding the employee's suitability for
the position. A request for voluntary transfer within a department shall be submitted in writing to the Department
Head, who shall review the request, and make a recommendation to the Town Manager.
Employees whose services in a given position are no longer required, or whose performance fails to meet
Town standards, may be transferred involuntarily to a different position. Involuntary transfers shall be ordered in
writing by the Town Manager after consultation with the Department Heads affected.
A probationary period shall be mandatory following transfers. Employment status, benefits and anniversary
date will not be affected by transfers. School and Library employees may be considered as transfers regarding this
section.
Section 8.2. Promotion:
Promotion is the advancement of any employee to a position with a higher level of pay. Promotions may be
awarded through the filling of a vacancy in a higher grade. When an employee is promoted to a higher pay grade, they
will be placed in the appropriate grade for the new job at a step which will ensure no less than a five percent (5%)
increase in pay.
Promotions will be made by the Town Manager in consultation with the Department Head and Human
Resources Director
Employment status, benefits and anniversary date will not be affected by promotions. If an employee whose
current position does not include time off benefits is promoted to a position that does include time off benefits, they
may use time off benefits in accordance with section 5.1.9.
Section 8.3. Demotion:
Demotion is the assignment of an employee from one position to a position with less pay. Demotions may be
ordered by the Town Manager:
as a disciplinary action.;
due to an unsatisfactory performance evaluation followed by continued unsatisfactory performance
during the probationary period.
a reclassification downward of an employee's position.
the reorganization of Town services.
The Town Manager may, following consultation with a Department Head, assign the demoted employee to a
position with a lower level of pay. A probationary period shall be mandatory following a demotion. Employment status,
benefits and anniversary date will not be affected by demotions.
Section 8.4. Lay-Off:
Lay-off is the involuntary separation of an employee from the Town's service because of lack of work, lack of
funds or the discontinuance of a position.
Lay-offs may be ordered for the above reasons, and may be for a definite or indefinite period of time . Lay-
offs shall not be used as a disciplinary measure.
Lay-offs shall be determined by the Town Manager in the following circumstances:
Upon discontinuance or reduction of a Town program or service;
As a means of reducing salary and wage costs in order to meet budget restrictions;
Upon reorganization of a Department or operating unit of the Town.
Lay-offs within positions performing the same functions shall be conducted in the following order:
1. Seasonal Employees
2. Temporary Employees
3. Part-time Employees
4. Full-time Employees
Employees separated by lay-off shall be given first consideration for new vacancies which may develop in the
Town service within two (2) years.
Before ordering a lay-off, the Town Manager shall consult with the affected Department Heads and Human
Resources Director. A determination shall be made on the number of positions to remain after the reduction in force
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occurs. Where possible, transfers, demotions and reassignment shall be offered prior to lay-offs, beginning at the
highest level where reductions need to be made and then proceeding downward in the table of organization. Employees
in the same level shall then be evaluated in terms of performance and length of service to determine retention status.
The Town will attempt, unless circumstances make it impractical, to give no less than thirty (30) days written
notice to any employee whose job is being eliminated or reduced in hours.
Section 8.5. Resignation:
Resignation is a voluntary action of any employee to terminate employment with the Town. A resignation
shall be submitted in writing to the Town Manager and Human Resources Director with a copy to the Department Head
at least two (2) weeks prior to the effective date of termination. All written resignations shall be deemed binding.
If at least two (2) weeks’ notice is not given, the employee shall be considered to have resigned not in good
standing and shall forfeit any benefits accrued except as prohibited by law. Oral resignation will be deemed binding but
shall not constitute resignation in good standing.
Section 8.6. Retirement:
All employees covered under the Retirement System shall be governed by the requirements and provisions
of the System relating to retirement age and benefits.
An employee contemplating retirement should notify the Human Resources Director in writing at the earliest
date that such a decision is being considered, in order to be aware of what benefits may be available through early
notice (6 months) of retirement. (See Sections 9.3 and 9.14.11 of these policies.)
The employee should notify the Town Manager as soon as possible but not less than two (2) months before
retirement. The employee should also apply to the Retirement System if pension benefits are available.
ARTICLE 9: TIME OFF BENEFITS AND WORKING CONDITIONS
The following benefits apply to all regular employees of the Town whose regular work week is twenty (20)
hours or more, unless noted differently in each section. Time off benefits shall be made available to part-time regular
employees who work more than twenty (20) hours per week on a pro-rata basis. For example, if an employee works
twenty eight (28) hours per week and the full time work schedule for the position is thirty seven and one half (37.5)
hours per week, the employee will be entitled to 28/37.5 of the applicable benefits. A "day" of vacation would therefore
be equal to 5.6 hours. No time off benefits are available to part-time employees who work less than twenty (20) hours
per week.
All time off benefits will be in hours and determined on a calendar year basis. Any employee that works the
four (4) day “Town Hall work week” shall have all paid time off benefits (sick, vacation, floating holiday, holiday,
bereavement, etc.) calculated as if they worked a five (5) day work week.
The Town will maintain a complete and accurate record of attendance for each employee, setting forth the
amount of time off benefits available for the calendar year, the dates of time off benefits used and the amount of time
off benefits remaining for the calendar year. Such record shall be available for inspection by the individual employee
upon reasonable request. The employee shall have the responsibility of reviewing the time off benefit record for
accuracy.
The Town Manager may, from time to time, develop alternative benefit packages for Department and Division
Heads.
Section 9.1. Service Credit:
Service credit is used primarily to determine eligibility for vacation time earned. Service to the Town shall be
determined as the service accrued by a regular (part-time or full-time) employee, commencing from the date of
employment, or benefit date if it is different from date of employment, which is uninterrupted except by vacation,
military service, or other authorized leave of absence pursuant to Section 9.8 Family and Medical Leave Act, and Section
9.11 Leaves of Absence other than FMLA Leave.
Termination for any reason shall constitute a break in service. If a former employee of the Town (including
Schools and/or Library) returns to the service of the Town and completes at least five (5) years of continuous service
following such return, the amount of continuous service immediately preceding the interruption of work for the Town
shall be added to the five (5) years of current service to compute a new service credit date. Service credit is not granted
for any period of time that the employee was a temporary employee or a part time non-benefited employee. The
probationary period will count for service credit. The Town Manager may choose to waive up to six (6) months of
absence from service with the Town, therefore maintaining continuous service as if the employee never departed.
If the employee was eligible for and took sick leave buyback when they left the service of the Town, then the
employee must repay to the Town the amount of money paid in sick leave buyback as a condition of being granted past
accrued sick leave. The returning employee will be credited with the number of hours of sick leave that the buyback
represented based on the rate of pay at the time of termination.
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Section 9.2. Sick Leave, Accident Reporting and Worker’s Compensation:
9.2.1. Sick Leave: All regular full-time and regular part-time employees who work twenty (20) hours or more
per week shall be eligible for payment from accrued sick leave for time absent due to illness, injury, or medical
appointments that cannot be arranged outside of regular working hours. This time may be used for the employee’s
own medical needs or to attend to a spouse, parent, child, or member of the same household. In the event an employee
needs to call out sick from work, they must notify their Division supervisor and/or Department Head prior to their shift
or as soon as reasonably possible. Unused sick leave shall be accumulated from year to year without limitation.
Up to five (5) days of accrued sick leave, not covered under Section 9.8 Family and Medical Leave Act, may be
used by an employee to attend to a spouse, parent or child, or someone who lives in the same household as the
employee, and who is ill. There will be no carry-over of this benefit from one calendar year to another calendar year.
The Town Manager may extend the sick leave used in this manner beyond what is permitted. This extension of the
leave will be granted only for extraordinary circumstances where such an extension is warranted. Such an extension
will not set a precedent in any other case and denial of such a request is not subject to appeal.
When absence by reason of sickness or injury is for a period of three (3) consecutive days or more, the
Department Head may require the employee to submit a letter from a regularly licensed practicing physician giving the
prognosis of the sickness or injury before the employee shall be entitled to sick leave with pay. The Town, at its expense,
reserves the right to have a physician examine the employee for return to work post illness, personal injury, and/or
personal medical procedure.
An employee who is using paid time off (vacation, floating holiday, compensatory) and who is hospitalized for
an injury or illness, at their option and provided that they have sick leave available, may have their time off benefit
changed to paid sick leave for the period of the actual hospitalization.
9.2.2. Safety: It is the responsibility of each employee to conduct all tasks in a safe and efficient manner
complying with all local, state and federal safety and health regulations and program standards, and with any special
safety concerns for use in a particular area or with a client.
Although most safety regulations are consistent throughout each department and program, each employee
has the responsibility to identify and familiarize themselves with the emergency plan for their working area. Each facility
shall have posted an emergency plan detailing procedures in handling emergencies such as fire, weather-related events
and medical crises.
9.2.3. Accident Reporting: It is the responsibility of the employee to report and to complete an Accident and
Incident Report for workplace injuries such as slips, falls, contusions or any other health/safety incidents that occurs by
an employee or that the employee witnesses. This report must be completed and submitted to Human Resources by
the close of business on the date of occurrence. Failure to report a safety infraction or an injury in a timely manner may
result in employee disciplinary action, and could delay or void disability claims.
Furthermore, management requires that every person in the organization assumes the responsibility of
individual and organizational safety. Failure to follow company safety and health guidelines or engaging in conduct that
places the employee, client or Town property at risk can lead to employee disciplinary action and/or termination.
The Health and Safety Committee shall have the responsibility to develop and the authority to implement the
safety and health program including worksite accident investigations, in the interest of a safer work environment with
the approval of the Town Manager.
9.2.4. Worker’s Compensation: When absence is compensable under Worker's Compensation Law, an
employee may, upon signing written authorization, be paid the difference between Worker's Compensation benefits
and their regular base salary until part or all of their accumulated sick, vacation, floating holiday and compensatory
leave has been used. Time off benefits used in this manner shall be charged up to a rate of 0.4 days for each day the
employee is on Worker's Compensation leave. At no point shall an employee receive a combined total compensation
exceeding their current salary with the Town effective of the date they were injured. The Town, at its expense, reserves
the right to have a physician examine the employee for return to work post injury.
Section 9.3. Sick Leave Buyback:
All employees hired after August 31, 2009 are ineligible for the sick leave buyback. Eligible employees hired
prior to September 1, 2009 who terminate employment (except termination by the Town or resignation not in good
standing) and who work twenty (20) hours or more per week, after seven (7) years of benefited employment, shall be
paid for unused sick leave not exceeding one hundred (100) days at fifty percent (50%) of their daily rate of pay at the
time of their termination. Sick leave buyback shall be paid to the estate of any employee who is eligible for it at the
time of their death.
Positions classified as supervisory and/or exempt on the job description on file are ineligible for the sick leave
buyback unless the employee had been promoted to a supervisory and/or exempt position as classified by the job
description on file and was eligible for sick leave buyback before being promoted. In this event, the employee will be
compensated upon retirement or resignation for unused sick leave not to exceed one hundred (100) days at fifty
percent (50%) of their daily rate of pay that was in effect prior to the promotion. Should a promoted employee have
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less than one hundred (100) days of unused sick time at the time of promotion, he or she will not be able to add days
to that total.
Section 9.4. Sick Leave Bank:
A "Sick Leave Bank" shall be established and maintained for the purpose of protecting regular full time and
regular part time benefited employees against loss of income due to long term illness or disability.
The Sick Leave Bank will be administered by a committee consisting of one (1) member to be elected from
each of the constituent bargaining units that elects to participate. In addition, the Town Manager may appoint an
additional number of members not to exceed one (1) less than the aggregate number of members representing the
Unions. All members of the Sick Leave Bank Committee shall be participants in the Sick Leave Bank.
Employees eligible to withdraw sick leave days from the Sick Leave Bank must make application to the Sick
Leave Bank Committee. The Committee may review the employee’s records of attendance kept by the Town. The Sick
Leave Bank Committee's decision shall be by majority vote and shall be final and not subject to the grievance and
arbitration procedure.
Sick leave days may be deposited in the Sick Leave Bank in the following manner: Any employee eligible to
participate in the Sick Leave Bank shall contribute four (4) days of their accumulated sick leave on July 1st of the year
that the employee initially joins the Sick Leave Bank. Employees will contribute two (2) days annually on July 1st for the
following four years, and then one (1) day annually on July 1st thereafter, unless they give written notification to the
Sick Leave Bank Committee by June 30th that they wish to withdraw their membership in the Sick Leave Bank.
The Sick Leave Bank Committee may, with the approval of the Town Manager, vote to change the number of
days contributed per year. If the number of hours in the Sick Leave Bank falls below 10,000, or if the membership in the
Sick Leave Bank fluctuates significantly, then the policy of contributing two (2) days yearly for all members may be
reinstated.
Unlimited sick leave days may be credited to the Sick Leave Bank by all employees, provided that, after the
initial first year’s contribution, no employee shall contribute more than two (2) days per year unless approved pursuant
to Paragraph 4 above.
In order to be eligible to apply to the Sick Leave Bank for withdrawal of sick leave days, the employee must
have used up all of their own accumulated sick leave, and be a participant in the Sick Leave Bank.
In order to be eligible to make application to the Sick Leave Bank, an employee must have suffered an illness
or disability resulting in thirty (30) consecutive days of work missed; or resulting in five (5) days without pay, whichever
comes first. That is, an employee with fewer than thirty (30) days of accumulated sick leave will not become eligible to
withdraw sick leave from the Sick Leave Bank until they have gone five (5) consecutive work days without pay due to
the same illness or injury; any employee with accumulated sick leave in excess of thirty (30) days shall be el igible to
receive days from the Sick Leave Bank on the day following the exhaustion of their own accumulated sick leave. Paid
vacation and/or floating holiday time may be allowed to be substituted for the five (5) days without pay.
Notwithstanding the language in this paragraph, if an employee has missed thirty (30) days of work non-consecutively
due to the same illness, then this paragraph may be waived by the Sick Leave Bank Committee.
The Sick Leave Bank Committee may require the employee to substitute paid accrued vacation and/or floating
holiday leave for leave available from the Sick Leave Bank.
Any employee who is eligible for Worker's Compensation during the period of disability shall not be eligible
for the use of the Sick Leave Bank.
Should the Sick Leave Bank be eliminated, all days accumulated shall be equally divided among the
participants.
Applications to join or withdrawal time from the Sick Leave Bank may be obtained from any member of the
Sick Leave Bank Committee or the Human Resources Director.
Section 9.5. Bereavement:
This benefit is available to all regular full-time and regular part-time employees who work twenty (20) hours
or more per week. Bereavement time will be granted per instance. Questions should be directed to one’s Department
Head.
Leave with pay, up to one (1) week of one’s regular work scheduled hours, will be granted for death in the
immediate family. Immediate family is defined as a spouse, parent, step-parent, grandparent, grandchild, sibling,
children, step-children, parent-in-law, or children-in-law.
Leave with pay, up to one (1) day, will be granted to any employee to attend the funeral or other memorial
service of other members of their family defined as aunt, uncle, cousin (first), sibling-in-law, niece or nephew, or any
other member of their household.
Section 9.6. Military Leave:
The Town will comply with the applicable provisions of the federal Uniform Services Employment and
Reemployment Rights Act (USERRA), and any other applicable state or federal law, with respect to employment,
reemployment and protection of employee benefits during military service. The Town shall not discriminate against
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any employee or prospective employee because of past, present or future application for, or membership in a
uniformed armed service.
Employees who are regular employees and who serve in the Armed Forces of the Commonwealth, or as
members of an organized unit of a ready reserve component of the Armed Forces of the United States, under orders,
will be allowed the difference between base pay they receive for such service and their regular rate of compensation
from the Town, in performance of the member's annual active duty for training requirements (e.g., the 2 or 3 week
annual encampment).
The Town, at its option, reserves the right to require the reservist to present written orders or suitable military
documentation to support the military absence. Active (drilling) reservists should to present their annual (or
semiannual) unit training calendar to their supervisor within thirty (30) days of its publication. The employee will
confirm their request for such military absence in accordance with existing Town policy for all other absences. In that
all military absences cannot be forecasted so as to enable the reservist to comply with the Town's policy of advance
notice, a reasonability standard will be applied. The reservist is required to give such reasonable notice, assuming they
have been sufficiently informed by their military unit.
Section 9.7. Jury Service:
Jury service for employees shall be paid by the Town in accordance with the policy adopted by the
Commonwealth of Massachusetts or the employee’s state of residence. If the jury fees, exclusive of travel allowances,
received by said employee for such jury duty shall be less than the regular pay received by him from the Town, the
difference between said fees, and regular pay shall be paid to such employee by the Town. However, as a condition to
receiving such payment, the employee agrees that if discharged for a reasonable portion of regular work hours, the
employee will report to their supervisor for such work as may be assigned. An employee performing such jury duty and
who desires the benefits of this section may be required to present weekly to the Department Head a certificate by the
Court or a duly authorized representative as to the time spent by the employee in such jury duty during such week.
Section 9.8. Family and Medical Leave Act:
The provisions of the Family and Medical Leave Act of 1993 (FMLA) entitle an eligible employee to a total of
twelve (12) workweeks of unpaid leave during a twelve (12) month period for one or more of the following reasons:
1. The birth and care of the newborn child of the employee;
2. The placement with the employee of a child for adoption or foster care;
3. To care for an immediate family member (spouse, child or parent) with a serious health condition;
4. To take medical leave when the employee is unable to work because of a serious health condition;
5. A qualifying exigency (need) arising out of the fact that the employee’s spouse, child, or parent is a
covered military member of the National Guard and Reserves on active duty (or has been notified of an
impending call or order to active duty) in support of a contingency operation;
6. Military caregiver leave (i.e. covered service member leave) to care for a service member with a serious
injury or illness incurred in the line of duty on active duty. Eligible employees who are the spouse, child,
parent, next of kin (closest blood relative), are entitled to a special leave entitlement of up to twenty-six
(26) weeks to care for a covered service member during a single twelve (12) month period.
Leave qualifying as FMLA may either be requested by the employee or will be designated as FMLA leave by
the Town when it appears that the reason for the leave fits the Family and Medical Leave Act.
9.8.1. Definitions: The following definitions apply to this Article:
1. Eligible Employee: An employee who has worked for the Town at least twelve months (consecutive or non-
consecutive, provided that the break in service does not exceed seven years unless due to National Guard or Reserve
military service obligations), and has actually worked 1,250 hours (including paid time off) during the previous twelve
(12) month period.
2. Twelve (12) Month Leave Period - The twelve (12) month period used for determining an employee's twelve
(12) week FMLA leave entitlement will be a "rolling" twelve (12) month period measured backward from the date the
employee begins the use of FMLA leave. The employee should submit a written request prior to the start of the FMLA
leave.
3. Covered Service Member: A current member of the armed forces, including a member of the National
Guard or Reserves, who is undergoing medical treatment, recuperation, or therapy, is otherwise in outpatient status,
or is otherwise on the temporary disability retired list, for a serious injury or illness.
4. Qualifying Exigency: Must be one of the following: a) short-notice deployment, b) military events and
activities, c) child care and school activities, d) financial and legal arrangements, e) counseling, f) rest and recuperation,
g) post-deployment activities, h) additional activities that arise out of active duty, provided that the employer and the
employee agree, including agreement on timing and duration of the leave.
5. Serious Health Conditions: An illness, injury, impairment or physical or mental condition that involves: a)
incapacity or treatment as an in-patient in a hospital, hospice, or residential medical care facility, or b) incapacity caused
by a health condition requiring absence from work, school, or other regular daily activities for more than three calendar
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days and requiring two visits to a health care provider, with the first visit within seven days of the onset and a second
visit within thirty (30) days of the capacity, or c) incapacity or continuing treatment by a health care provider for a
chronic or long-term health condition requiring periodic health care visits for treatment (at least twice a year), or d)
incapacity due to pregnancy or prenatal care, or e) incapacity that is permanent or long-term due to a condition for
which treatment may not be effective, or f) absences to receive multiple treatments for a condition that likely would
result in an incapacity of more than three consecutive days if left untreated.
9.8.2. Health Insurance Continuation: The Town will maintain health plan coverage for any employee who
takes FMLA at the same level and conditions that would have applied if the employee had not taken leave. The
employee must continue to pay their share of this coverage, either through payroll deduction or over the counter in
the Collector's Office. If the employee fails to return to work following the expiration of the period of FMLA leave, the
employee will be obligated to pay to the Town the entire Town contribution to the employee's medical insurance plan
for the entire period of FMLA leave, except in certain limited circumstances required by law.
9.8.3. Time Off Benefits: The employee shall continue to accrue time off benefits such as vacation time, sick
leave, holidays, and floating holidays while out on FMLA.
9.8.4. Guarantee of Job: The employee will be able to return to their prior position or a position with
equivalent benefits, pay and other terms and conditions of employment. An exception to this guarantee is that the
highest paid ten percent (10%) employees of the Town may be notified that their leave, or the continuation of their
leave, would cause grievous economic injury to the Town and cannot be granted. If one of these employees elects not
to return to work after such a notice, the Town may then deny later reinstatement.
9.8.5. Limits: The following limits will apply to the leave granted under this Article:
1. Leave for the birth or placement of a child expires at the end of the twelve (12) month period beginning on
the date of such birth or placement;
2. Leave for the birth or placement of a child or placement of a child for adoption or foster care may not be
taken intermittently;
3. Leave for the birth or placement of a child or to care for a sick parent may be limited to a total of twelve
(12) weeks when both a husband and wife work for the Town and are eligible for leave;
4. A child for whom family medical leave may be taken is one under 18 years of age or one who is incapable
of self-care because of mental or physical disability;
5. A child includes an adopted, foster or stepchild, a legal ward or a child of a person standing in loco parentis;
6. A parent includes biological or adoptive parents of an employee, or a person who stands or stood in loco
parentis to an employee;
7. Spouse means a husband or wife under the Laws of the Commonwealth of Massachusetts;
8. The Town shall require the employee to substitute paid accrued vacation, floating holiday or sick leave for
leave available under the Act;
9. Under this policy, an employee can substitute paid sick leave for their own leave because of a serious health
condition or for that of a spouse, child, or parent;
10. Employees who give birth may use up to eight (8) weeks of sick time, unless medical documentation
precludes return to work.
11. Employees whose spouse gives birth may utilize up to two (2) weeks of sick time not counted against
family sick leave.
11. When medically necessary, leave for a serious health condition may be taken intermittently. The Town
may require an employee to provide certification for intermittent leave for planned medical treatment indicating the
timing and duration of treatment. The Town may also require the employee to transfer to a position with equivalent
pay and benefits which may better accommodate recurring periods of leave;
12. The Town may require thirty (30) days’ notice of planned medical treatment, or such notice as is
practicable;
13. The Town may require proof from a health care provider of a serious health condition of a family member
or employee, to include:
(a) The date on which condition commenced;
(b) The probable duration of the condition;
(c) The appropriate medical facts about the condition within the knowledge of the health care provider;
(d) Either a statement that the employee is needed to care for a family member or that the employee
is unable to perform the functions of their position;
(e) In the case of intermittent or reduced leave for planned medical treatment, the dates on which
treatment is scheduled and its expected duration;
14. The Town may require the employee to obtain the opinion of a second health care provider of its choosing;
a third opinion may also be sought which is to be approved by both parties and which is binding. The Town will pay for
these opinions;
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15. The Town may require recertification of the serious health condition during a leave, and may require an
employee to report on their status and intention to return to work;
16. The Town may require a fitness for duty note from a health care provider before a return to work from a
serious health condition. As a follow-up, the Town may also send the employee for a fitness for duty appointment with
the Town physician, as needed. Said follow-up appointment will be paid for by the Town.
Section 9.9. Massachusetts Parental Leave Act: The Town will comply with the Massachusetts Parental Leave Act. Any
time taken shall be applied similar to the Family Medical Leave Act including continuous time off benefits accruing and
mandatory use of time off benefits during said leave.
Section 9.10. Massachusetts Domestic Violence Leave Act: Employees are eligible for up to fifteen (15) days of
unpaid leave from work in any twelve (12)-month period if you or a family member are a victim of abusive behavior
and you are using the leave from work to:
• seek or obtain medical attention, counseling, victim services or legal assistance;
• secure housing;
• obtain a protective order from a court;
• appear in court or before a grand jury;
• meet with a district attorney or other law enforcement official;
• attend child custody proceedings directly related to the abusive behavior; or
• address other issues directly related to the abusive behavior.
The perpetrator of the abusive behavior against a family member is not eligible for Domestic Violence
Leave. Employees are required to notify the Town of Reading in advance of the employee’s need to take domestic
violence leave, unless there is a threat of imminent danger to the employee or the employee’s family member. If
there is such a threat, you must provide notice within three (3) workdays following the absence.
In addition to notice of the need for leave, the employee must provide documentation of the reason for the
leave, including any of the following: a protective order; a document printed on the official letterhead of a court or
other agency or other official letterhead from which the employee sought assistance related to abusive behavior; a
police report or statement to police; official adjudication documents showing the perpetrator’s involvement in the
criminal justice system; documentation of medical treatment; a sworn statement from a professional advocate; or the
employee’s own sworn statement, executed under penalty of perjury.
All information related to Domestic Violence leave will be kept confidential by the Town and will not be
disclosed, except in limited circumstances in accordance with applicable law.
For purposes of this policy, “family member” means persons:
• who are married to one another;
• in a substantive dating or engagement relationship and who reside together;
• having a child in common regardless of whether they have ever married or resided together;
• in a parent, step-parent, child, step-child, sibling, grandparent or grandchild relationship; or
• in a guardianship relationship.
Employees are required to use all annual, vacation, personal, or sick leave already available prior to requesting or
taking leave under this policy. To the extent an employee is eligible for leave under the federal Family and Medical
Leave Act (“FMLA”) and the Massachusetts Domestic Violence Leave Act, such leaves will run concurrently.
Section 9.11. Unpaid Leaves of Absence - Other than FMLA Leave:
The Town Manager may grant leaves of absence, other than leave under the Family Medical Leave Act leave,
for good cause without pay to all employees. In reviewing requests for leave, consideration shall be given to:
1. The nature of the reason;
2. The employee's work record;
3. Impact on operation of the Town.
The leave may be immediately canceled if the employee unilaterally does not comply with the terms of the
leave agreed upon.
All requests for leave must be in writing, and a recommendation by the Department Head in writing is
required.
The rate of pay for an employee returning from a leave of absence shall be the applicable pay for the same
position which the employee held immediately prior to the leave, if the employee is returning to the same position.
Benefits will not accrue during a leave of absence in excess of thirty (30) days. Specifically, no paid holidays,
vacation, floating holidays, sick leave or seniority will accrue.
The Town will not make any payment toward an employee's health or life insurance plans for the period of
the leave in excess of thirty (30) days. Employees have the option, however, of maintaining their coverage after the
thirty (30) day period by paying the full premium or COBRA rate, as applicable. The Collector's Office must be notified
by the employee if coverage is desired so that the premium cost can be paid directly by the employee for the period of
the leave.
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Section 9.12. Small Necessities Leave Act:
The Small Necessities Leave Act provides up to twenty-four (24) hours of unpaid leave during any twelve (12)-month
period to an eligible employee for the purpose of:
1. participating in school activities directly related to the educational advancement of the employee’s child,
such as parent-teacher conferences or interviewing for a new school;
2. accompanying the employee’s child to routine medical or dental appointments, such as check-ups or
vaccinations; and
3. accompanying an elderly relative of the employee to routine medical or dental a ppointments and
appointments for other professional services related to the elder’s care, such as interviewing at nursing
or group homes.
This leave is in addition to any leave the employee may be entitled to under the
Family and Medical Leave Act (FMLA).
9.12.1. Eligibility: The following shall be conditions for eligibility under this Section:
Those who have been employed for at least twelve (12) months;
Those who have provided at least 1,250 hours of service, including paid time off, in the twelve (12) month
period prior to the leave request.
9.12.2. Timing of Twelve (12) Month Leave Period: The twelve (12) month period used for determining an
employee's 24 hours of leave entitlement will be a "rolling" twelve (12) month period measured backward from the
date the employee begins the use of the leave.
9.12.3. Limits: The following limits will apply to the leave granted under this section:
1. An employee is required to provide their employer with at least seven (7) days’ notice when the need for
leave is foreseeable. If the need for leave is not foreseeable, the employee is required to provide the employer with
such notice as is practicable under the circumstances.
2. The Town shall require the employee to substitute paid accrued vacation, floating holiday or sick leave for
any of the leave available under this Act. However, an employer is not required to provide paid sick leave in any situation
in which the employer would not normally provide such leave.
3. An employee may take leave under this Act on an intermittent or reduced leave basis.
Section 9.13. Holidays:
9.13.1. All regular full time and regular part time employees who work twenty (20) or more hours per week
shall be entitled to the following twelve (12) holidays, in accordance with Commonwealth’s schedule, with pay when
they fall within their regular workweek:
New Year’s Day Memorial Day Columbus Day
Martin Luther King Jr. Day Juneteenth Independence Day Veterans Day
Washington’s Birthday Independence Day Thanksgiving Day
Patriots' Day Labor Day Christmas Day
9.13.2. At the beginning of each calendar year Human Resources will notify employees on which day a holiday
will be celebrated and/or observed if it is scheduled to fall on a weekend day.
9.13.3. In the event a non-exempt employee is required to work on a Town-recognized holiday, they shall be
compensated for the number of hours worked at double time. In the event an exempt employee is required to work on
a Town-recognized holiday, they will be given an alternative day off within twenty-eight (28) calendar days at the
convenience of the Department.
9.13.4. In order to qualify for paid holidays, an employee shall have been employed on the last regularly
scheduled work day prior to, and the next regularly scheduled day following such holiday.
9.13.5. As Town Hall is closed on Fridays, employees who work their normal scheduled hours during the
Monday-Thursday workweek shall forfeit holidays that are celebrated/observed on Fridays and Saturdays.
9.13.6. Employees who work five (5) day workweeks shall receive Fridays off if the Commonwealth
celebrates/observes a particular holiday on a Saturday.
Section 9.14. Vacations:
Paid vacations are available to all regular full time and regular part time employees who work twenty (20) or
more hours per week. Vacation time shall be earned on a monthly basis but advanced annually. The following applies
to all non-exempt and exempt employees as defined in Sections 3.6.5 and 3.6.4. See the chart below.
9.14.1. Vacation shall accrue at the rate of 5/6 days per month for the remaining portion of the calendar year
in which the employee is hired. Thereafter, vacation will be advanced to an employee on January 1 for the entire
calendar year with the expectation that the employee will continue to work for the Town and accrue the vacation,
which was advanced on January 1, over the course of that entire calendar year.
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9.14.2. Two (2) weeks' vacation with pay will be advanced to all regular employees beginning January 1 after
their employment.
9.14.3. Three (3) weeks' vacation with pay will be advanced to all regular employees beginning on the date
of completion of their fifth year of continuous service. On January 1 of the year in which the completion of the fifth
year of continuous service is to be met, the vacation advanced will be the two (2) weeks earned plus the prorated
amount of the third week earned that year.
9.14.4. Four (4) weeks' vacation with pay will be advanced to all regular employees beginning on the date of
completion of their tenth year of continuous service. On January 1 of the year in which the completion of the tenth
year continuous service is to be met, the vacation advanced will be three (3) weeks earned plus the prorated amount
of the fourth week earned that year.
9.14.5. A fifth week of vacation with pay will be phased in for all regular employees who have completed their
twentieth year of continuous service. On January 1 of the year in which the completion of the 20th, 21st, 22nd, 23rd
or 24th year of continuous service are to be met, one (1) additional day each year of vacation in addition to the four (4)
weeks previously earned will be advanced so that upon the completion of the 24th year of service, a total of five (5)
weeks of paid vacation will be earned.
VACATION SCHEDULE FOR ALL ELIGIBLE EMPLOYEES
NUMBER OF VACATION DAYS
Completed years of employment
COLUMN A
Non-Exempt Employees
COLUMN B
Exempt Employees
0 – 4 10 15
5 – 9 15 20
10 20 21
11 20 22
12 20 23
13 20 24
14 20 25 (maximum)
15 – 19 20
20 21
21 22
22 23
23 24
24 25 (maximum)
9.14.6. The Town Manager may set a different vacation schedule based upon relevant years of service with
another municipality, the Commonwealth of Massachusetts, or in the private sector.
9.14.7 Vacations must be taken within the calendar year. An employee advanced up to three (3) weeks’
vacation may elect to carry over one week of vacation into the next calendar year. An employee advanced four (4)
weeks or more vacation may carry over up to two (2) weeks of vacation into the next calendar year. Any vacation carried
over must be taken by June 30th of the next calendar year. Any unused time will be forfeited. Time carried over must
have prior approval of the Department Head. Any additional carryover must be approved by the Town Manager.
9.14.8. Vacations are scheduled under the direction of the Department Head at the convenience of the
Department.
9.14.9. If a holiday falls within the vacation period, the employee shall not be charged vacation pay, but rather
holiday pay, as applicable.
9.14.10. Whenever the employment of a person is terminated during the year by dismissal through no fault
or delinquency on their part, or by resignation in good standing, retirement or death, they or their estate shall be paid
at the regular rate of compensation payable at the termination of employment, an amount in lieu of earned but unused
vacation.
9.14.11. An employee whose employment is voluntarily or involuntarily terminated with the Town shall forfeit
Any vacation balance advanced on January 1 but not yet accrued by the employee that calendar year (determined on
the monthly accrual basis referred to in 9.14.1) as of the termination date. Any such employee who has taken vacation
in excess of that which the employee has accrued that calendar year as of the termination date (pursuant to 9.14.1)
must compensate the Town for the excess vacation taken either directly or by withholding from paychecks. Employees
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who are retiring and give at least six (6) months notice will be entitled to the full year’s paid vacation without pro-ration.
This option is available only once. If, after giving six (6) months notice, an employee decides not to retire, the employee
may not take advantage of this option again.
Section 9.15. Floating Holidays:
A “floating holiday” is a day that is taken at the employee’s discretion with the prior approval of the
Department Head. Each employee will be given two (2) floating holidays per calendar year which must be used within
that calendar year. Unused floating holiday time cannot be carried over into the next calendar year.
Section 9.16. Group Health and Life Insurance Benefits:
The Town complies with State Law regarding group health and life insurance. The Town will provide and may
amend a package of group health and life insurance benefits to its regular full time and regular part time employees
who work twenty (20) or more hours per week. Employees have a right to choose from among available medical
benefits or may decline such benefits.
The benefit plan, if any, in effect for each employee at the time of retirement shall be in accordance with the
Public Employee Committee’s written agreements. The Town recognizes the validity of a coalition bargained agreement
dealing with the subject of group health and life insurance, and the Town and its employees recognize that, unless there
is a change in State statutes to the contrary, they are bound by this agreement as it may be modified through the
coalition bargaining process from time to time.
Section 9.17. Employee Assistance Program:
The Town of Reading may offer its regular employees and/or their immediate families an Employee Assistance
Program hereafter known as "EAP". The goals of this program are:
1. To retain valued employees;
2. To restore productivity through early identification of personal problems; and
3. To motivate employees to seek help with life management problems.
The EAP consists of an outside counseling group retained by the Town to provide professional counseling and
referral services. Their trained personnel can quickly assess an employee's problem, provide short-term counseling
and/or referral and follow-up services until the problem is resolved.
Talking to an EAP counselor is free. Costs occur to the employee only if professional help is recommended by
the counselor. Most professional services will be covered, either partially or totally, by the employee’s existing health
insurance.
Information on the EAP will be posted prominently, will be available in all Town buildings, and will be available
from the Human Resources Director.
An employee's private life is not the concern of the Town. However, when an employee's personal life
problems and stress begin to affect their job performance or attendance, the matter becomes a justifiable concern of
the Town.
When an employee's job performance is impaired, normal supervisory assistance will serve as the motivation
by which employee's job performance will return to an acceptable level in most cases. In those cases where normal
remedial or supervisory assistance does not correct performance problems, outside or personal problems may be the
cause.
The Town encourages all employees experiencing physical illness, mental or emotional distress, financial
hardships, marital or family difficulties, substance abuse or addiction, legal problems or any other concerns, to seek
appropriate help. In most cases, identifying the problem and receiving appropriate assistance will lead to its successful
resolution. The Town supports and encourages employees in their efforts to resolve personal or family problems.
The Town believes an employee's job performance may be affected by the problems of family members. For
this reason, the Town extends the same offer of assistance to the immediate family of all regular employees.
All contacts with the Employee Assistance Program are completely confidential. Records are kept at the EAP
offices, and may not be released without the employee's written consent.
The Town's concern with life management problems is strictly limited to an employee's job performance.
Employees are assured that their job security, future reputation or promotional opportunities will not be jeopardized
by participation in the EAP.
Participation in the EAP is, however, voluntary. In cases where a supervisor has suggested the services of the
EAP, the employee may elect not to take advantage of it. Where disciplinary action has been initiated, such procedures
will continue. Disciplinary action may continue whether or not an employee participates in the EAP. If an employee
does take advantage of the EAP, it still remains the employee's responsibility to meet job requirements. The EAP is
meant to be a positive adjunct for employees, not a way to excuse substandard performance.
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Section 9.18. Professional Development:
It is the policy of the Town of Reading to encourage professional development on the part of regular full time
and regular part time employees when the professional development will enable them to better perform their current
jobs, and when it will prepare them for advancement and promotion within the Town.
Professional development may include conferences, seminars, non-accredited courses, accredited college
courses, college courses while enrolled in a degree program and enrichment programs offered by the Town or an
outside organization.
In order to encourage professional development, the Town, with Department Head approval, and as the
budget process allows, may pay for costs reasonably related to the programs included in the definition of continuing
education. These costs may include tuition, fees, registration and books and publications. Parking, mileage or other
transportation, meals and lodging, if the program is away from the immediate area, will be evaluated on a case-by-case
basis, and may be paid when the professional development is directly related to the existing job of the employee and
is not part of a degree program.
Attendance at professional development programs is dependent upon the following:
1. The employee must have completed the probationary period;
2. The professional development program must be related to the employee's current job or a
3. job that can reasonably be expected to be available with the Town in the near future;
4. Adequate appropriation in the Municipal Budget dedicated to professional development;
5. The Division or Department Head must feel that attendance at the program will not adversely affect the
functioning of the Division or Department in the employee's absence;
6. Application to attend the program must be made in writing and approved by the Division and
Department Head and the Town Manager in advance of the beginning of the program;
7. The employee must complete the program with a grade of “C" or better with satisfactory completion of
the course if the course is ungraded.
A professional development program that is directly related to a current job held by an employee may be
taken during working hours.
Section 9.19. Office Closings:
In extreme cases, the Town Manager may order the closing, late opening or early closing of non -essential
buildings such as the Town Hall or the Library. Every effort will be made to contact employees such as telephone calls,
text messages, email and/or the Town’s web-based presence. Department Heads should follow-up with their staff to
ensure this communication is received. In such instances, employees scheduled to work will not be charged for the time
off. Those scheduled to not work due to vacation or some other paid time off will still be charged in accordance with
their pre-arranged paid time off usage.
In cases where an employee feels personally at risk due to extreme weather conditions, or other extreme
emergency, and an office closing or delay has not been ordered, the employee may make up the time or take paid time
off (excluding sick time) for work hours missed.
It is the responsibility of the Department Head to ensure that there is adequate office coverage at all times
when Town buildings are open for business.
Section 9.20. Personal Property:
The Town shall reimburse employees for the reasonable replacement cost of personal property (glasses,
artificial teeth, watches, etc.) which is required by the job and damaged by accident in the course of employment.
Employees should use all reasonable precautions to prevent loss or damage by accident to personal property.
Section 9.21. Technology Equipment and Internet Usage:
The Technology Division shall administer policies that remain up to date regarding, but not limited to, best
practices, equipment usage and security protocols. These shall pertain to all employees that utilize Town-issues
equipment such as desktop computers, laptops, cell phones, office phones, printers, facsimile machines, copiers, tablets
or any other equipment under the jurisdiction of the Technology Division. All equipment shall only be used for Town -
related business and not personal or other use.
The Town’s Internet access shall only be used for business purposes. Employees should not use the access for
non-related business purposes.
Section 9.22. Remote Work:
As a public employer, the Town is expected to provide in-person customer service to its constituents.
However, temporary telecommuting arrangements may be approved for circumstances such as inclement weather or
special projects. These arrangements are approved on an as-needed basis only, with no expectation of ongoing
continuance, and shall not exceed more than one (1) working day per week. These temporary arrangements are to be
pre-approved by the Department Head.
In extraordinary circumstances, as determined by the Town in its sole discretion, an employee may
be permitted to work remotely on a regular or ad hoc basis. Requests of this nature shall be made to the
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Department Head, who, if accepting the request, shall gain approval from the Town Manager and Human
Resources Director prior to permitting remote work. The employee shall be notified in writing of the decision
on their request along with any conditions of continuance. Employees that work remotely are expected to perform
their regular essential duties during their normal work hours. Should an employee need to step away from their work,
they must notify their immediate supervisor to make them aware of their absence. Time not worked during said
absence shall be made-up or substituted with paid time off (excluding sick time, as applicable). Employees shall be held
accountable for their time spent on remote work as though they were in the office.
ARTICLE 10: DISCIPLINARY ACTION
Disciplinary action is the action taken as a result of unsatisfactory performance, absenteeism, or misconduct
by an employee.
Actions which may result in immediate suspension without pay, demotion or dismissal could include but are
not limited to:
1. Absence from duty for one (1) work day or more without notice and/or without approval of the
employee's supervisor. This shall be considered a resignation not in good standing;
2. Insubordination or serious breach of professional conduct;
3. Intoxication or use of alcohol, drugs or controlled hazardous substances while on duty;
4. A pattern of chronic or excessive absenteeism not related to a legitimate illness;
4. Disorderly conduct while on duty;
5. Breaking of any Town, State or Federal law while at work;
6. Conviction of a criminal act or offense;
7. Negligence, willful damage or private use of public property or of public supplies;
8. Use or attempt to use one's authority or official influence to control or modify the
political actions of any Town employee, or engaging in any form of political activity during working hours.
This list is for illustrative purposes only.
Action for the offenses listed below will generally be taken in the following order: oral reprimand, written
reprimand, suspension with or without pay, demotion and dismissal. The Town reserves the right to advance to any
stage in the order of discipline, including dismissal, for any offense depending on the seriousness of the offense, or
where it believes the public health, safety, or welfare warrants other action or where the Town Manager believes other
action is appropriate.
1. Neglect of duty;
2. Failure to report to work after authorized leave has expired, or after such leave has been disapproved or
revoked;
3. Incompetence or inefficiency;
4. Willful violation of any statutes, rules, regulations, Departmental regulations, or policies relating to Town
employees.
Oral reprimands may be administered by the Department Head or by the Town Manager. An employee who
is issued an oral reprimand will be specifically informed of the oral reprimand, and the Department Head may keep a
written notation of the oral reprimand although that notation will not be kept in a personnel file.
A written reprimand may be issued by the Department Head with a copy to the Town Manager, or by the
Town Manager directly with a copy to the Department Head, and a copy will be included in the personnel file.
All other forms of discipline will be administered by the Town Manager upon consultation with the
Department Head. A record of all disciplinary action (except for oral reprimands) will be included in the employee's
personnel file.
Any employee being disciplined shall have a right to be informed of the charges and penalties assessed, and
shall have a right to discuss these with the Department Head or Town Manager, whoever is administering the discipline.
Appeal from a disciplinary action may be made in accordance with Article 11.
ARTICLE 11: COMPLAINTS PROCEDURE
All differences, disputes and complaints that may arise between Town employees and their respective
Departments shall be considered at reasonable times during working hours and handled in the following steps:
24
Town of Reading Personnel Policies DRAFT August 30, 2022
Step 1: Within five (5) business days following the incident which gave rise to the complaint, the aggrieved
employee may take their complaint to the immediate supervisor for resolution. If the matter is not resolved to the
satisfaction of the employee within two (2) business days, the employee may proceed to Step 2.
Step 2: Within five (5) business days following the completion of Step 1, the employee may meet with their
immediate supervisor and their Department Head to resolve the complaint. If the complaint is not resolved to the
satisfaction of the employee within five (5) business days, the employee may proceed to Step 3.
Step 3: Within five (5) business days following the completion of Step 2, the employee may notify the Town
Manager, in writing, of their complaint. The decision of the Town Manager shall be final and binding upon all parties
concerned.
All differences, disputes and complaints that may arise between Library employees and their supervisors shall
be handled in the manner stated above.
ARTICLE 12: CONFLICT WITH CIVIL SERVICE AND OTHER REGULATIONS
Nothing in this Policy shall be construed to conflict with Chapter 31 of the Massachusetts General Laws.
To the extent that these policies conflict with applicable Civil Service or other requirements, and the Civil
Service or other requirements are binding on the Town, the Civil Service or other requirements shall apply only to the
extent that there is a conflict.
Generally, to the extent there is any conflict between the terms of these personnel policies and the Charter
or the By-Laws, the terms of the Charter or the By-Laws shall control. If there is any conflict between the terms of these
personnel policies and any written or collective bargaining agreement, the terms of the written contract or collective
bargaining agreement shall control only to the extent that there is a conflict.
ARTICLE 13: EFFECT OF INVALIDITY
The invalidity of any section or provision of this policy shall not invalidate any other section or provision
thereof.
ARTICLE 14: EFFECTIVE DATE
This policy is effective as of the date it is approved by the Select Board. This policy will not be construed to
deprive any person employed at the effective date of this policy of any promotional right in normal career development,
nor change the existing status of any employee. However, the Town may modify schedules, shifts, squads, or work units
to eliminate any potential for conflict under this policy.
Original Adoption: December 1988
Revised: December 18, 1990
September 13, 1994
August 26, 1997
December 14, 1999
May 21, 2002
April 15, 2003
October 6, 2009
January 18, 2022
The following schedules are available from the Human Resources Director.
Schedule A-1, Classification Plan
Schedule B-1, Compensation Plan
Schedule A-2, Classification Plan - Seasonal Employee
Schedule B-2, Compensation Plan - Seasonal Employee
Town of Reading
Massachusetts
PERSONNEL POLICIES
(Revised October 6, 2009)
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TOWN OF READING, MASSACHUSETTS
PERSONNEL POLICIES
ARTICLE 1: AUTHORIZATION .................................................................... 1
ARTICLE 2: STATEMENT OF PERSONNEL PHILOSOPHY ................... 1
ARTICLE 3: DEFINITIONS .............................................................................. 2
ARTICLE 4: APPLICABILITY ........................................................................ 3
ARTICLE 5: ADMINISTRATION ................................................................... 4
Section 5.1 Hiring .............................................................................................. 4
Section 5.2 Job Description.................................................................................. 6
Section 5.3 Mandatory Reviews .......................................................................... 6
Section 5.4 Maintenance of and Access to Personnel Records............................ 7
ARTICLE 6: CLASSIFICATION AND COMPENSATION PLANS............. 7
Section 6.1 Classification Plan............................................................................. 7
Section 6.2 Compensation Plan............................................................................ 8
ARTICLE 7: EMPLOYEE GUIDELINES........................................................ 9
Section 7.1 Nepotism........................................................................................... 10
Section 7.2 Harassment and Discrimination Prohibited....................................... 10
Section 7.3 Conflict of Interest............................................................................. 14
Section 7.4 Political Activity................................................................................ 15
Section 7.5 Use of Town Property....................................................................... 15
Section 7.6 Drug Free Workplace........................................................................ 15
ARTICLE 8: CHANGE OF EMPLOYMENT STATUS.................................. 16
Section 8.1 Transfer............................................................................................. 16
Section 8.2 Promotion.......................................................................................... 16
Section 8.3 Demotion and Reassignment ............................................................ 16
Section 8.4 Lay-Off ............................................................................................. 17
Section 8.5 Resignation........................................................................................ 17
Section 8.6 Retirement ........................................................................................ 18
ARTICLE 9: BENEFITS AND WORKING CONDITIONS............................ 18
Section 9.1 Service Credit.................................................................................... 18
Section 9.2 Sick Leave......................................................................................... 19
Section 9.3 Sick Leave Buyback ......................................................................... 20
Section 9.4 Advancement of Sick Leave ........................................................…. 20
Section 9.5 Sick Leave Bank ............................................................................... 21
Section 9.6 Bereavement ..................................................................................... 22
Section 9.7 Military Leave .................................................................................. 22
Section 9.8 Jury Service ...................................................................................... 23
Section 9.9 Family and Medical Leave Act ........................................................ 24
Section 9.10 Leaves of Absence other than FMLA Leave .................................. 26
Section 9.11 Small Necessities Leave Act …………………………………….. 27
Section 9.12 Holidays ............................................................................……….. 28
Section 9.13 Vacations ..............................................................................……... 28
Section 9.14 Group Health and Life Insurance Benefits............................……... 30
Section 9.15 Employee Awards ................................................................……... 30
Section 9.16 Employee Assistance Program .............................................……... 31
Section 9.17 Employee Development .......................................................……... 32
Section 9.18 Office Closings .....................................................................……... 32
Section 9.19 Personal Property ……………………………………………….... 33
ARTICLE 10: DISCIPLINARY ACTION......................................................... 33
ARTICLE 11: COMPLAINTS PROCEDURE ..........................................…... 34
ARTICLE 12: CONFLICT WITH CIVIL SERVICE AND OTHER REGULATIONS ............................... 35
ARTICLE 13: EFFECT OF INVALIDITY ...................................................… 35
ARTICLE 14: EFFECTIVE DATE ................................................................... 35
DRAFT August 30, 2022
TOWN OF READING, MASSACHUSETTS
PERSONNEL POLICIES
ARTICLE 1: AUTHORIZATION .................................................................................................................. 1
ARTICLE 2: STATEMENT OF PERSONNEL PHILOSOPHY ............................................................................ 1
ARTICLE 3: DEFINITIONS ........................................................................................................................ 2
SECTION 3.1. APPOINTING AUTHORITY:............................................................................................................... 2
SECTION 3.2. CHARTER: ................................................................................................................................... 2
SECTION 3.3. CONTINUOUS SERVICE: .................................................................................................................. 2
SECTION 3.4. DEPARTMENT: ............................................................................................................................. 2
SECTION 3.5. DEPARTMENT HEAD: ..................................................................................................................... 2
SECTION 3.6. EMPLOYEE: ................................................................................................................................. 2
SECTION 3.7. HUMAN RESOURCES DIRECTOR: ...................................................................................................... 2
SECTION 3.8. POSITION: ................................................................................................................................... 2
SECTION 3.9. TOWN: ....................................................................................................................................... 2
ARTICLE 4: APPLICABILITY ...................................................................................................................... 2
ARTICLE 5: ADMINISTRATION ................................................................................................................ 3
SECTION 5.1. HIRING: ...................................................................................................................................... 3
SECTION 5.2. JOB DESCRIPTION: ........................................................................................................................ 5
SECTION 5.3. MANDATORY REVIEWS: ................................................................................................................. 5
SECTION 5.4. MAINTENANCE OF AND ACCESS TO PERSONNEL FILE AND RECORDS: ....................................................... 5
ARTICLE 6: CLASSIFICATION AND COMPENSATION PLANS ...................................................................... 6
SECTION 6.1. CLASSIFICATION PLAN: .................................................................................................................. 6
SECTION 6.2. COMPENSATION PLAN: .................................................................................................................. 6
ARTICLE 7: EMPLOYEE GUIDELINES ........................................................................................................ 7
SECTION 7.1. NEPOTISM: ................................................................................................................................. 7
SECTION 7.2. WORKPLACE HARASSMENT AND DISCRIMINATION PROHIBITED: ............................................................ 8
SECTION 7.3. CONFLICT OF INTEREST: ............................................................................................................... 14
SECTION 7.4. POLITICAL ACTIVITY: ................................................................................................................... 14
SECTION 7.5. USE OF TOWN PROPERTY: ............................................................................................................ 14
SECTION 7.6. DRUG FREE WORKPLACE: ............................................................................................................ 14
ARTICLE 8: CHANGE OF EMPLOYMENT STATUS .................................................................................... 14
SECTION 8.1. TRANSFER: ................................................................................................................................ 15
SECTION 8.2. PROMOTION: ............................................................................................................................. 15
SECTION 8.3. DEMOTION: .............................................................................................................................. 15
SECTION 8.4. LAY-OFF: .................................................................................................................................. 15
SECTION 8.5. RESIGNATION: ........................................................................................................................... 16
SECTION 8.6. RETIREMENT: ............................................................................................................................. 16
ARTICLE 9: TIME OFF BENEFITS AND WORKING CONDITIONS ............................................................... 16
SECTION 9.1. SERVICE CREDIT: ........................................................................................................................ 16
SECTION 9.2. SICK LEAVE, ACCIDENT REPORTING AND WORKER’S COMPENSATION: ................................................... 17
SECTION 9.3. SICK LEAVE BUYBACK: ................................................................................................................. 18
SECTION 9.4. SICK LEAVE BANK: ...................................................................................................................... 18
SECTION 9.5. BEREAVEMENT: .......................................................................................................................... 19
SECTION 9.6. MILITARY LEAVE: ........................................................................................................................ 20
SECTION 9.7. JURY SERVICE:............................................................................................................................ 20
SECTION 9.8. FAMILY AND MEDICAL LEAVE ACT: ................................................................................................ 21
SECTION 9.9. MASSACHUSETTS PARENTAL LEAVE ACT: ........................................................................................ 22
SECTION 9.10. MASSCHUSETTS DOMESTIC VIOLENCE LEAVE ACT: ............................................................................ 23
SECTION 9.11. UNPAID LEAVES OF ABSENCE - OTHER THAN FMLA LEAVE: .............................................................. 23
SECTION 9.12. SMALL NECESSITIES LEAVE ACT: .................................................................................................. 23
SECTION 9.13. HOLIDAYS: .............................................................................................................................. 24
SECTION 9.14. VACATIONS: ............................................................................................................................ 24
SECTION 9.15. FLOATING HOLIDAYS: ................................................................................................................ 26
SECTION 9.16. GROUP HEALTH AND LIFE INSURANCE BENEFITS: ............................................................................ 26
SECTION 9.17. EMPLOYEE ASSISTANCE PROGRAM: .............................................................................................. 26
SECTION 9.18. PROFESSIONAL DEVELOPMENT: ................................................................................................... 27
SECTION 9.19. OFFICE CLOSINGS: .................................................................................................................... 28
SECTION 9.20. PERSONAL PROPERTY: ............................................................................................................... 28
SECTION 9.21. TECHNOLOGY EQUIPMENT AND INTERNET USAGE: .......................................................................... 28
SECTION 9.22. REMOTE WORK: ...................................................................................................................... 28
ARTICLE 10: DISCIPLINARY ACTION ...................................................................................................... 28
ARTICLE 11: COMPLAINTS PROCEDURE ................................................................................................ 29
ARTICLE 12: CONFLICT WITH CIVIL SERVICE AND OTHER REGULATIONS ................................................ 29
ARTICLE 13: EFFECT OF INVALIDITY ...................................................................................................... 30
ARTICLE 14: EFFECTIVE DATE ............................................................................................................... 30
1
Town of Reading Personnel Policies October 6, 2009 DRAFT August 30, 2022
TOWN OF READING, MASSACHUSETTS
PERSONNEL POLICIES
ARTICLE 1: AUTHORIZATION
The following policies are adopted by the Select Board of Selectmen pursuant to their authority under Section
3-.2 of the Reading Home Rule Charter, and under Article 4.7 of the Bylaws of the Town of Reading.
ARTICLE 2: STATEMENT OF PERSONNEL PHILOSOPHY
The Town of Reading has as its goal the provision of excellent, cost effective and efficient services in a manner
that is honest, ethical and fair to residents and employees.
The Town through the Select Board of Selectmen has adopted and may periodically amend a Mission
Statement, Vision, and values that are expected to guide the behavior of Town employees. The Town Manager will
inform new employees and remind ongoing employees of these important statements. Quality of service and excellence
in customer service are the Town's standards, and acting through the Town Manager, the Town has the right and
responsibility to plan, direct and control the Town's business, operations and workforce to achieve these goals. In
exercising these rights and responsibilities, the Town has developed and adopted this Personnel Policy. THIS
PERSONNEL POLICY, AND OTHER RULES AND REGULATIONS THAT MAY BE ADOPTED FROM TIME TO TIME AND THAT
ARE AVAILABLE FROM THE TOWN MANAGER, ARE GUIDELINES WHICH THE TOWN MAY OR MAY NOT FOLLOW AS IT
DEEMS APPROPRIATE. THESE GUIDELINES ARE NOT INTENDED TO AND DO NOT CREATE A CONTRACT OF
EMPLOYMENT BETWEEN THE TOWN AND TOWN EMPLOYEES. THESE POLICIES MAY BE UNILATERALLY MODIFIED BY
THE TOWN THROUGH A PUBLIC HEARING WITH THE SELECT BOARD OF SELECTMEN.
The purpose of this statement is to develop a personnel philosophy for employees of the Town of Reading in
order that the Town may strive to attain its goals.
Town personnel will be hired on the basis of qualifications only.
The Town will strive to pay salaries that are equitable in relation to the complexity and responsibility of
the work performed, and to maintain comparable pay for comparable work within the Town workforce.
The Town will strive to maintain a competitive position in the employment market and thereby attract
and retain competent employees.
The Town will strive to stimulate and reward high-level performance. The Town will provide an orderly
program of salary policy and control.
Employees will receive a copy of the current job description and Personnel Policies when they are hired.
When such job descriptions and/or policies are developed, revised or adopted, each affected employee
will receive written notification.
Employees will be encouraged to develop professionally to the extent of their interest and capability and
the needs of the Town. (See Section 9.1718).
Responsibility within a Department or Division will be delegated to the minimum level at which the task
can be accomplished.
Current employees will be made aware of job openings. In-house promotion and/or transfer will be
considered where it would be of benefit to the employee and the Town and consistent with Affirmative
Action policiesEqual Opportunity Policy.
Over-staffing will be avoided. Temporary peaks in workload will be filled, where possible, with
temporary help. Regular staffemployees will be the minimum needed to meet normal work-loads. All
staffing is subject to availability of funds.
Employees are entitled to know what is expected of them in their job and to have their job performance
periodically evaluated by their supervisors. A personnel performance plan based on a written job
description will be developed with each employee.
Where possible, or where desirable, staffemployees will be shared between Departments and/or
Divisions to provide the most effective use of staff.
Employees will be encouraged to learn as much as possible about the functions of their Department or
Division so that they may temporarily fill other positions as needed.
Where possible, local residents will be hired for part-time and seasonal work with the Town.
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Town of Reading Personnel Policies October 6, 2009 DRAFT August 30, 2022
The Town and its employees will not discriminate in any way against employees or members of the public
on account of membership or non-membership in a union, on account of race, political activity, religion,
creed, color, national origin, gender, age, sexual orientation, physical handicap or life-threatening
illnessesany protected classes as classified by the Massachusetts General Laws, Chapter 151B, Section 4.
The Town will develop, implement and maintain a positive affirmative action programequal opportunity
policy to prevent discrimination, and the Town and all of its employees will carry out the policy.
ARTICLE 3: DEFINITIONS
Section 3.1. Appointing Authority: The position responsible under the Reading Home Rule Charter for the hiring and
firing of employees.
Section 3.2. Charter: The Town of Reading's Home Rule Charter as adopted March 24, 1986 and any subsequent
amendments.
Section 3.3. Continuous Service: Employment without interruption, excluding authorized vacation, military leave, paid
leave or leave under the Family and Medical Leave Act.
Section 3.4. Department: Any department of the Town subject to this policy.
Section 3.5. Department Head: The officer having immediate supervision and control of a department or, in the
absence of such officer, the Town Manager.
Section 3.6. Employee:
3.6.1. Regular Employee –: An employee who has successfully completed the prescribed probationary period.
A regular full-time employee provides full time services and is compensated at full pay and benefits for the assigned
position. An individual employed for not less than thirty -seven and one-half (37 1/2)½) hours per week for fifty-two
(52) weeks per year, minus legal holidays, paid vacations and other authorized leaves of absence. The Town Manager
may, based on special circumstances, designate a different number of hours per week as full time. A regular part-time
employee provides less than full-time service, and is compensated in proportion to the amount of service provided.
3.6.2. Probationary Employee -: An employee who has not completed the probationary period for a particular
position.
3.6.3. Temporary Employee - : An employee who possesses the minimum qualifications for a particular
position and has been appointed to a position for a limited scope or duration. Seasonal workers and co-op students
are considered temporary employees. Temporary employees are not entitled to benefits.
3.6.4. Exempt Employee -: An employee’s designated FLSA classification that is not entitled to receive
overtime compensation. This employee havingmay have significant responsibility for formulating and administering
policies and programs of the Town and for directing the work of subordinates by lower level supervision; any employee
having the authority to exercise independent judgment, or to effectively recommend any action to hire, transfer,
suspend, lay off, recall, promote, discharge, assign, reward or discipline other employees, or to direct them to adjust
their grievances, if the exercise of such authority is not merely routine or clerical in nature but requires the use of
independent judgment and discretion. An exempt employee is not entitled to receive overtime compensation, and
that is indicated on the job description.
3.6.5. Non-Exempt Employee -: An employeeemployee’s designated FLSA classification that is entitled to
receive overtime compensation, as indicated on the job description.
Section 3.7. Human Resources AdministratorDirector: The employee appointed by the Town Manager to administer
the personnel functions of the Town, or in the absence of a Human Resources AdministratorDirector, the Town
Manager.
Section 3.8. Position: An office or post of employment in the Town's service with duties and responsibilities calling for
full-time or part-time employment in the performance and exercise thereof.
Section 3.9. Town: The Town of Reading.
ARTICLE 4: APPLICABILITY
Unless specifically and otherwise excepted, This Policy shall apply to all Town Departments, except the
School Department, Municipal Light Department, Retirement Board, and those positions governed wholly or in part, by
statute, collective bargaining agreement, Bylaw, Charter, or regulation superior to this, this Policy shall apply to all Town
Departments, except the School Department and Municipal Light Department, and to the positions of all employees
except those under jurisdiction of said School and Municipal Light Departments, those filled by popular election and
those certain positions the holders of which render intermittent or casual service Policy.
These Policies apply to all positions, except those noted in the above paragraph; however, the authority of
appointment shall be modified as follows:
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Town of Reading Personnel Policies October 6, 2009 DRAFT August 30, 2022
• In the Library Department, the Board of Library Trustees shall be responsible for hiring and firing of
personnel. [See Town of Reading Home Rule Charter, Article 5. Town Manager, Section 5-.2, Powers and
Duties (b).]
• In the Finance Department, the Board of Assessors may appoint an Appraiser and an Assistant Appraiser.
[See Town of Reading Home Rule Charter, Article 3, Elected Officers and4, Appointed Boards or
Committees, Section 3-64.1, Board of Assessors.]
In the Accounting Department, the Select Board of Selectmen shall appoint the Town Accountant. (See
Town of Reading Home Rule Charter, Article 3, Section 3-.2, Select Board.)
These Personnel Policies are not an employment contract. The terms and provisions of these Policies are not
contractually-binding or are contract-like assurances or promises. The Town of Selectmen.) Reading reserves the right
to change or eliminate any policies, procedures, rules or benefits described in these Personnel Policies.
ARTICLE 5: ADMINISTRATION
This Article spells out the method of employing individuals to work for the Town, and deals with recruitment,
screening, appointment, orientation and probation. These methods shall be adhered to, where applicable, unless there
is a specific waiver from the Town Manager. It is the Town's intent that this recruitment, employment, promotion and
transfer policy ensures that every reasonable effort is made to attract qualified persons and that selection criteria are
job related. All positions that become available will be filled giving full weight to Equal Employment Opportunity and/or
Affirmative Action goals established by the Town, and to the Americans with Disabilities Act (ADA).
These policies shall be administered by the Town Manager. Department Heads are responsible for the
implementation of policies and procedures as established and as directed by the Town Manager.
Section 5.1 -. Hiring:
5.1.1. - Verification -: The Department that proposes to hire an employee must first verify with the Town
Manager that:
Funds for the position are provided in the approved budget.;
The position has been approved by the Town Manager and there is a need for the position.;
The position has been included in the Classification Plan.
5.1.2 -. In-House Promotion - : When a vacancy exists, the overall personnel requirements of the Department
and the Town will be reviewed with the Town Manager who has the final and binding decision on promotions. Where
possible, in-house promotion and/or transfers will be considered in order to fill a position so long as such a decision is
in conformance with the Affirmative ActionEqual Opportunity policy. Where two or more in-house candidates apply
for a position, qualifications including seniority and length of service shallmay be considered.
5.1.3 -. Posting and Advertising - : The Human Resources AdministratorDirector in consultation with the
Department Head shall prepare the posting and advertisement to solicit applicants. The Town will notify via email and
post the availability of a vacant position on its website and in each Town building and with each Department Head for
a period of five (5) businessseven (7) calendar days, and shall send a copy of the notice to each Town Union in order to
provide the maximum opportunity for in-house promotion.. Nothing shall prohibit the Town from advertising the
position to outside candidates at the same time that it is posted. Advertisements shall be submittedorganized by the
Human Resources Administrator to the media best suitedDirector, or their designee, to attract qualified applicants
adhering to Affirmative Action and Equal Employment Opportunity goals.
5.1.4 -. Application - Every applicant to be interviewed will be required to fill out, in its entirety, a Job
Application Form : All prospective candidates must submit their credentials and Town-approved by application to the
Town Manager. Additional information may be submitted by an applicantHuman Resources Director for employment.
consideration. All submissions shall be kept on file for a period of one (1) year. To the extent possible, Affirmative Action
and Equal Employment Opportunity data will be kept on each applicant by the interviewer and, upon completion of the
hiring process, will be forwarded to the Personnel Division.Human Resources Director.
5.1.5 -. Testing and Examination -: Applicants may be required to submit to a test(s) and/or examination(s),
and to submit other information which is reasonably related to the job for which the application is made.
5.1.6 -. Interview - As determined by the : The Town Manager, each shall utilize a diverse hiring committee
which will be comprised of, but not limited to, representative(s) from the hiring Department Head, designee or the , a
Human Resources Administrator shall designee, and any other key stakeholders to interview applicants for all vacancies.
All members of the hiring committee shall submit their feedback based solely on each candidate’s qualifications and
relevant experience.
When possible, the position within the Department. This process will involve looking only at the criteria
important to filling the position.
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Town of Reading Personnel Policies October 6, 2009 DRAFT August 30, 2022
Unless instructed otherwise, the Department Head or the Human Resources Administratorhiring committee
will select notpresent no less than the top three (3) candidates for each position and will schedule interviews for these
candidates withconsideration to the Town Manager. The Department Head or the Human Resources Administrator will
be responsible for checking references and discussing hours of work, benefits, the promotional opportunities, and other
aspects of the position with the candidates. The final selection will be made by the Town Manager in consultation with
the Department Head orand the Human Resources Administrator. As partDirector. Recommendations for hire shall be
made from a selection of the best qualified applicants. Preference will be given to Town residents when equal
qualifications are possessed by the applicants. Nothing herein shall be construed to permit hiring in conflict with the
Town's interview process, nothing shall preclude the use of a panel of interviewers for any position, including using a
member or members of a Board, Committee or Commission on the panelEqual Employment Opportunity and ADA
Policies.
5.1.7 - Appointment –. Pre-Employment Requirements: After all reference and background checks are
complete, appointmentscompleted by Human Resources, the appointment shall be made by the Town Manager who
shall inform the successful candidate in writing of the appointment including the starting date, salary, benefits and
union status. All appointmentsAppointments shall be subject to thecontingent upon satisfactory completionresults of
a pre-employment physical examination (including a drug and , which may include but not limited to testing for drugs,
alcohol screen) by the Town Physicianscreening, and a psychological examination, as required.
OtherIn addition, other tests and examinations that may be required, to the extent that they are related to
the position being filled, include but are not limited to, psychiatric examinations, Criminal Offender Record Information
(CORI), as authorized by the Department of Criminal Systems History Board,Justice Information Services (DCJIS), Sex
Offender Record Information (SORI), and any other background checks. These tests and examinations will only be done
after an offer of employment and the offer will be contingent upon successful completion of the tests and/or
examinations. , as required.
Appointments of employees shall be made from a selection of the best qualified applicants. Preference will
be given to Town residents when equal qualifications are possessed by the applicants. Nothing herein shall be construed
to permit hiring in conflict with the Town's Affirmative Action, Equal Employment Opportunity and ADA Policies.
5.1.8 - Orientation -. Onboarding: On or before the starting date, each new employee will be given an
orientation and will be introduced to other employees. The new employee shall complete the necessary forms for
withholding, insurance, pension and other forms needed. EachIn addition, each new employee will be given a copy of
the current Personnel Policies, applicable union contract and other relevant information.
5.1.9 -. Probation -: Unless otherwise determined by law, the appointment of each new employee shall be
probationary for a period of six (6) monthsone (1) year of employment for purposes of evaluation prior to being
assigned regular position status. Probation may be extended for an additional time up to three (3) months if
performance indicates such a need. Vacation time will accrue (see section 9.13.1) but may not be usedShould an
employee go on an approved leave (FMLA, Parental, etc.) during thetheir probationary period. Sick time may be used
during, the probationary period with the following restrictions: shall be extended by the time of said leave.
1. Only accrued sick time Time off benefits as indicated in Article 9, may be used (see Section 9.2).
2. Sick time may only be used for personal illness or injury.
3. The Town may requirein the employee to submit a letter from a regularly licensed practicing physician
giving the prognosis of the illness or injury before the employee shall be entitled to sick leave with pay.
Advancement of Sick Leave, the use of the Sick Bank, Sick time for family illness, FMLA Leave, Leave of
Absence other than FMLA Leave, and Floating Holidays are not available to employeesfollowing format during theone’s
probationary period. When absence is compensable under Worker's Compensation Law, an employee may use
accumulated sick leave during the probationary period in accordance with Section 9.2 of this policy. :
Sick: no restrictions
Bereavement: no restrictions
Holidays: no restrictions
Floating Holiday: Up to one (1) day after three (3) months of employment. Full utilization after six (6)
months of employment.
Vacation: Up to one (1) week after three (3) months of employment. Full utilization after six (6) months
of employment.
The above-mentioned time off benefit restrictions do not apply to promotion-based probationary periods.
The Town Manager may extendgrant additional leave during the probationary period only for special
circumstances where such an extension is warranted. Such an extension will not set a precedent in any other case, and
denial of such a request is not subject to appeal.
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5.1.10 -. Exit Interview -: A confidential exit interview shall be offered to departing employees to be
conducted during the final week of the employee's current position by the Town ManagerHuman Resources Director
or histheir designee. The purpose of an exit interview is to:
Provide the departing employee with information and assistance and to further good employee
relations.;
Provide the Town with insight into Town personnel and management practices.;
Inform the employee about benefits and retirement information.
Section 5.2 -. Job Description:
The Town Manager or Human Resources AdministratorDirector will be responsible for preparing and
periodically reviewing with the Department Head an appropriate job description for each position using a standardized
form. An employee will have a copy of the job description for his/hertheir position. The Human Resources
DivisionDirector shall be responsible for maintaining the current job description. This description shall include, but not
be limited to, the following:
Classification Title, Department and Division, Exempt/Non-Exempt, Union Status, General Purpose, Supervision
Received, Supervision Exercised, Essential Duties and Responsibilities, Peripheral Duties, Desired Minimum
Qualifications, Special Requirements, Tools and Equipment Used, Physical Demands, Work Environment and
Selection Guidelines.
Section 5.3 -. Mandatory Reviews:
All new, promoted, transferred or demoted employees must complete a probationary period in which they
will be reviewed for performance purposes no later than six (6) monthsone (1) year after assuming their assignments
as such period may be extended pursuant to Section 5.1.9.
All new, promoted or transferred employees will be reviewed for compensation purposes concurrently with
their performance review. If an employee is retained, based on the performance review, the employee will be granted
a salary increase of no less than one (1) step. The salary increase shall be effective on the date of the completion of the
probationary period. Employees who complete the probationary period between July and December shall have a
second performance review prior to receiving an additional step on July 1st. Employees who complete the probationary
period between January and June will not need a second performance review prior to receiving an additional step on
July 1st.
All salary increases in excess of 2 steps are subject to prior approval of the Board of Selectmen.
Thereafter, performance reviews will be conducted annually by June 30th to evaluate and determine eligibility
for future step increases, as allowed by the budget process. On July 1st, all non-probationary employees who have a
satisfactory performance review will be entitled to a step increase, as the budget process allows.
Section 5.4 -. Maintenance of and Access to Personnel File and Records:
The Town ManagerHuman Resources Director shall keep or cause to be kept, personnel recordsfiles for each
Town employee. The personnel recordsfile shall contain:
Application for employment;
Annual attendance ( including vacation, sick leavereferences, resume, cover letter, pre-employment assessments
and other leave used and accrued) for the past three (3) years, plus any additional record needed to determine
accrued sick leave;
Commendations and complaints;
Reference verification;
Tests and other information requiredapplicable records obtained prior to hiringemployment;
Letters of commendations and/or reprimand;
Professional development and other records accumulated during employment;
Copies of performance evaluations;
A record of any and all personnel actions taken;
Copies of employee awards;
INS Form I-9;
Other pertinent information.
The Human Resources Director shall also keep or cause to be kept a separate file of personnel records for
each Town employee. This separate file may contain, but not be limited to any identifying documents with an
employee’s identity such as:
Medical records;
Investigations;
I-9 forms;
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Payroll history;
Insurance benefits;
Other pertinent information not in the personnel file.
The employee's personnel recordsfile shall be maintained as up to date as reasonably practicable but in every
case, material shall be filed within three (3) months. Each employee shall have access to his/hertheir complete
personnel file and records upon notice of five (5) business days to the Town Manager or designee. All information in
the personnel records shall be available in printed or electronic format. Human Resources Director. The employee shall
be notified in writing when any information (except for routine salary adjustments) is added to or removed from
his/hertheir personnel recordsfile.
NoWith the exception of those with a legitimate business need to access the file, no employee shall have
access to any other employee's personnel records except that a Department Head shall have access to the personnel
recordsfiles of any and all employees for whom the Department Head is responsible.
ARTICLE 6: CLASSIFICATION AND COMPENSATION PLANS
Section 6.1 -. Classification Plan:
The Classification Plan as established and modified from time to time by the Select Board of Selectmen
according to Bylaw is hereby designated Schedule A-1, and made a part hereof classifying by grade and specific job title
and assigning to pay grades certain exempt and non-exempt positions in the service of the Town, other than those
which are specifically exempted according to Article 4 (Applicability). This plan shall constitute the Classification Plan of
the Town within the meaning of Section 108A of Chapter 41 of the Massachusetts General Laws.
The job title and job description for each position established by the Classification Plan shall be the official
title of the position and of the incumbent of the position, and shall be used to the exclusion of all others for all purposes
relating to the position including, but not limited to, payrolls and official records.
Before any individual may be hired, transferred or promoted into any newly established position, the position
must be included in the classification by job title and pay grade. If the job position is not already included in the
Classification Plan, then the requesting department shall seek such classification approval through the Town Manager
in advance of any request for funds.
The Town Manager may investigate and review the work of any position subject to the provisions of this
policy and recommend reclassification of the position as required.
Reclassification is the result of a re-evaluation of a position to place it on the appropriate grade based on an
internal and external study or to recognize a change in the duties and responsibilities of a position. Reclassification
shall not be used as a device for promoting or demoting incumbents.
The Classification and Compensation Plans and job descriptions shall be reviewed on a periodic basis by the
Town Manager, who shall recommend to the Select Board of Selectmen correction of disparities that may have
developed. In proposing and implementing reclassifications, the Town Manager shall consult with Department Heads
and Division Heads as appropriate.
No employee may be appointed to a position not included in the Classification Plan.
Section 6.2. Compensation Plan:
The Compensation Plan established and modified from time to time by the Select Board of Selectmen
according to Bylaw is hereby designated Schedule B-1 and made a part hereof, establishing compensation rates for
each pay grade.
This plan may provide for rate progression through the steps. The compensation range established for any
pay grade shall be the range for all positions assigned by job title to that pay grade. The rates set forth in Schedule B-1
shall constitute the Compensation Plan of the Town within the meaning of Section 108A of Chapter 41 of the General
Laws.
6.2.1. Total Compensation -: The rates shown in Schedule B-1 shall constitute the total remuneration for any
position including pay in any form unless a specific exception is noted. by the Town Manager. The schedule does not
include actual and authorized expenses necessarily incident to the employment. No employee shall receive
compensation in any form from more than one department, subject to waiver by the Town Manager for specific
circumstances.
6.2.2. Positions Funded by Grants -: Individuals serving the Town, who are funded by State or Federal
programs, shall be compensated at rates set forth in the Compensation Plan, unless the program mandates another
rate of pay.
Employees, whose pay may be funded in part by State or Federal programs subject to approval by Town
Meeting, may be supplemented in an amount recommended by the Town Manager which is necessary to properly
relate them to the appropriate job title and pay grade in which they are to perform.
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6.2.3. Cooperative, Training or Seasonal Employees -: Cooperative or placement training college students
and seasonal/temporary employees serving the Town shall be compensated at rates established by the Town Manager.
6.2.4. Starting Pay Rates -: Individuals shall be paid no less than the minimum pay rate of the applicable
grade. Consideration of a starting salary above the minimum must be based on skill and/or experience. Starting pay
rates which exceed Step 8 must have prior approval by the Board of Selectmen.
6.2.5. Out of Classification Pay -: An employee who is assigned in writing by the Department Head or the
Town Manager, or their designee, to perform all of the job duties, and not merely individual tasks of a higher position,
and replaces an absent employee for more than three (3) consecutive workfifteen (15) calendar days, shall be paid at
the lowest step in the grade of the absent employee that will ensure ana minimum increase of five percent (5%%) over
their base pay.
6.2.6. Overtime Compensation -: Overtime at the rate of time and a half shall be paid to non-exempt
employees for the number of hours worked in excess of forty (40) or thirty -seven and one-half (37 1/2.5) hours
whichever is the regular work week of the employee. Part-time employees shall receive additional hours at straight
time until they exceed thirty-seven and one-half hours (37.5) worked in the regular work week.
6.2.7. Compensatory Time for Non-Exempt Employees -: By mutual agreement between a Department Head
and an employee, compensatory time in lieu of payovertime compensation may be substituted on a time and a half
basis for the number of hours worked in excess of forty (40) or thirty -seven and one-half (37 ½).5) hours whichever is
the regular work week of the employee. The mutual agreement must occur before the work is performed.
Compensatory time off may be accumulated to a maximum number of hours as an employee’s regular work week and
must be scheduled by mutual consent of the employee and the Department Head.
6.2.8. Compensatory Time for Exempt Employees -: The Town recognizes that exempt employees are often
required to work in excess of forty (40) hours or thirty -seven and one-half (37 1/2) hours or forty (40.5) hours. Exempt
employees recognize that the nature of exempt work is such that additional hours may be necessary to accomplish the
requirements and responsibilities of the job.
Situations where exempt employees may not normally be eligible for compensatory time off include, but are
not limited to, sporadic extra time to keep projects on schedule, attendance at evening meetings with Town Boards,
Committees and Commissions and extra time required to catch up on routine work.
Situations where exempt employees may qualify for compensatory time off include, but are not limited to,
sustained extra effort where the employee is requested by his/her Manager to work extra hours with little or no
discretion on the employee's part as to whether or not to work or to schedule the work at a different time, and
additional hours generally worked under a predetermined planned schedule arranged in advance.
By mutual agreement between a Department Head and an exempt employee, compensatory time is available
at a rate of hour for hour. A maximum of one (1) week of compensatory time per calendar year may be utilized.
Compensatory time will be taken with the Department Head's approval at the convenience of the Department, and no
compensatory time will be carried over into a new calendar year. In the case of Department Heads, mutual agreement
will be with the Town Manager. There shall be no payment of unused compensatory time at the end of the year.
ARTICLE 7: EMPLOYEE GUIDELINES
The Town of Reading expects its employees at all times to act in the best interests of the Town and its
residents. This includes an expectation that all employees will meet the highest standards of ethics and honesty, that
there will be no political activity on the part of the employee that could relate to the employee's position with the
Town, and at all times the employee will act in a manner that will reflect well upon the employee and the Town.
Section 7.1 -. Nepotism:
When in the normal selection process, relatives of Town employees or officials are considered for
appointment or promotion, the Town Manager will be notified by the Department Head. No person shall be hired or
promoted based upon their family relationship to another Town employee. No employee shall be in a position that
provides supervision over his/hertheir relative.
This policy is not for the purpose of depriving any person of an equal chance for employment with the Town,
but is solely intended to eliminate the perception of or potential for preferential treatment of the relatives of
government personnel.
This policy will not be construed to deprive any person employed on December 14, 1987, the effective date
of this policy, of any promotional right in normal career development nor change the existing status of any employee.
However, the The Town may modify schedules, shifts, squads or work units to eliminate any potential for conflict
under this policy.
Relatives, for the purpose of this policy, shall include all members of the immediate family including spouse,
parents, brothers, sistersstep-parents, siblings, step-siblings, direct line aunts and uncles and nieces and nephews, first
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cousins, children, step-children, grandparents, grandchildren and in-laws. Cousins and, aunts, uncles, nephews and
nieces by marriage are not regarded as members of the immediate family for purposes of this policy.
7.1.1. Procedures and Employee Relationships: During working time and in working areas, employees are
expected to conduct themselves in an appropriate workplace manner that does not interfere with others or with overall
productivity.
During non-working time, such as lunches, breaks, and before and after work periods, employees engaging in
personal exchanges in non-work areas should observe an appropriate workplace manner to avoid offending other
workers or putting others in an uncomfortable position.
Employees are strictly prohibited from engaging in physical contact that would in any way be deemed
inappropriate by a reasonable person while anywhere on Town property, whether during working hours or not.
Employees who allow personal relationships with co-workers to adversely affect the work environment will
be subject to the appropriate provisions of The Town of Reading’s disciplinary policy, including counseling for minor
problems. Failure to change behavior and maintain expected work responsibilities is viewed as a serious disciplinary
matter.
Employee off-duty conduct is generally regarded as private, as long as such conduct does not create problems
within the workplace. An exception to this principle, however, is romantic or sexual relationships between supervisors
and subordinates.
Any supervisor, manager, executive or other Town official in a sensitive or influential position with the Town
of Reading must disclose the existence of a romantic or sexual relationship with another co-worker. Disclosure may be
made to the immediate supervisor or the Human Resources Director. This disclosure will enable the Town to determine
whether any conflict of interest exists because of the relative positions of the individuals involved.
With regard to the above paragraph, when a conflict-of-interest problem or potential risk is identified, the
Town of Reading will work with the parties involved to consider options for resolving the problem. The initial solution
may be to make sure the parties no longer work together on matters where one is able to influence the other or take
action for the other. Matters such as hiring, firing, promotions, performance management, compensation decisions and
financial transactions are examples of situations that may require reallocation of duties to avoid any actual or perceived
reward or disadvantage. In some cases, other measures may be necessary, such as transfer to other positions or
departments.
If one or both parties refuse to accept a reasonable solution or to offer of alternative position, if available,
such refusal will be deemed a voluntary resignation.
Failure to cooperate with the Town of Reading to resolve a conflict or problem caused by a romantic or sexual
relationship between co-workers or among managers, supervisors or others in positions of authority over another
employee in a mutually agreeable fashion may be deemed insubordination and cause for immediate termination. The
disciplinary policy of the Town of Reading will be followed to ensure fairness and consistency before any such extreme
measures are undertaken.
The provisions of this policy apply regardless of the sexual orientation of the parties involved.
Where doubts exist as to the specific meaning of the terms used above, employees should make judgments
on the basis of the overall spirit and intent of this policy.
Any concerns about the administration of this policy should be addressed to the Human Resources Director.
The Town of Reading reserves the right to apply this policy to situations where there is a conflict or the
potential for conflict because of the relationship between employees, even if there is no direct-reporting relationship
or authority involved. The Town reserves the right to remove an employee from a position that may result in a conflict
of this policy.
Section 7.2 -. Workplace Harassment and Discrimination Prohibited:
7.2.1. Introduction - The Town of Reading’s goal is to promote and maintain a work environment that is free
from discrimination and sexual harassment.
Discrimination or sexual harassment of any individual by an employee of the Town in the performance of that
employee's duties, or in any way related to that employee's duties, or discrimination or sexual harassment of an
employee by another employee is unlawful, strictly prohibited and will not be tolerated by the Town. Further, any
retaliation against an individual who has complained about sexual harassment or discrimination or retaliation against
individuals for cooperating with an investigation of a sexual harassment or discrimination complaint is similarly
unlawful, will not be tolerated, and may result in disciplinary action. The Town will take reasonable action to protect
all parties and witnesses involved in this process from retaliation.
To achieve the Town’s goal of providing a workplace free from sexual harassment and discrimination, the
conduct that is described in this policy will not be tolerated and the Town has provided a procedure by which
inappropriate conduct will be dealt with, if encountered by employees. Because the Town of Reading takes allegations
of sexual harassment and discrimination seriously, we will respond promptly to complaints of sexual harassment and
discrimination and where it is determined that such inappropriate conduct has occurred, the Town will act promptly to
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eliminate the conduct and impose such corrective action as is necessary, including disciplinary action where
appropriate.
7.2.1. Introduction - Equal Employment Opportunity Statement: The Town of Reading provides
equal employment opportunities (EEO) to all employees and applicants for employment without regard to race, color,
religion, gender, sexual orientation, gender identity, national origin, age, disability, genetic information, marital status,
amnesty or status as a covered veteran or any other characteristic protected by federal, state and local laws. The Town
of Reading complies with applicable state federal and local laws governing nondiscrimination in employment. This
policy applies to all terms and conditions of employment, including hiring, placement, promotion, termination, layoff,
recall, transfer, leaves of absence, compensation and training.
The Town of Reading expressly prohibits any form of unlawful employee harassment based on race, color,
religion, gender, sexual orientation, national origin, age, genetic information, disability or veteran status or any other
characteristic protected by state, federal or local law. Improper interference with the ability of the Town of Reading
employees to perform their expected job duties is absolutely not tolerated.
7.2.2. Americans with Disabilities Act (ADA) and the ADA Amendments Act (ADAAA): The Americans with
Disabilities Act (ADA) and the Americans with Disabilities Amendments Act (ADAAA), are federal laws that prohibit
employers with 15 or more employees from discriminating against applicants and individuals with disabilities and
require that, when needed, employers provide reasonable accommodations to applicants and employees who are
qualified for a job, with or without reasonable accommodations, so that they may perform the essential job duties of
the position.
It is the policy of the Town of Reading to comply with all federal and state laws concerning the employment
of persons with disabilities and to act in accordance with regulations and guidance issued by the Equal Employment
Opportunity Commission (EEOC) and the Massachusetts Commission Against Discrimination (MCAD). Furthermore, it is
our policy not to discriminate against qualified individuals with disabilities with regard to application procedures, hiring,
advancement, discharge, compensation, training or other terms, conditions and privileges of employment.
The Town of Reading will reasonably accommodate qualified individuals with a disability so that they can
perform the essential functions of a job unless doing so causes a direct threat to these individuals or others in the
workplace and the threat cannot be eliminated by reasonable accommodation and/or if the accommodation creates
an undue hardship to the Town of Reading. Contact the Human Resources Director with any questions or requests for
accommodation.
7.2.3 Massachusetts Pregnant Workers Fairness Act: The Town of Reading complies with all aspects of the
Massachusetts Pregnant Workers Fairness Act. Employees and applicants will not be discriminated against with respect
to pregnancy or pregnancy-related conditions, which includes post-pregnancy conditions such as the need to express
breast milk for a nursing child. The Town will not refuse to hire a pregnant applicant or an applicant with a pregnancy-
related condition because of the pregnancy or pregnancy-related condition (provided the applicant can perform the
essential functions of the job with or without reasonable accommodation), nor will the Town deny any employment
opportunity or take adverse action against an employee because of the employee’s pregnancy, pregnancy-related
condition, or request for reasonable accommodation.
The Town of Reading will reasonably accommodate qualified individuals with pregnancy-related conditions
so that they can perform the essential functions of a job unless doing so creates a direct threat to these individuals or
others in the workplace and the threat cannot be eliminated by reasonable accommodation and/or if the
accommodation creates an undue hardship to the Town of Reading. The Town of Reading may require documentation
of the need for accommodation; however, no documentation will be required for: (i) more frequent restroom, food or
water breaks; (ii) seating; (iii) limits on lifting no more than 20 lbs.; and (iv) private, non-bathroom space for expressing
breast milk. Contact the Human Resources Director with any questions or requests for accommodation.
7.2.4. The Town of Reading’s Anti-Harassment Policy and Complaint Procedure: The Town of Reading is
committed to a work environment in which all individuals are treated with respect and dignity. Each individual has the
right to work in a professional atmosphere that promotes equal employment opportunities and prohibits unlawful
discriminatory practices, including harassment. Therefore, the Town of Reading expects that all relationships among
persons in the office will be business-like and free of bias, prejudice and harassment.
It is the policy of the Town of Reading to ensure equal employment opportunity without discrimination or
harassment on the basis of race, color, religion, gender, sexual orientation, gender identity, national origin, age,
disability, genetic information, marital status, amnesty or status as a covered veteran or any other characteristic
protected by state, federal or local law. The Town of Reading prohibits any such discrimination or harassment.
The Town of Reading encourages employees and requires managers/supervisors in the reporting of all
perceived incidents of discrimination or harassment. It is the policy of the Town of Reading to promptly and thoroughly
investigate such reports. The Town of Reading prohibits retaliation against any individual who reports discrimination or
harassment or who participates in an investigation of such reports.
7.2.5. Definition of Sexual Harassment, Workplace Harassment and Discrimination, Definitions of
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Harassment: Sexual harassment constitutes discrimination and is illegal under federal, state and local laws.
For the purposes of this policy, sexual harassment is defined, as in the Equal Employment Opportunity Commission
Guidelines, as unwelcome sexual advances, requests for sexual favors and other verbal or physical conduct of a sexual
nature when, for example:
a) submission to such conduct is made either explicitly or implicitly a term or condition of an individual's
employment;
b) submission to or rejection of such conduct by an individual is used as the basis for employment decisions
affecting such individual; or
c) such conduct has the purpose or effect of unreasonably interfering with an individual's work performance
or creating an intimidating hostile or offensive working environment.
Sexual harassment may include a range of subtle and not-so-subtle behaviors and may involve individuals of
the same or different gender. Depending on the circumstances, these behaviors may include unwanted sexual advances
or requests for sexual favors; sexual jokes and innuendo; verbal abuse of a sexual nature; commentary about an
individual's body, sexual prowess or sexual deficiencies; leering, whistling or touching; insulting or obscene comments
or gestures; display in the workplace of sexually suggestive objects or pictures; and other physical, verbal or visual
conduct of a sexual nature.
Harassment on the basis of any other protected characteristic is also strictly prohibited. Under this policy,
harassment is verbal, written or physical conduct that denigrates or shows hostility or aversion toward an individual
because of their race, color, religion, gender, sexual orientation, national origin, age, disability, marital status,
citizenship, genetic information or any other characteristic protected by law or that of their relatives, friends or
associates, and that a) has the purpose or effect of creating an intimidating, hostile or offensive work environment; b)
has the purpose or effect of unreasonably interfering with an individual's work performance; or c) otherwise adversely
affects an individual's employment opportunities.
7.2.6. Workplace Harassment /Bullying: The Town of Reading defines bullying as “repeated inappropriate
behavior, either direct or indirect, whether verbal, physical or otherwise, conducted by one or more persons against
another or others, at the place of work and/or in the course of employment.” Such behavior violates the Town policies,
which clearly state that all employees will be treated with dignity and respect.
The purpose of this policy is to communicate to all employees, including supervisors, managers and
executives, that the Town of Reading will not tolerate bullying behavior. Employees found in violation of this policy will
be disciplined up to and including termination.
Bullying may be intentional or unintentional. However, it must be noted that where an allegation of bullying
is made, the intention of the alleged bully is irrelevant and will not be given consideration when meting out discipline.
As in sexual harassment, it is the effect of the behavior upon the individual that is important. The Town of Reading
considers the following types of behavior examples of bullying:
Verbal bullying: Slandering, ridiculing or maligning a person or their family; persistent name calling that
is hurtful, insulting or humiliating; using a person as the butt of jokes; abusive and offensive remarks.
Physical bullying: Pushing, shoving, kicking, poking, tripping, assault or threat of physical assault;
damage to a person’s work area or property.
Gesture bullying: Nonverbal threatening gestures or glances that convey threatening messages.
Exclusion: Socially or physically excluding or disregarding a person in work-related activities.
7.2.7. Workplace Violence: The Town of Reading will not tolerate physical violence, or threats of violence,
directly, indirectly, or implied, whether in person, in writing, electronically, or by telephone, to the person or property
of the Town, another employee or a person on Town property or in the course of Town business. Workplace violence
may include violent or threatening physical contact, including pushing, shoving, kicking, poking, tripping, assault, or
threat of physical assault. It may also include stalking, violation of a restraining order, damage to the property of the
Town or its employees, or threating acts or abusive language that creates a hostile work environment. Employees
found to be engaging in such behavior shall be disciplined, up to and including termination.
7.2.8. Individuals and Conduct Covered: These policies apply to all applicants and employees, whether
related to conduct engaged in by fellow employees or someone not directly connected to the Town of Reading (e.g.,
an outside vendor, consultant, resident, or customer).
Conduct prohibited by these policies is unacceptable in the workplace and in any work-related setting outside
the workplace, such as during business trips, business meetings and business-related social events.
7.2.9. Complaint Process: Individuals who believe they have been the victims of conduct prohibited by this
policy statement or who believe they have witnessed such conduct should discuss their concerns with their immediate
supervisor, Human Resources or any member of management.
When possible, the Town of Reading encourages individuals who believe they are being subjected to such
conduct to promptly advise the offender that his or her behavior is unwelcome and request that it be discontinued.
Often this action alone will resolve the problem. The Town of Reading recognizes, however, that an individual may
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prefer to pursue the matter through complaint procedures.
The Town of Reading encourages the prompt reporting of complaints or concerns so that rapid and
constructive action can be taken before relationships become irreparably strained. Therefore, although no fixed
reporting period has been established, early reporting and intervention have proven to be the most effective method
of resolving actual or perceived incidents of harassment.
Any reported allegations of harassment, discrimination or retaliation will be investigated promptly. The
investigation may include individual interviews with the parties involved and, where necessary, with individuals who
may have observed the alleged conduct or may have other relevant knowledge.
Confidentiality will be maintained throughout the investigatory process to the extent consistent with
adequate investigation and appropriate corrective action.
Retaliation against an individual for reporting harassment or discrimination or for participating in an investigation of a
claim of harassment or discrimination is a serious violation of this policy and, like harassment or discrimination itself,
will be subject to disciplinary action. Acts of retaliation should be reported immediately and will be promptly
investigated and addressed.
Misconduct constituting harassment, discrimination or retaliation will be dealt with appropriately.
If a party to a complaint does not agree with its resolution, that party may appeal in writing to the Town
Manager or the Human Resources Director.
Making knowingly false and/or malicious complaints of harassment, discrimination or retaliation may be the
subject of appropriate disciplinary action up to and including discharge of employment.
Please note that while this policy sets forth the Town’s goals of promoting a work environment that is free of
sexualall forms of workplace harassment and discrimination, this policy is not designed or intended to limit the Town’s
authority to discipline or take remedial action for workplace conduct which the Town deems unacceptable, regardless
of whether that conduct satisfies the definition of sexualworkplace harassment or constitutes discrimination.
7.2.2. - Definition of Sexual Harassment and Discrimination –
Discrimination occurs when actions, procedures, policies or personnel treat an individual adversely solely on
the basis of the individual's race, color, religious creed, national origin, sex, age, ancestry, sexual orientation or
disability. Discrimination on the basis of sex shall include, but not be limited to, sexual harassment.
Harassment on the basis of an individual's race, color, religious creed, national origin, sex, age, ancestry,
sexual orientation or disability includes any unwelcome physical or verbal action toward another that has the purpose
or effect of creating an intimidating, hostile, humiliating or offensive working environment. Examples of actions that
may constitute harassment include, but are not limited to, the following:
Using racial slurs;
Displaying symbols of hate;
Making generalizations about people;
Using stereotypes;
Telling racial or ethnic jokes;
Displaying pictures of a sexual nature;
Making derogatory comments of a sexual nature.
Sexual harassment is unwanted attention directed toward a person because of his or her gender. Sexual
harassment in the workplace is unlawful and will not be tolerated. In Massachusetts, the definition of sexual harassment
means sexual advances, requests for sexual favors and other verbal, visual or physical conduct of a sexual nature when:
(a) submission to or rejection of such advances, requests or conduct is made an implied or explicit
term or condition of success in employment, or as a basis for employment conditions; or
(b) such advances, requests or conduct have the purpose or effect of substantially interfering with
an individual's work performance or creating an intimidating, hostile, humiliating or offensive work
environment.
Under these definitions, direct or implied requests by a supervisor for sexual favors in exchange for actual or
promised job benefits such as favorable reviews, salary increases, promotions, increased benefits, or continued
employment constitutes sexual harassment.
The legal definition of sexual harassment is broad and in addition to the above examples, other sexually
oriented conduct, whether it is intended or not, that is unwelcome and has the effect of creating a work place
environment that is hostile, offensive, intimidating, or humiliating to male or female workers may also constitute sexual
harassment.
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While it is not possible to list all of those additional circumstances that may constitute sexual harassment, the
following are some examples of conduct which if unwelcome, may constitute sexual harassment depending upon the
totality of the circumstances including the severity of the conduct and its pervasiveness:
Unwelcome sexual advances whether they involve touching or not;
Unwelcome leering or staring, whistling, catcalling or making offensive gestures or noises;
Making suggestive remarks, sexual epithets, jokes of a sexual nature or using derogatory sexual terms;
Displaying sexually suggestive photographs, cartoons, illustrations, pictures or objects;
Blocking a person's movements;
Unwelcome touching, brushing against the body, pinching, hugging, kissing or patting of the body, pulling or
lifting of clothing; or the
Pressuring a person for dates, commenting on an individual’s body, commenting about an individual’s sexual
activity, deficiencies or prowess or providing information or discussing one’s personal sexual experiences.
All employees must take special note that, as stated above, retaliation against an individual who has complained
about sexual harassment, and retaliation against individuals for cooperating with an investigation of a sexual
harassment complaint is unlawful and will not be tolerated by the Town of Reading.
Victimizing harassment in the form of bullying or victimizing is considered harassment under this policy. An
employee is being bullied or victimized when he/she is exposed to negative actions on the part of one or more other
employees, that have the purpose or effect of substantially interfering with the employee's work performance or
creates an intimidating, hostile, or offensive work environment for the person. Examples of actions that may constitute
victimizing harassment include, but are not limited to, the following:
Physical threatening (bullying);
Making comments about an individual's size, weight, height, etc.;
Making comments about an individual's perceived lack of intelligence;
Making undue use of negative sarcasm toward an individual.
7.2.310. Complaints of Discrimination or SexualWorkplace Harassment
: Any employee who believes that he/she hasthey have been the victim of discrimination or sexualworkplace
harassment has the right to file a complaint either in writing or orally. Complaints should be reported to one of the
following people:
1. his/herTheir supervisor or the next level of superior in the Department, or
2. Human Resources Administrator Director, (781) 942-9033
, Town Hall
, 16 Lowell Street
, Reading, MA 01867, or
3. Town Manager , (781) 942-9043
, Town Hall
, 16 Lowell Street
, Reading, MA 01867.
It is suggested, but not required, that an employee fill out a Complaint Form, which is available in the Human Resources
Office. The Human Resources AdministratorDirector or the Town Manager is also available to discuss any concerns you
may have and to provide information to you about the Town’s policy on discrimination and sexualworkplace
harassment and the complaint process.
7.2.411. Investigation -: All complaints, verbal or written willshould be promptly reported to the Human
Resources Director and investigated in a fair and expeditious manner. Within three (3) working days of receiving a
verbal complaint or a written Complaint form, anAn investigator designated by the supervisor, Department Head,
Human Resources AdministratorDirector or Town Manager shall meet promptly with the subject of the reported
discrimination or sexualworkplace harassment and begin the investigation. Any employee involved in an incident of
discrimination or harassment can expect that: (1) the complaint will be taken seriously and will be appropriately
investigated; (2) the investigation will begin promptly and proceed in a timely manner; (3) steps will be taken to stop
any discriminating or harassing behavior; and (4) due process rights will be respected.
The investigation will be conducted in such a way as to maintain confidentiality to the extent practicable
under the circumstances. Complaints will be addressed in a confidential manner to protect the privacy of all individuals
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involved. Information provided under this policy will be disclosed with others on a need-to-know basis only.
However, in order for the Town to take appropriate action, it may be necessary for the Town to disclose the
complaining individual's name to the accused employee, and for the complaining individual to provide testimony before
the accused employee in the presence of the appropriate authorities. The complaining individual and the accused
employee may, if applicable, request union/association representation to assist him/her them through the complaint
process, in accordance with any process in any union contract that addresses the issue of an investigative procedure.
After conducting an appropriate investigation, the investigator will determine whether the sexualworkplace
harassment and discrimination policy has been violated and, if so, determine the severity of the behavior. To the extent
appropriate, the Town will inform the person filing the complaint and the person alleged to have committed the
conduct of the results of that investigation.
7.2.512. Disciplinary Action -: If it is determined that inappropriate conduct has occurred, the Town will act
promptly to eliminate the offending conduct and where appropriate, disciplinary action will be imposed. The
investigator will recommend to the employee’s supervisor, Department Head, Human Resources AdministratorDirector
or Town Manager the appropriate action to resolve the situation including, but not limited to, the following:
Verbal warning or reprimand;
Verbal or written apology to the alleged victim;
Written warning or reprimand entered into the employee's file;
Conference with the alleged victim;
Attending required counseling;
Receiving a letter from the alleged victim; or
Suspension, demotion or dismissal subject to collective bargaining agreements and applicable Federal,
State and local law and bylaws.
These actions are not to be considered as progressive actions but rather may be taken in any order or
combination to effectively deal with the situation. Any action except for a verbal warning or reprimand, a verbal or
written apology to the complaining individual, or a written warning or reprimand entered into the employee's file, shall
be handled by the Human Resources Director and the Town Manager. A written warning or reprimand, the requirement
to have a conference with the complaining individual, the requirement to attend counseling sessions, the receipt of a
letter from the complaining individual, or suspension or termination will all be documented in the accused employee's
personnel file.
7.2.613. State and Federal Remedies –: In addition to above, any person who believes that they have been
subjected to sexualworkplace harassment or discrimination may file a formal complaint with either or both of the
following governmental agencies set below:
Massachusetts Commission Against Equal Employment Opportunity
Discrimination (“MCAD”) Commission (“EEOC”)
1 Ashburton Place, Room 601 475 J.F.K. Federal Building
Boston, MA 02108 Government Center
(617) 994-6000 Boston, MA 02203-0506
(617) 565-3200
Massachusetts Commission Against Discrimination (“MCAD”)
1 Ashburton Place, Room 601
Boston, MA 02108
(617) 994-6000
Equal Employment Opportunity Commission (“EEOC”)
J.F.K. Federal Building
15 New Sudbury Street, Room 475
Boston, MA 02203-0506
(1-800) 669-4000
Each of these agencies has a short time period for filing a complaint. (Equal Employment Opportunity
Commission, 300 days; Massachusetts Commission Against Discrimination, 300 days. For claims of harassment against
the Town Manager, see Article 5 of the Reading Home Rule Charter.
For claims of harassment against the Town Manager, see Article 5 of the Reading Home Rule Charter.
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Section 7.3 -. Conflict of Interest : :
All employees shall comply with the State Conflict of Interest Law (M.G.L. Ch. 268A) in all respects. In addition
thereto:
1. Outside Employment - No employee shall accept outside employment if such outside employment directly
interferes with an employee's performance. No employee shall receive or request compensation from, or act as an
agent or attorney for anyone other than the municipality in relation to any matter in which the Town is a party or has
a direct and substantial interest.
2. Solicitations and Acceptance of Gifts, Gratuities, Fees, Loans, etc. - No Town employee, acting in
his/hertheir professional capacity on behalf of the Town, shall solicit or accept any personal gift, gratuity, loan, fee or
other thing of value. Employees may accept fees for work done on their own time provided the individual or group
engaging the employee has no contractual relationship with the Town. No employee shall solicit any gift or gratuity
from another employee.
3. No employee shall use or attempt to use his/hertheir official position to secure unwarranted privileges or
exemptions for him/herself themselves or others.
4. No employee shall, by his/hertheir conduct, give reasonable basis for the impression that any person can
improperly influence or unduly enjoy his/hertheir favor in the performance of official duties, or that he/she isthey are
unduly affected by the kinship, rank, position or influence of any party or person.
Employees should be aware of the Policy on Defense of Actions Brought Against Public Employees, available
from the Town Manager, which the Select Board of Selectmen adopted and was effective as of July 1, 1996.
Section 7.4 -. Political Activity:
It shall be the policy of the Town to appoint, promote, demote and remove all employees without regard to
political considerations.
The political opinions or affiliations of any resident shall in no way affect the amount or quality of service a
resident receives from the Town.
Town employees shall not engage in any political activities including, but not limited to, campaigning for
themselves or individual candidates, or campaigning for support of or opposition to ballot questions, during working
hours, nor in uniform nor on Town property (except in locations designated by the Town Manager), nor using Town
resources including office space, equipment, vehicles, uniforms, etc. Employees shall not directly or indirectly use or
seek to use the authority or influence of their positions to control or modify the political action of another person.
Any employee may, on his/hertheir own time, and without the use of any Town resources, advocate for or
against any ballot question. Town resources include office space, equipment, vehicles, uniforms, etc. Town employees
may not participate in fund raising for any ballot question, may not solicit or receive any political funds from anyone,
may not give, solicit, or receive political funds in any public building, and may not serve on any steering committee or
as treasurer of any group that has as its purpose fund raising for any ballot question or candidate.
Nothing in this section shall be construed to prevent Town employees from becoming or continuing to be
members of any political party, club or organization; attending political meetings during non-working hours, and not in
uniform; expressing their views on political matters during non-working hours; circulating petitions on public questions
or voting with complete freedom in any election.
Section 7.5 -. Use of Town Property:
The use of Town property and supplies for personal use is not permitted. Personal telephone calls shall be
limited in number and duration and in the event that a personal call is necessary, the Town will be reimbursed for its
cost (if any). As assigned by the Town Manager, overnight Town vehicles may be issued to specific on-call employees.
Said usage may only be permitted to and from the workplace and not for personal use. Employees will be responsible
for any tax obligations that stem from this fringe benefit.
Section 7.6 -. Drug Free Workplace:
The Town of Reading workplace shall be drug-free. The unlawful manufacture, distribution, dispensing,
possession or use of a controlled substance is prohibited on Town-owned property. Employees who violate this
condition of employment will be subject to appropriate personnel action up to and including termination.
Every employee will be made aware of the dangers of substance abuse in the workplace, and will be notified
of the intent to maintain a substance-free workplace. Every employee will be notified of the availability of drug
counseling rehabilitation and any other employee assistance activities that may exist. The penalty for drug abuse or
substance abuse, such as conviction for a violation occurring in the workplace, may be required participation in a
program approved for drug abuse rehabilitation by the Federal, State, or local health agency.
As a further condition of employment, employees will abide by the terms of this statement, and notify the
Town Manager of any criminal substance abuse conviction no later than five (5) days after such conviction.
ARTICLE 8: CHANGE OF EMPLOYMENT STATUS
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Section 8.1 - . Transfer:
A transfer takes place when an employee is assigned to a different job title with the same level of
responsibility and at the same pay grade. A transfer may be either voluntary or involuntary.
Employees who desire to voluntarily transfer within the Town may do so upon approval of the Town Manager
if a position vacancy exists, and if the supervisor of the vacant position finds the employee qualified.
A request for voluntary transfer to a different department shall be submitted in writing to the Town Manager,
who shall review the request with the Department Heads, and make a finding regarding the employee's suitability for
the position.
A request for voluntary transfer within a department shall be submitted in writing to the Department Head,
who shall review the request, and make a recommendation to the Town Manager.
Employees whose services in a given position are no longer required, or whose performance fails to meet
Town standards, may be transferred involuntarily to a different position.
Involuntary transfers shall be ordered in writing by the Town Manager after consultation with the
Department Heads affected.
A probationary period shall be mandatory following transfers. Employment status, benefits and anniversary
date will not be affected by transfers. School and Library employees may be considered as transfers regarding this
section.
Section 8.2 -. Promotion:
Promotion is the advancement of any employee to a position with a higher level of responsibility.pay.
Promotions may be awarded through the filling of a vacancy in a higher grade. Promotions may be temporary or
permanent. When an employee is promoted to a higher job classification, he/she pay grade, they will be placed in the
appropriate grade for the new job at a step which will ensure no less than a five percent (5%%) increase in pay.
Promotions will be made by the Town Manager in consultation with the Department Head. and Human
Resources Director
A probationary period shall be mandatory following promotions. Employment status, benefits and
anniversary date will not be affected by promotions. If an employee whose current position does not include time off
benefits is promoted to a position that does include time off benefits, he/shethey may use sick time as it accrues during
the probationary periodoff benefits in accordance with section 5.1.9.
Section 8.3 –. Demotion and Reassignment: :
Demotion is the assignment of an employee from one position to a position with less responsibility.pay.
Demotions may be ordered by the Town Manager:
as a disciplinary action or.;
due to an unsatisfactory performance evaluation followed by continued unsatisfactory performance
during the probationary period.
a reclassification downward of an employee's position.
the reorganization of Town services.
The Town Manager may, following consultation with a Department Head, assign the demoted employee to a
position with lower level of responsibility and/ora lower level of pay. A probationary period shall be mandatory
following a demotion. Employment status, benefits and anniversary date will not be affected by demotions.
An employee may be reassigned from one position to a position with less responsibility. A reassignment may
be ordered by the Town Manager because of
a reclassification downward of an employee's position or
the reorganization of Town services.
Employment status, benefits and anniversary date will not be affected by a reassignment.
Section 8.4 - . Lay-Off:
Lay-off is the involuntary separation of an employee from the Town's service because of lack of work, lack of
funds or the discontinuance of a position.
Lay-offs may be ordered for the above reasons, and may be for a definite or indefinite period of time. Lay-
offs shall not be used as a disciplinary measure.
Lay-offs shall be determined by the Town Manager in the following circumstances:
Upon discontinuance or reduction of a Town program or service;
As a means of reducing salary and wage costs in order to meet budget restrictions;
Upon reorganization of a Department or operating unit of the Town.
Lay-offs within positions performing the same functions shall be conducted in the following order:
1. 1.Seasonal Employees
2. 2.Temporary Employees
3. 3.Part-time Employees
4. 4.Full-time Employees
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Employees separated by lay-off shall be given first consideration for new vacancies which may develop in the
Town service within two (2) years.
Before ordering a lay-off, the Town Manager shall consult with the affected Department Heads. and Human
Resources Director. A determination shall be made on the number of positions to remain after the reduction in force is
effected. occurs. Where possible, transfers, demotions and reassignment shall be offered prior to lay-offs, beginning at
the highest level where reductions need to be made and then proceeding downward in the table of organization.
Employees in the same level shall then be evaluated in terms of performance and length of service to determine
retention status.
The Town will attempt, unless circumstances make it impractical, to give no less than thirty (30) days written
notice to any employee whose job is being eliminated or reduced in hours.
Section 8.5 - . Resignation:
Resignation is a voluntary action of any employee to terminate employment with the Town. A resignation
shall be submitted in writing to the Town Manager and Human Resources Director with a copy to the Department Head
at least two (2) weeks prior to the effective date of termination. All written resignations shall be deemed binding.
If at least two (2) weeksweeks’ notice is not given, the employee shall be considered to have resigned not in
good standing and shall forfeit any benefits accrued except as prohibited by law. Oral resignation will be deemed
binding but shall not constitute resignation in good standing.
Section 8.6 -. Retirement:
All employees covered under the Retirement System shall be governed by the requirements and provisions
of the System relating to retirement age and benefits.
An employee contemplating retirement should notify the Human Resources AdministratorDirector in writing
at the earliest date that such a decision is being considered, in order to be aware of what benefits may be available
through early notice (6 months) of retirement. (See Sections 9.3 and 9.1314.11 of these policies.)
The employee should notify the Town Manager as soon as possible but not less than two (2) months before
retirement. The employee should also apply to the Retirement System if pension benefits are available.
ARTICLE 9: TIME OFF BENEFITS AND WORKING CONDITIONS
The following benefits apply to all regular employees of the Town whose regular work week is twenty (20)
hours or more, unless noted differently in each section. Time off benefits shall be made available to part-time regular
employees who work more than twenty (20) hours per week on a pro-rata basis. For example, if an employee works
twenty eight (28) hours per week and the full time work schedule for the position is thirty seven and one half (37.5)
hours per week, the employee will be entitled to 28/37.5 of the applicable benefits. A "day" of vacation would
therefore be equal to 5.6 hours. No time off benefits are available to part-time employees who work less than twenty
(20) hours per week.
All time off benefits arewill be in hours and determined on a calendar year basis. Any employee that works
the four (4) day “Town Hall work week” shall have all paid time off benefits (sick, vacation, floating holiday, holiday,
bereavement, etc.) calculated as if they worked a five (5) day work week.
The Town will maintain a complete and accurate record of attendance for each employee, setting forth the
amount of time off benefits available for the calendar year, the dates of time off benefits used and the amount of time
off benefits remaining for the calendar year. Such record shall be available for inspection by the individual employee
upon reasonable request and shall be reviewed periodically with the employee at least annually. The employee shall
have the responsibility of reviewing the time off benefit record for accuracy.
The Board of SelectmenTown Manager may, from time to time, develop alternative benefit packages for
Department and Division Heads.
Section 9.1 -. Service Credit:
Service credit is used primarily to determine eligibility for vacation and other time off benefitsearned. Service
to the Town shall be determined as the service accrued by a regular (part-time or full-time) employee, commencing
from the date of employment, or benefit date if it is different from date of employment, which is uninterrupted except
by vacation, military service, or other authorized leave of absence pursuant to Section 9.98 Family and Medical Leave
Act, and Section 9.1011 Leaves of Absence other than FMLA Leave.
Termination for any reason shall constitute a break in service. If a former employee of the Town (including
Schools and/or Library) returns to the service of the Town and completes at least five (5) years of continuous service
following such return, the amount of continuous service immediately preceding the interruption of work for the Town
shall be added to the five (5) years of current service to compute a new Service Creditservice credit date. Service credit
is not granted for any period of time that the employee was a temporary employee or a part time nonbenefitednon-
benefited employee. The probationary period will count for service credit. The Town Manager may choose to waive
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up to six (6) months of absence from service with the Town, therefore maintaining continuous service as if the employee
never departed.
An employee who has changed from regular part-time benefited status to regular full-time status will have
service credit determined for the period of part-time service on a prorated basis. For example, if an employee worked
six (6) years at 2/3 time, and then assumed a full-time position, the amount of service credit available for the part-time
work would be four (4) years, and all hours of accrued vacation, personal leave or sick leave would be credited to the
employee as earned.
An employee who has changed from full-time status to part-time status will retain their full amount of service
credit, and accrued hours of vacation leave, floating holiday leave and sick leave will be credited to the employee as
earned.
If the employee was eligible for and took sick leave buyback when he/shethey left the service of the Town,
then the employee must repay to the Town the amount of money paid in sick leave buyback as a condition of being
granted past accrued sick leave. The returning employee will be credited with the number of hours of sick leave that
the buyback represented based on the rate of pay at the time of termination.
Section 9.2 -. Sick Leave: , Accident Reporting and Worker’s Compensation:
9.2.1. Sick Leave: All regular full-time and regular part-time employees who work twenty (20) hours or more
per week shall be eligible for payment from accrued sick leave for time absent due to illness, injury, or medical
appointments that cannot be arranged afteroutside of regular working hours. A policy on the procedure This time may
be used for informing athe employee’s own medical needs or to attend to a spouse, parent, child, or member of the
same household. In the event an employee needs to call out sick from work, they must notify their Division supervisor
and/or Department Head of illness or injury will be used in each department.
Effective January 1, 2010 sick leave shall accrue on the basis of 1 (one) day per month of service
beginning on the first day of the month of employment. Prior to January 1, 2010 sick leave shall accrue on the basis
of 1 ¼ days per monthprior to their shift or as soon as reasonably possible. Unused sick leave shall be accumulated
from year to year without limitation.
Up to five (5) days of accrued sick leave, not covered under Section 9.98 Family and Medical Leave Act, may
be used by an employee to attend to a spouse, parent or child, or someone who lives in the same household as the
employee, and who is ill. There will be no carry-over of this benefit from one calendar year to another calendar year.
The Town Manager may extend the sick leave used in this manner beyond what is permitted. This extension of the
leave will be granted only for extraordinary circumstances where such an extension is warranted. Such an extension
will not set a precedent in any other case and denial of such a request is not subject to appeal.
When absence by reason of sickness or injury is for a period of three (3) consecutive days or more,
the Department Head may require the employee to submit a letter from a regularly licensed practicing physician giving
the prognosis of the sickness or injury before the employee shall be entitled to sick leave with pay. The Town, at its
expense, reserves the right to have a physician examine the employee for return to work post illness, personal injury,
and/or personal medical procedure.
An employee who is using paid time off (vacation, floating holiday, compensatory) and who is
hospitalized for an injury or illness, at their option and provided that they have sick leave available, may have their time
off benefit changed to paid sick leave for the period of the actual hospitalization.
9.2.2. Safety: It is the responsibility of each employee to conduct all tasks in a safe and efficient manner
complying with all local, state and federal safety and health regulations and program standards, and with any special
safety concerns for use in a particular area or with a client.
Although most safety regulations are consistent throughout each department and program, each employee
has the responsibility to identify and familiarize themselves with the emergency plan for their working area. Each facility
shall have posted an emergency plan detailing procedures in handling emergencies such as fire, weather-related events
and medical crises.
9.2.3. Accident Reporting: It is the responsibility of the employee to report and to complete an Accident and
Incident Report for workplace injuries such as slips, falls, contusions or any other health/safety incidents that occurs by
an employee or that the employee witnesses. This report must be completed and submitted to Human Resources by
the close of business on the date of occurrence. Failure to report a safety infraction or an injury in a timely manner may
result in employee disciplinary action, and could delay or void disability claims.
Furthermore, management requires that every person in the organization assumes the responsibility of
individual and organizational safety. Failure to follow company safety and health guidelines or engaging in conduct that
places the employee, client or Town property at risk can lead to employee disciplinary action and/or termination.
The Health and Safety Committee shall have the responsibility to develop and the authority to implement the
safety and health program including worksite accident investigations, in the interest of a safer work environment with
the approval of the Town Manager.
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9.2.4. Worker’s Compensation: When absence is compensable under Worker's Compensation Law, an
employee may, upon signing written authorization, be paid the difference between Worker's Compensation benefits
and his/hertheir regular base salary until part or all of his/hertheir accumulated sick, vacation, floating holiday and
compensatory leave has been used. Sick leaveTime off benefits used in this manner shall be charged atup to a rate of
0.4 days for each day the employee is on Worker's Compensation leave. At no point shall an employee receive a
combined total compensation exceeding their current salary with the Town effective of the date they were injured. The
Town, at its expense, reserves the right to have a physician examine the employee for return to work post injury.
An employee who is on paid vacation and who is hospitalized for an injury or illness, at his/her option and
provided that he/she has sick leave available, may have his/her vacation time changed to paid sick leave for the period
of the actual hospitalization.
Section 9.3 -. Sick Leave Buyback:
All employees hired after August 31, 2009 are ineligible for the sick leave buyback.
Eligible employees hired prior to September 1, 2009 who terminate employment (except termination by the
Town or resignation not in good standing) and who work twenty (20) hours or more per week, after seven (7) years of
benefited employment, shall be paid for unused sick leave not exceeding one hundred (100) days at fifty percent (50%)
of his/hertheir daily rate of pay at the time of their termination. Sick leave buyback shall be paid to the estate of any
employee who is eligible for it at the time of his/hertheir death.
The following positions have always been Positions classified as supervisory and/or exempt
on the job description on file are ineligible for the sick leave buyback unless the employee
fulfilled the criteria below.
Appraiser Library Director
Assistant Appraiser Library Division Heads
Assistant Library Director Network Administrator
Assistant Town Manager/Finance Director
Assistant Collector
Office Manager
Police Chief
Assistant Town Clerk
Assistant Treasurer
Police Business Administrator
Project Director
Building Inspector
Community Services Director/Town Planner
Public Works Director
Recreation Administrator
Conservation Administrator
Database Administrator
Retirement Board Administrator/Assistant Town
Accountant
DPW Business Administrator
Elder/Human Services Administrator
Technology Coordinator
Town Accountant
Fire Chief Town Clerk
Forestry, Parks and Cemetery Supervisor
GIS Coordinator
Head Public Safety Dispatcher
Town Engineer
Treasurer Collector
Veteran’s Service Officer
Health Services Administrator Water/Sewer Supervisor
Highway/Equipment Supervisor Water Quality Supervisor
Human Resources Administrator
Any employee among the above titles who as of December 14, 1987 (the time of the initial adoption of this
policy) has already earned one hundred (100) unused sick days, and who was at that time eligible for sick leave buyback
benefits, is grandfathered and will be compensated for sick leave buyback upon retirement or resignation.
Any employee who is had been promoted to one of the above titlesa supervisory and/or exempt position as
classified by the job description on file and was eligible for sick leave buyback before being promoted,. In this event,
the employee will be compensated upon retirement or resignation for unused sick leave not to exceed one hundred
(100) days at fifty percent (50%%) of his/hertheir daily rate of pay that was in effect prior to the promotion. Should a
promoted employee have less than one hundred (100) days of unused sick time at the time of promotion, he or she will
not be able to add days to that total.
Section 9.4 - Advancement of Sick Leave:
It is recognized that, under some circumstances, an employee may be ill or injured and not have adequate
accrued sick leave to cover the incident.
The Town Manager may, upon written request from an employee, with written endorsement from the
employee's Department Head, advance up to two (2) weeks (10 working days) of sick leave to any regular full time or
regular part time employee who works twenty (20) hours or more per week. Included in the consideration of approval
of the advancement of sick leave will be:
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1. The likelihood that the employee will be able to repay the advanced sick leave;
2. A pattern of abuse of sick leave which may be cause to deny the advancement of sick leave;
3. Whether the employee has used all accrued compensatory time or floating holidays. The Town Manager
may require accrued vacation to be used prior to advancement of sick leave, depending upon the time of year the
incident occurs and the amount of vacation time available;
4. Other factors that may be relevant to the issue of advancement of sick leave.
Section 9.5 -. Sick Leave Bank:
A "Sick Leave Bank" shall be established and maintained for the purpose of protecting regular full time and
regular part time benefited employees against loss of income due to long term illness or disability.
1. The Sick Leave Bank will be administered by a committee consisting of one (1) member to be elected from
each of the constituent bargaining units that elects to participate (Engineers Unit, Public Works Unit, Police Officers,
Police Superior Officers, Dispatchers and others) and appointees of. In addition, the Town Manager onemay appoint an
additional number of members not to exceed one (1) less than the aggregate number of members representing the
Unions. All members of the Sick Leave Bank Committee shall be participants in the Sick Leave Bank.
2. Employees eligible to withdraw sick leave days from the Sick Leave Bank must make application to the Sick
Leave Bank Committee. The Committee may review the employee’s records of attendance kept by the Town. The Sick
Leave Bank Committee's decision shall be by majority vote and shall be final and not subject to the grievance and
arbitration procedure.
3. Sick leave days may be deposited in the Sick Leave Bank in the following manner: Any employee eligible
to participate in the Sick Leave Bank shall contribute four (4) days of his/hertheir accumulated sick leave on July 1st of
the year that the employee initially joins the Sick Leave Bank. Employees will contribute two (2) days annually on July
1st for the following four years, and then one (1) day annually on July 1st thereafter, unless they give written notification
to the Sick Leave Bank Committee by June 30th that they wish to withdraw their membership in the Sick Leave Bank.
4. The Sick Leave Bank Committee may, with the approval of the Town Manager, vote to change the number
of days contributed per year. If the number of hours in the Sick Leave Bank falls below 10,000, or if the membership in
the Sick Leave Bank fluctuates significantly, then the policy of contributing two (2) days yearly for all members may be
reinstated.
5. Unlimited sick leave days may be credited to the Sick Leave Bank by all employees, provided that, after the
initial first year’s contribution, no employee shall contribute more than two (2) days per year unless approved pursuant
to Paragraph 4 above.
6. In order to be eligible to apply to the Sick Leave Bank for withdrawal of sick leave days, the employee must
have used up all of his/hertheir own accumulated sick leave, and be a participant in the Sick Leave Bank.
7. In order to be eligible to make application to the Sick Leave Bank, an employee must have suffered an
illness or disability resulting in thirty (30) consecutive days of work missed; or resulting in five (5) days without pay,
whichever comes first. That is, an employee with fewer than thirty (30) days of accumulated sick leave will not become
eligible to withdraw sick leave from the Sick Leave Bank until he/she hasthey have gone five (5) consecutive work days
without pay due to the same illness or injury; any employee with accumulated sick leave in excess of thirty (30) days
shall be eligible to receive days from the Sick Leave Bank on the day following the exhaustion of his/hertheir own
accumulated sick leave. Paid vacation and/or floating holiday time may be allowed to be substituted for the five (5)
days without pay. Notwithstanding the language in this paragraph, if an employee has missed thirty (30) days of work
non-consecutively due to the same illness, then this paragraph may be waived by the Sick Leave Bank Committee.
8. The Sick Leave Bank Committee may require the employee to substitute paid accrued vacation and/or
floating holiday leave for leave available from the Sick Leave Bank.
9. Any employee who is eligible for Worker's Compensation during the period of disability shall not be eligible
for the use of the Sick Leave Bank.
10. Should the Sick Leave Bank be eliminated, all days accumulated shall be equally divided among the
participants.
11. Applications to join or withdrawal time from the Sick Leave Bank may be obtained from any member of
the Sick Leave Bank Committee or the Human Resources AdministratorDirector.
Section 9.6 -5. Bereavement:
9.6.1. UpThis benefit is available to five (5) days leave with payall regular full-time and regular part-time
employees who work twenty (20) hours or more per week. Bereavement time will be granted by the Town Managerper
instance. Questions should be directed to one’s Department Head.
Leave with pay, up to one (1) week of one’s regular work scheduled hours, will be granted for death in the
immediate family. Immediate family is defined as a spouse, parent, step-parent, grandparent, grandchild, brother,
sister, son, daughter, mothersibling, children, step-children, parent-in-law, fatheror children-in-law, daughter-in-law or
son-in-law..
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9.6.2. One (1) day leaveLeave with pay, up to one (1) day, will be granted to any employee to attend the
funeral or other memorial service of other members of his/hertheir family defined as aunt, uncle, sister-in-law,
brothercousin (first), sibling-in-law, niece or nephew, or any other member of their household.
9.6.3. This benefit is available to all regular full-time and regular part-time employees who work twenty (20)
hours or more per week.
9.6.4. The Town Manager may grant the bereavement/emergency leave beyond what is permitted in
9.6.1, 9.6.2 or 9.6.3 above. This leave will be granted only for extraordinary circumstances where such an extension is
warranted. Such an extension will not set a precedent in any other case and denial of such a request is not subject to
appeal.
Section 9.7 - 6. Military Leave: :
The Town will comply with the applicable provisions of the federal Uniform Services Employment and
Reemployment Rights Act (USERRA), and any other applicable state or federal law, with respect to employment,
reemployment and protection of employee benefits during military service. The Town shall not discriminate against
any employee or prospective employee because of past, present or future application for, or membership in a
uniformed armed service.
Employees who are regular employees and who serve in the Armed Forces of the Commonwealth, or as
members of an organized unit of a ready reserve component of the Armed Forces of the United States, under orders,
will be allowed the difference between base pay they receive for such service and their regular rate of compensation
from the Town, in performance of the member's annual active duty for training requirements (e.g., the 2 or 3 week
annual encampment).
Employees shall be entitled, during times of service in the Armed Forces of the Commonwealth or during
tours of duty as members of a reserve component of the Armed Forces of the United States, to be released from work,
without compensation, in order to attend assigned weekly and week-end drills which require absence from normally
scheduled work tours. Such absence for military duty must be in response to Federal or State authority; i.e., competent
oral or written orders.
The Town, at its option, reserves the right to require the reservist to present written orders or suitable military
documentation to support the military absence. Active (drilling) reservists are requiredshould to present their annual
(or semiannual) unit training calendar to their supervisor within thirty (30) days of its publication. The employee will
confirm his/hertheir request for such military absence in accordance with existing Town policy for all other absences.
In that all military absences cannot be forecasted so as to enable the reservist to comply with the Town's policy of
advance notice, a reasonability standard will be applied. The reservist is required to give such reasonable notice,
assuming he/she hasthey have been sufficiently informed by his/hertheir military unit.
In accordance with General Laws Chapter 149, §52A, an employee who is a member of an organized unit of
the ready reserve of the armed forces, who, in order to receive military training with the armed forces of the United
States not exceeding seventeen days in any one calendar year, leaves a position other than a temporary position in the
employ of any employer, and who shall give notice to his employer of the date of departure and date of return for the
purposes of military training, and of the satisfactory completion of such training immediately thereafter, and who is
still qualified to perform the duties of such position, shall be entitled to be restored to his previous, or a similar, position
with the same status, pay and seniority, and such period of absence for military training shall be construed as an
absence with leave. In addition, such absence for military training shall not affect the employee's right to receive
normal vacation, sick leave, bonus, advancement and other advantages of his employment normally to be anticipated
in his particular position.
Additional short term absences will be in an approved leave without pay status, and as such will be in
accordance with Town policy for all employees in such leave without pay status. If the employee desires to maintain
his/her insurance benefit package, he/she may do so at his/her option by paying both his and the employer's shares
(contribution). In the event the insurance benefits are suspended during the military absence, they will be re-instituted
immediately upon the employee's return to paid work status.
Employment seniority for retirement purposes and benefits will not be decreased due to military absences
in compliance with competent military authority. Military absences served in the capacity of active duty (per 10 USC),
as a member of the active forces, are limited to a cumulative total not to exceed five (5) years. Active military service
in excess of five (5) cumulative years denies the employee the statutory protection of the Federal Act protecting
reemployment rights of returning veteran (38 USC,Section 9.7. Jury Service:
Jury service for employees shall be paid by the Town in accordance with the policy adopted by the
Commonwealth of Massachusetts or the employee’s state of residence. Ch. 43).
Section 9.8 - Jury Service:
Any employee shall be allowed leave to fulfill jury duty. If the jury fees, exclusive of travel allowances,
received by said employee for such jury duty shall be less than the regular pay received by him from the Town, the
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difference between said fees, and regular pay shall be paid to such employee by the Town. However, as a condition to
receiving such payment, the employee agrees that if discharged for a reasonable portion of regular work hours, the
employee will report to his/hertheir supervisor for such work as may be assigned. An employee performing such jury
duty and who desires the benefits of this section may be required to present weekly to the Department Head a
certificate by the Court or a duly authorized representative as to the time spent by the employee in such jury duty
during such week.
Section 9.9 -8. Family and Medical Leave Act:
The provisions of the Family and Medical Leave Act of 1993 (FMLA) entitle an eligible employee to a total of
twelve (12) workweeks of unpaid leave during a twelve (12) month period for one or more of the following reasons:
1. The birth and care of the newborn child of the employee;
2. The placement with the employee of a son or daughterchild for adoption or foster care;
3. To care for an immediate family member (spouse, child or parent) with a serious health condition;
4. To take medical leave when the employee is unable to work because of a serious health condition;
5. A qualifying exigency (need) arising out of the fact that the employee’s spouse, son, daughterchild, or
parent is a covered military member of the National Guard and Reserves on active duty (or has been
notified of an impending call or order to active duty) in support of a contingency operation;
6. Military caregiver leave (i.e. covered service member leave) to care for a service member with a serious
injury or illness incurred in the line of duty on active duty. Eligible employees who are the spouse, son,
daughterchild, parent, next of kin (closest blood relative), are entitled to a special leave entitlement of
up to twenty-six (26) weeks to care for a covered service member during a single twelve (12) month
period.
Leave qualifying as FMLA may either be requested by the employee or will be designated as FMLA leave by
the Town when it appears that the reason for the leave fits the Family and Medical Leave Act.
9.98.1 –. Definitions –: The following definitions apply to this Article:
1. Eligible Employee: An employee who has worked for the Town at least twelve months (consecutive or non-
consecutive, provided that the break in service does not exceed seven years unless due to National Guard or Reserve
military service obligations), and has actually worked 1,250 hours (including paid vacation and sick leavetime off) during
the previous twelve (12) month period.
2. Twelve (12) Month Leave Period - The twelve (12) month period used for determining an employee's twelve
(12) week FMLA leave entitlement will be a "rolling" twelve (12) month period measured backward from the date the
employee begins the use of FMLA leave. The employee should submit a written request prior to the start of the FMLA
leave.
3. Covered Service Member: A current member of the armed forces, including a member of the National
Guard or Reserves, who is undergoing medical treatment, recuperation, or therapy, is otherwise in outpatient status,
or is otherwise on the temporary disability retired list, for a serious injury or illness.
4. Qualifying Exigency: Must be one of the following: a) short-notice deployment, b) military events and
activities, c) child care and school activities, d) financial and legal arrangements, e) counseling, f) rest and recuperation,
g) post-deployment activities, h) additional activities that arise out of active duty, provided that the employer and the
employee agree, including agreement on timing and duration of the leave.
5. Serious Health Conditions: An illness, injury, impairment or physical or mental condition that involves: a)
incapacity or treatment as an in-patient in a hospital, hospice, or residential medical care facility, or b) incapacity caused
by a health condition requiring absence from work, school, or other regular daily activities for more than three calendar
days and requiring two visits to a health care provider, with the first visit within seven days of the onset and a second
visit within thirty (30) days of the capacity, or c) incapacity or continuing treatment by a health care provider for a
chronic or long-term health condition requiring periodic health care visits for treatment (at least twice a year), or d)
incapacity due to pregnancy or prenatal care, or e) incapacity that is permanent or long-termdueterm due to a condition
for which treatment may not be effective, or f) absences to receive multiple treatments for a condition that likely would
result in an incapacity of more than three consecutive days if left untreated.
9.98.2 -. Health Insurance Continuation -: The Town will maintain health plan coverage for any employee
who takes FMLA at the same level and conditions that would have applied if the employee had not taken leave. The
employee must continue to pay his or hertheir share of this coverage, either through payroll deduction or over the
counter in the Treasurer'sCollector's Office. If the employee fails to return to work following the expiration of the
period of FMLA leave, the employee will be obligated to pay to the Town the entire Town contribution to the employee's
medical insurance plan for the entire period of FMLA leave, except in certain limited circumstances required by law.
9.98.3 -. Time Off Benefits -: The employee will not shall continue to accrue anytime off benefits such as
vacation time, sick leave, holidays, personal leave, and floating holidays, clothing allowance, seniority, bereavement
leave or other benefits during any unpaid part of leave. After returning from while out on FMLA leave, however, he/she
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will receive all vacation time, sick leave, seniority and other benefits for which he or she was eligible prior to the start
of the leave..
9.98.4 -. Guarantee of Job -: The employee will be able to return to his or hertheir prior position or a position
with equivalent benefits, pay and other terms and conditions of employment. An exception to this guarantee is that
the highest paid ten percent (10 %) employees of the Town may be notified that their leave, or the continuation of their
leave, would cause grievous economic injury to the Town and cannot be granted. If one of these employees elects not
to return to work after such a notice, the Town may then deny later reinstatement.
9.98.5 -. Limits - : The following limits will apply to the leave granted under this Article:
1. Leave for the birth or placement of a child expires at the end of the twelve (12) month period beginning
on the date of such birth or placement;
2. Leave for the birth or placement of a child or placement of a child for adoption or foster care may not be
taken intermittently;
3. Leave for the birth or placement of a child or to care for a sick parent may be limited to a total of twelve
(12) weeks when both a husband and wife work for the Town and are eligible for leave;
4. A son or daughterchild for whom family medical leave may be taken is one under 18 years of age or one
who is incapable of self -care because of mental or physical disability;
5. A son or daughterchild includes an adopted, foster or stepchild, a legal ward or a child of a person standing
in loco parentis;
6. A parent includes biological or adoptive parents of an employee, or a person who stands or stood in loco
parentis to an employee;
7. Spouse means a husband or wife under the Laws of the Commonwealth of Massachusetts;
8. The Town shall require the employee to substitute paid accrued vacation, floating holiday or sick leave for
leave available under the Act;
9. Under this policy, an employee can only substitute paid sick leave for his or hertheir own leave because of
a serious health condition and notor for that of a spouse, son, daughterchild, or parent, except that which is allowed
for family illness in Section 9.2; ;
10.10. Employees who give birth may use up to eight (8) weeks of sick time, unless medical documentation
precludes return to work.
11. Employees whose spouse gives birth may utilize up to two (2) weeks of sick time not counted against
family sick leave.
11. When medically necessary, leave for a serious health condition may be taken intermittently. The Town
may require an employee to provide certification for intermittent leave for planned medical treatment indicating the
timing and duration of treatment. The Town may also require the employee to transfer to a position with equivalent
pay and benefits which may better accommodate recurring periods of leave;
1112. The Town may require thirty (30) daysdays’ notice of planned medical treatment, or such notice as is
practicable;
1213. The Town may require proof from a health care provider of a serious health condition of a family
member or employee, to include:
(a) The date on which condition commenced;
(b) The probable duration of the condition;
(c) The appropriate medical facts about the condition within the knowledge of
the health care provider;
(d) Either a statement that the employee is needed to care for a family member
or that the employee is unable to perform the functions of his or hertheir position;
(e) In the case of intermittent or reduced leave for planned medical treatment,
the dates on which treatment is scheduled and its expected duration;
1314. The Town may require the employee to obtain the opinion of a second health care provider of its
choosing; a third opinion may also be sought which is to be approved by both parties and which is binding. The Town
will pay for these opinions;
1415. The Town may require recertification of the serious health condition during a leave, and may require
an employee to report on his or hertheir status and intention to return to work;
15. An employee must supply the16. The Town withmay require a fitness for duty note from a health
care provider before a return to work from a serious health condition. As a follow-up, the Town may also
send the employee for a fitness for duty appointment with the Town physician, as needed. Said follow-up appointment
will be paid for by the Town.
Section 9.9. Massachusetts Parental Leave Act: The Town will comply with the Massachusetts Parental Leave Act. Any
time taken shall be applied similar to the Family Medical Leave Act including continuous time off benefits accruing and
mandatory use of time off benefits during said leave.
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Section 9.10 -. Massachusetts Domestic Violence Leave Act: Employees are eligible for up to fifteen (15) days of
unpaid leave from work in any twelve (12)-month period if you or a family member are a victim of abusive behavior
and you are using the leave from work to:
• seek or obtain medical attention, counseling, victim services or legal assistance;
• secure housing;
• obtain a protective order from a court;
• appear in court or before a grand jury;
• meet with a district attorney or other law enforcement official;
• attend child custody proceedings directly related to the abusive behavior; or
• address other issues directly related to the abusive behavior.
The perpetrator of the abusive behavior against a family member is not eligible for Domestic Violence
Leave. Employees are required to notify the Town of Reading in advance of the employee’s need to take domestic
violence leave, unless there is a threat of imminent danger to the employee or the employee’s family member. If
there is such a threat, you must provide notice within three (3) workdays following the absence.
In addition to notice of the need for leave, the employee must provide documentation of the reason for the
leave, including any of the following: a protective order; a document printed on the official letterhead of a court or
other agency or other official letterhead from which the employee sought assistance related to abusive behavior; a
police report or statement to police; official adjudication documents showing the perpetrator’s involvement in the
criminal justice system; documentation of medical treatment; a sworn statement from a professional advocate; or the
employee’s own sworn statement, executed under penalty of perjury.
All information related to Domestic Violence leave will be kept confidential by the Town and will not be
disclosed, except in limited circumstances in accordance with applicable law.
For purposes of this policy, “family member” means persons:
• who are married to one another;
• in a substantive dating or engagement relationship and who reside together;
• having a child in common regardless of whether they have ever married or resided together;
• in a parent, step-parent, child, step-child, sibling, grandparent or grandchild relationship; or
• in a guardianship relationship.
Employees are required to use all annual, vacation, personal, or sick leave already available prior to requesting or
taking leave under this policy. To the extent an employee is eligible for leave under the federal Family and Medical
Leave Act (“FMLA”) and the Massachusetts Domestic Violence Leave Act, such leaves will run concurrently.
Section 9.11. Unpaid Leaves of Absence other- Other than FMLA Leave:
The Town Manager may grant leaves of absence, other than leave under the Family Medical Leave Act leave,
for good cause without pay to all employees. In reviewing requests for leave, consideration shall be given to:
1. The nature of the reason;
2. The employee's work record;
3. Impact on operation of the Town.
The leave may be immediately canceled if the employee unilaterally does not comply with the terms of the
leave agreed upon.
All requests for leave must be in writing, and a recommendation by the Department Head in writing is
required.
The period of absence in excess of thirty (30) days shall not be included in an employee's time of continuous
service in determining seniority, longevity and determining vacation.
The rate of pay for an employee returning from a leave of absence shall be the applicable pay for the same
position which the employee held immediately prior to the leave, if the employee is returning to the same position.
Benefits will not accrue during a leave of absence in excess of thirty (30) days. Specifically, no paid holidays,
vacation, floating holidays or, sick leave or seniority will accrue.
The Town will not make any payment toward an employee's health or life insurance plans for the period of
the leave in excess of thirty (30) days. Employees have the option, however, of maintaining their coverage after the
thirty (30) day period by paying the full premium cost. The Treasurer'sor COBRA rate, as applicable. The Collector's
Office must be notified by the employee if coverage is desired so that the premium cost can be paid directly by the
employee for the period of the leave.
Section 9.11 –12. Small Necessities Leave Act:
The Small Necessities Leave Act provides up to twenty-four (24) hours of unpaid leave during any twelve (12-)-month
period to an eligible employee for the purpose of:
1. participating in school activities directly related to the educational advancement of the employee’s child,
such as parent-teacher conferences or interviewing for a new school;
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2. accompanying the employee’s child to routine medical or dental appointments, such as check-ups or
vaccinations; and
3. accompanying an elderly relative of the employee to routine medical or dental appointments and
appointments for other professional services related to the elder’s care, such as interviewing at nursing
or group homes.
This leave is in addition to any leave the employee may be entitled to under the
Family and Medical Leave Act (FMLA).
9.1112.1. Eligibility -: The following shall be conditions for eligibility under this Section:
Those who have been employed for at least twelve (12) months;
Those who have provided at least 1,250 hours of service, including paid vacation time off, in the twelve
(12) month period prior to the leave request.
and sick leave in the twelve (12) month period prior to the leave request.
9.1112.2. Timing of Twelve (12) Month Leave Period -: The twelve (12) month period used for determining
an employee's 24 hours of leave entitlement will be a "rolling" twelve (12) month period measured backward from the
date the employee begins the use of the leave.
9.11.3 9.12.3. Limits –: The following limits will apply to the leave granted under this section:
1. An employee is required to provide his/hertheir employer with at least seven (7) daysdays’ notice when
the need for leave is foreseeable. If the need for leave is not foreseeable, the employee is required to provide the
employer with such notice as is practicable under the circumstances.
2. The Town shall require the employee to substitute paid accrued vacation, floating holiday or sick leave for
any of the leave available under this Act. However, an employer is not required to provide paid sick leave in any
situation in which the employer would not normally provide such leave.
3. An employee may take leave under this Act on an intermittent or reduced leave basis.
Section 9.12 -13. Holidays:
9.1213.1. All regular full time and regular part time employees who work twenty (20) or more hours per week
shall be entitled to the following eleven (11twelve (12) holidays, in accordance with Commonwealth’s schedule, with
pay when they fall within thetheir regular work weekworkweek:
New Year’s Day Memorial Day Columbus Day
Martin Luther King Jr. Day Juneteenth Independence Day Veteran’sVeterans Day
President’s DayWashington’s
Birthday Independence Day Thanksgiving Day
Patriot’sPatriots' Day Labor Day Christmas Day
9.1213.2. At the beginning of each calendar year the TownHuman Resources will notify employees on which
week day a holiday will be celebrated and/or observed if it is scheduled to fall on a weekend day.
9.1213.3. In the event a non-exempt employee is required to work on a Town-recognized holiday, he/shethey
shall be compensated for the number of hours worked at double time. In the event an exempt employee is required to
work on a Town-recognized holiday, he/shethey will be given an alternative day off within twenty -eight (28) calendar
days at the convenience of the Department.
9.12.4. A "floating holiday" is a day off to be taken at the employee's discretion with the prior approval of the
Department Head. Each employee will be given two (2) floating holidays per calendar year, and the holidays must be
used in that calendar year. A floating holiday will not be available to an employee during his/her probationary period.
9.12.5. 9.13.4. In order to qualify for paid holidays, an employee shall have been employed on the last
regularly scheduled work day prior to, and the next regularly scheduled day following such holiday.
9.12.6. An employee13.5. As Town Hall is closed on Fridays, employees who is notwork their normal
scheduled to work onhours during the day of a holidayMonday-Thursday workweek shall take holiday time on one of
his/her regularly scheduled daysforfeit holidays that weekare celebrated/observed on Fridays and Saturdays.
9.12.7. Any employee hired after May 31st and who has completed the probationary period before Jan 1st
may carryover the prorated floating holiday hours into the following year to be used by June 30th.
9.13.6. Employees who work five (5) day workweeks shall receive Fridays off if the Commonwealth
celebrates/observes a particular holiday on a Saturday.
Section 9.13 -14. Vacations:
Paid vacations are available to all regular full time and regular part time employees who work twenty (20) or
more hours per week. Vacation time shall be earned on a monthly basis but advanced annually. The following applies
to all non-exempt employees as defined in Section 3.6.5. Alland exempt employees, as defined in Section 3.6.4, will be
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eligible for one more additional vacation week than described in Sections 9.13.1 through 9.13.5 below3.6.5 and 3.6.4.
See the chart below.
9.1314.1. Vacation shall accrue at the rate of 5/6 days per month for the remaining portion of the calendar
year in which the employee is hired. Thereafter, vacation will be advanced to an employee on January 1 for the entire
calendar year. No paid with the expectation that the employee will continue to work for the Town and accrue the
vacation will be taken during the probationary period, which was advanced on January 1, over the course of that entire
calendar year.
9.1314.2. Two (2) weeks' vacation with pay will be advanced to all regular employees beginning January 1
after their employment.
9.1314.3. Three (3) weeks' vacation with pay will be advanced to all regular employees beginning on the date
of completion of their fifth year of continuous service. On January 1 of the year in which the completion of the fifth
year of continuous service is to be met, the vacation advanced will be the two (2) weeks earned plus the prorated
amount of the third week earned that year.
9.1314.4. Four (4) weeks' vacation with pay will be advanced to all regular employees beginning on the date
of completion of their tenth year of continuous service. On January 1 of the year in which the completion of the tenth
year continuous service is to be met, the vacation advanced will be three (3) weeks earned plus the prorated amount
of the fourth week earned that year.
9.1314.5. A fifth week of vacation with pay will be phased in for all regular employees who have completed
their twentieth year of continuous service. On January 1 of the year in which the completion of the 20th, 21st, 22nd,
23rd or 24th year of continuous service are to be met, one (1) additional day each year of vacation in addition to the
four (4) weeks previously earned will be advanced so that upon the completion of the 24th year of service, a total of
five (5) weeks of paid vacation will be earned.
VACATION SCHEDULE FOR ALL ELIGIBLE EMPLOYEES
NUMBER OF VACATION DAYS
Completed years of employment
COLUMN A
Non-Exempt Employees
COLUMN B
Exempt Employees
0 – 4 10 15
5 – 9 15 20
10 20 21
11 20 22
12 20 23
13 20 24
14 20 25 (maximum)
15 – 19 20
20 21
21 22
22 23
23 24
24 25 (maximum)
9.1314.6. The Town Manager may set a different vacation schedule based upon relevant years of service with
another municipality, the Commonwealth of Massachusetts, or in the private sector.
9.1314.7. Vacations must be taken within the calendar year. An employee advanced up to three (3)
weeksweeks’ vacation may elect to carry over one week of vacation into the next calendar year. An employee advanced
four (4) weeks or more vacation may carry over up to two (2) weeks of vacation into the next calendar year. Any vacation
carried over must be taken by June 30th of the next calendar year. All carryAny unused time will be forfeited. Time
carried over must have prior approval of the Department Head. Any additional carryover must be approved by the
Town Manager.
9.1314.8. Vacations are scheduled under the direction of the Department Head at the convenience of the
Department.
9.1314.9. If a holiday falls within the vacation period, one day willthe employee shall not be added to
thecharged vacation. pay, but rather holiday pay, as applicable.
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Town of Reading Personnel Policies October 6, 2009 DRAFT August 30, 2022
9.1314.10. Whenever the employment of a person is terminated during the year by dismissal through no fault
or delinquency on his/hertheir part, or by resignation in good standing, retirement or death, he/shethey or his/hertheir
estate shall be paid at the regular rate of compensation payable at the termination of employment, an amount in lieu
of earned but unused vacation.
9.1314.11. An employee who terminateswhose employment is voluntarily or involuntarily terminated with
the Town and who has takenshall forfeit
Any vacation in excess of that which hasbalance advanced on January 1 but not yet accrued by the employee that
calendar year (determined on
the monthly accrual basis referred to in 9.13.1) 14.1) as of the termination date. Any such employee who has taken
vacation
in excess of that which the employee has accrued that calendar year as of the termination date (pursuant to 9.14.1)
must compensate the Town for the excess vacation taken either directly or by withholding from paychecks. Employees
who are retiring and give at least six (6) months notice will be entitled to the full year'syear’s paid vacation without pro-
ration.
This option is available only once. If, after giving six (6) months notice, an employee decides not to retire, the employee
may not take advantage of this option again.
Section 9.1415. Floating Holidays:
A “floating holiday” is a day that is taken at the employee’s discretion with the prior approval of the
Department Head. Each employee will be given two (2) floating holidays per calendar year which must be used within
that calendar year. Unused floating holiday time cannot be carried over into the next calendar year.
Section 9.16. Group Health and Life Insurance Benefits:
The Town complies with State Law regarding group health and life insurance. The Town will provide and may
amend a package of group health and life insurance benefits to its regular full time and regular part time employees
who work twenty (20) or more hours per week. Employees have a right to choose from among available medical
benefits or may decline such benefits.
The benefit plan, if any, in effect for each employee at the time of retirement shall be in accordance with the
plan to which the employee is entitled. Public Employee Committee’s written agreements. The Town recognizes the
validity of a coalition bargained agreement dealing with the subject of group health and life insurance, and the Town
and its employees recognize that, unless there is a change in State statutes to the contrary, they are bound by this
agreement as it may be modified through the coalition bargaining process from time to time.
Section 9.15. Employee Awards:
The Town may establish and operate, in accordance with Chapter 40-5-43 of the Laws of the
Commonwealth, an Awards Program for Reading Town Employees to provide for the recognition of outstanding
performance by an employee(s) as follows:
1. In making suggestions that result in cost savings to the Town, or providing better service to Town residents;
2. Act of bravery or heroism;
3. Development of a more efficient manner of performing required jobs;
4. Provision of outstanding service to the Town or its residents;
5. Accomplishments of an outstanding nature in the employee's profession;
6. Other similar areas that shall be determined from time to time.
The Reading Employee Awards Committee (REAC) shall consist of the Town Manager; one employee from
each department appointed by the Town Manager for staggered three (3) year terms, and a member of the Board of
Selectmen appointed by the Board for a one (1) year term. The REAC shall also administer special employee awards as
may be established.
Receipt of an employee award shall be entered in the employee's permanent personnel record.
Section 9.1617. Employee Assistance Program:
The Town of Reading may offer its regular employees and/or their immediate families an Employee Assistance
Program hereafter known as "EAP". The goals of this program are:
1. To retain valued employees;
2. To restore productivity through early identification of personal problems; and
3. To motivate employees to seek help with life management problems.
The EAP consists of an outside counseling group retained by the Town to provide professional counseling and
referral services. Their trained personnel can quickly assess an employee's problem, provide short-term counseling
and/or referral and follow-up services until the problem is resolved.
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Talking to an EAP counselor is free. Costs occur to the employee only if professional help is recommended by
the counselor. Most professional services will be covered, either partially or totally, by the employee’s existing health
insurance.
Information on the EAP will be posted prominently, will be available in all Town buildings, and will be available
from Department Heads and the Human Resources DivisionDirector.
An employee's private life is not the concern of the Town. However, when an employee's personal life
problems and stress begin to affect his/hertheir job performance or attendance, the matter becomes a justifiable
concern of the Town.
When an employee's job performance is impaired, normal supervisory assistance will serve as the motivation
by which employee's job performance will return to an acceptable level in most cases. In those cases where normal
remedial or supervisory assistance does not correct performance problems, outside or personal problems may be the
cause.
The Town encourages all employees experiencing physical illness, mental or emotional distress, financial
hardships, marital or family difficulties, substance abuse or addiction, legal problems or any other concerns, to seek
appropriate help. In most cases, identifying the problem and receiving appropriate assistance will lead to its successful
resolution. The Town supports and encourages employees in their efforts to resolve personal or family problems.
The Town believes an employee's job performance may be affected by the problems of family members. For
this reason, the Town extends the same offer of assistance to the immediate family of all regular employees.
All contacts with the Employee Assistance Program are completely confidential. Records are kept at the EAP
offices, and may not be released without the employee's written consent.
The Town's concern with life management problems is strictly limited to an employee's job performance.
Employees are assured that their job security, future reputation or promotional opportunities will not be jeopardized
by participation in the EAP.
Participation in the EAP is, however, voluntary. In cases where a supervisor has suggested the services of the
EAP, the employee may elect not to take advantage of it. Where disciplinary action has been initiated, such procedures
will continue. Disciplinary action may continue whether or not an employee participates in the EAP. If an employee
does take advantage of the EAP, it still remains the employee's responsibility to meet job requirements. The EAP is
meant to be a positive adjunct for employees, not a way to excuse substandard performance.
Section 9.17. Employee18. Professional Development:
It is the policy of the Town of Reading to encourage employeeprofessional development on the part of regular
full time and regular part time employees when the employeeprofessional development will enable them to better
perform their current jobs, and when it will prepare them for advancement and promotion within the Town.
EmployeeProfessional development may include conferences, seminars, non-accredited courses, accredited
college courses, college courses while enrolled in a degree program and enrichment programs offered by the Town or
an outside organization.
In order to encourage employeeprofessional development, the Town will, with Department Head approval,
and as the budget process allows, may pay for costs reasonably related to the programs included in the definition of
continuing education. These costs may include tuition, fees, registration and books and publications. Parking, mileage
or other transportation, meals and lodging, if the program is away from the immediate area, will be evaluated on a
case-by-case basis, and may be paid when the employeeprofessional development is directly related to the existing job
of the employee and is not part of a degree program.
Attendance at employeeprofessional development programs is dependent upon the following:
1. 1. The employee must have completed the probationary period;
2. 2. The employeeprofessional development program must be related to the employee's current job or a
3. job that can reasonably be expected to be available with the Town in the near future;
4. 3. Adequate appropriation in the Municipal Budget dedicated to employeeprofessional
development;
5. 4. The Division or Department Head must feel that attendance at the program will not adversely
affect the functioning of the Division or Department in the employee's absence;
6. 5. Application to attend the program must be made in writing and approved by the Division and
Department Head and the Town Manager in advance of the beginning of the program;
7. 6. The employee must complete the program with a grade of "“C" or better with satisfactory
completion of the course if the course is ungraded.
An employee A professional development program that is directly related to a current job held by an
employee may be taken during working hours.
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Section 9.1819. Office Closings:
In extreme cases, the Town Manager may order the closing, late opening or early closing of non-essential
buildings such as the Town Hall or the Library. Every effort will be made to contact employees directly either by “such
as telephone trees” calls, text messages, email and/or electronic notification. the Town’s web-based presence.
Department Heads should follow-up with their staff to ensure this communication is received. In such instances,
employees scheduled to work will not be charged for the time off, but neither will employees who had already arranged
for. Those scheduled to not work due to vacation or some other paid time off will still be credited with thatcharged in
accordance with their pre-arranged paid time. off usage.
In cases of severe weather and driving conditions, the Town will exercise flexibility in arrival and leaving times,
so long as the time is made up or charged to vacation or floating holiday leave.
In cases where an employee feels personally at risk due to extreme weather conditions, or other extreme
emergency, and an office closing or delay has not been ordered, the employee may make up the time or take accrued
vacation or floating holiday leavepaid time off (excluding sick time) for that day or part of a day that he/she chooses
not to come to work or chooses to leave earlyhours missed.
It is the responsibility of the Department Head to ensure that there is adequate office coverage at all times
when Town buildings are open for business.
Section 9.1920. Personal Property:
The Town shall reimburse employees for the reasonable replacement cost of personal property (glasses,
artificial teeth, watches, etc.) which is required by the job and damaged by accident in the course of employment.
Employees should use all reasonable precautions to prevent loss or damage by accident to personal property.
Section 9.21. Technology Equipment and Internet Usage:
The Technology Division shall administer policies that remain up to date regarding, but not limited to, best
practices, equipment usage and security protocols. These shall pertain to all employees that utilize Town-issues
equipment such as desktop computers, laptops, cell phones, office phones, printers, facsimile machines, copiers, tablets
or any other equipment under the jurisdiction of the Technology Division. All equipment shall only be used for Town-
related business and not personal or other use.
The Town’s Internet access shall only be used for business purposes. Employees should not use the access for
non-related business purposes.
Section 9.22. Remote Work:
As a public employer, the Town is expected to provide in-person customer service to its constituents.
However, temporary telecommuting arrangements may be approved for circumstances such as inclement weather or
special projects. These arrangements are approved on an as-needed basis only, with no expectation of ongoing
continuance, and shall not exceed more than one (1) working day per week. These temporary arrangements are to be
pre-approved by the Department Head.
In extraordinary circumstances, as determined by the Town in its sole discretion, an employee may
be permitted to work remotely on a regular or ad hoc basis. Requests of this nature shall be made to the
Department Head, who, if accepting the request, shall gain approval from the Town Manager and Human
Resources Director prior to permitting remote work. The employee shall be notified in writing of the decision
on their request along with any conditions of continuance. Employees that work remotely are expected to perform
their regular essential duties during their normal work hours. Should an employee need to step away from their work,
they must notify their immediate supervisor to make them aware of their absence. Time not worked during said
absence shall be made-up or substituted with paid time off (excluding sick time, as applicable). Employees shall be held
accountable for their time spent on remote work as though they were in the office.
ARTICLE 10: DISCIPLINARY ACTION
Disciplinary action is the action taken as a result of unsatisfactory performance, absenteeism, or misconduct
by an employee.
Among those actionsActions which may result in immediate suspension without pay, demotion or dismissal
are the followingcould include but are not limited to:
1. 1. Absence from duty for one (1) work day or more without notice and/or without approval of the
employee's supervisor. This shall be termedconsidered a resignation not in good standing;
2. 2. Insubordination or serious breach of disciplineprofessional conduct;
3. 3. Intoxication or use of alcohol, drugs or controlled hazardous substances while on duty;
4. Chronic A pattern of chronic or excessive absenteeism; not related to a legitimate illness;
4. 5. Disorderly conduct while on duty;
5. 6. Breaking of any Town, State or Federal law while at work;
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6. 7. Conviction of a criminal act or offense;
7. 8. Negligence, willful damage or private use of public property or of public supplies;
8. 9. Use or attempt to use one's authority or official influence to control or modify the
political actions of any Town employee, or engaging in any form of political activity during working hours.
This list is for illustrative purposes only.
Action for the offenses listed below will generally be taken in the following order: oral reprimand, written
reprimand, suspension with or without pay, demotion and dismissal. The Town reserves the right to takeadvance to
any formstage in the order of disciplinary actiondiscipline, including dismissal, for any offense depending on the
seriousness of the offense, or where it believes the public health, safety, or welfare warrants other action or where the
Town Manager believes other action is necessaryappropriate.
1. 1. Neglect of duty;
2. 2. Failure to report to work after authorized leave has expired, or after such leave has been disapproved
or revoked;
3. 3. Incompetence or inefficiency;
4. 4. Willful violation of any statutes, rules, regulations, Departmental regulations, or policies relating to
Town employees.
Oral reprimands may be administered by the Department Head or by the Town Manager. An employee who
is issued an oral reprimand will be specifically informed of the oral reprimand, and the Department Head may keep a
written notation of the oral reprimand although that notation will not be kept in a personnel file.
A written reprimand may be issued by the Department Head with a copy to the Town Manager, or by the
Town Manager directly with a copy to the Department Head, and a copy will be included in the personnel file.
All other forms of discipline will be administered by the Town Manager upon consultation with the
Department Head. A record of all disciplinary action (except for oral reprimands) will be included in the employee's
personnel file.
Any employee being disciplined shall have a right to be informed of the charges and penalties assessed, and
shall have a right to discuss these with the Department Head or Town Manager, whoever is administering the discipline.
Appeal from a disciplinary action may be made in accordance with Article 11.
ARTICLE 11: COMPLAINTS PROCEDURE
All differences, disputes and complaints that may arise between Town employees and their respective
Departments shall be considered at reasonable times during working hours and handled in the following steps:
Step 1-: Within seven (7) calendarfive (5) business days following the incident which gave rise to the
complaint, the aggrieved employee may take his/hertheir complaint to the immediate supervisor for resolution. If the
matter is not resolved to the satisfaction of the employee within two (2) workingbusiness days, the employee may
proceed to Step 2.
Step 2 -: Within seven (7) calendarfive (5) business days following the completion of Step 1, the employee
may meet with his/hertheir immediate supervisor and the appropriatetheir Department Head to resolve the complaint.
If the complaint is not resolved to the satisfaction of the employee within seven (7) calendarfive (5) business days, the
employee may proceed to Step 3.
Step 3 -: Within seven (7) calendarfive (5) business days following the completion of Step 2, the employee
may notify the Town Manager, in writing, of his/hertheir complaint . If the complaint is not resolved to the satisfaction
of the employee within fourteen (14) calendar days, the complaint may proceed to Step 4.
Step 4 - Within seven (7) calendar days following the completion of Step 3, the employee may request a
meeting with the Board of Selectmen. The meeting shall be held within twenty eight (28) calendar days of the request..
The decision of the Board of SelectmenTown Manager shall be final and binding upon all parties concerned.
All differences, disputes and complaints that may arise between Library employees and their supervisors shall
be handled in the manner stated above, except the Board of Library Trustees shall be substituted for the Town Manager
in Step 3.
ARTICLE 12: CONFLICT WITH CIVIL SERVICE AND OTHER REGULATIONS
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Town of Reading Personnel Policies October 6, 2009 DRAFT August 30, 2022
Nothing in this Policy shall be construed to conflict with Chapter 31 of the Massachusetts General Laws.
To the extent that these policies conflict with applicable Civil Service or other requirements, and the Civil
Service or other requirements are binding on the Town, the Civil Service or other requirements shall apply only to the
extent that there is a conflict.
Generally, to the extent there is any conflict between the terms of these personnel policies and the Charter
or the By-Laws, the terms of the Charter or the By-Laws shall control. If there is any conflict between the terms of these
personnel policies and any written or collective bargaining agreement, the terms of the written contract or collective
bargaining agreement shall control only to the extent that there is a conflict.
ARTICLE 13: EFFECT OF INVALIDITY
The invalidity of any section or provision of this policy shall not invalidate any other section or provision
thereof.
ARTICLE 14: EFFECTIVE DATE
This policy is effective as of the date it is approved by the Select Board of Selectmen. . This policy will not be
construed to deprive any person employed at the effective date of this policy of any promotional right in normal career
development, nor change the existing status of any employee. However, the Town may modify schedules, shifts,
squads, or work units to eliminate any potential for conflict under this policy.
Original Adoption: December 1988
Revised: December 18, 1990
September 13, 1994
August 26, 1997
December 14, 1999
May 21, 2002
April 15, 2003
October 6, 2009
January 18, 2022
The following schedules are available from the Human Resources AdministratorDirector.
Schedule A-1, Classification Plan
Schedule B-1, Compensation Plan
Schedule A-2, Classification Plan - Seasonal Employee
Schedule B-2, Compensation Plan - Seasonal Employee
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DIANE MORABITO, CPA
___________________________________________________________________________________________________________
SUMMARY:
•Extensive accounting experience in real estate, manufacturing, non-profit, and apparel-based industries
•Strong work ethic, dedicated, efficient, detail oriented and well organized
•Demonstrated ability to communicate clearly and work positively with others to reach a common goal
•Ability to manage tight deadlines and prioritize workloads with a high degree of accuracy
in a fast-paced environment
PROFESSIONAL WORK EXPERIENCE
SELF-EMPLOYED Lynnfield, Massachusetts
Bookkeeping Services November 2018 – Present
•Assisted client with all tasks to transition from a manual system to Yardi
•Prepare monthly review of general ledger for a Real Estate company and monthly entries to ensure accurate book balances
•Preparation of payroll journal entries for the management company
•Reconciliation of all cash accounts and general ledger accounts
•Perform ad-hoc requests from the CEO
•Created templates for Balance Sheet, Profit and Loss Statements, and respective groupings
•Prepare Profit and Loss Statements as needed
NEW ENGLAND CONFECTIONERY CO., INC. Revere, Massachusetts
Controller January 2015 – November 2018
•Directed the work of the Finance and AR Manager
•Co-managed Accounts payable staff and Payroll staff of two
•Managed and supervised all aspects of the Finance department, including A/R, Commissions Analyst, and Finance team
•Assisted and supported CFO with various analysis and special projects
•Prepared and reviewed monthly financial statements
•Coordinated physical inventory counts with operations departments
•Documented policies and procedures for the finance department
•Coordinated the year-end audit with third party independent auditors
•Prepared and reviewed monthly financial statements
•Prepared annual budgets for the company in coordination with department heads
•Organized monthly meetings with department heads to review budget vs. final cost
•Created and distributed operational reports on a monthly basis to assist managers in monitoring weekly/monthly spend against
budget
•Established monthly review process to track use tax
•Reviewed purchase price variance reports daily and identified variances
•Reviewed and approved reconciliations monthly
•Coordinated the state and federal tax filings with a third-party accounting firm
•Worked with insurance agencies to obtain certificate of liabilities
•Created and maintained a permanent folder file to house all invaluable documents(j.e. loan agreement s, contract, licenses, tax
documents, etc.)
•Upon operations ceasing, I was the only employee (from 500) maintained to quickly learn and perform ALL roles within the
company.
Accounting Manager June 2013 – December 2014
•Directed the work of the Staff accountant
•Oversaw the audit process
•Converted month-end close to a five-day process publishing financials timely
•Responsible for commissions calculation and analysis
•Stream lined the commissions reporting process by creating a master table and making revisions to RSM and Broker sales
reports
•Created and implemented journal entry and reconciliation preparation and approval process
•Created and implemented CAPEX policy and tracking spreadsheet for department heads
•Created spend budgets for Company
•Preparation of weekly and monthly spend
•Preparation of timely financials
•Reconciled intercompany transactions
•Preparation of use tax returns filings
•Preparation of Census filings
•Hired and trained accounting staff
ORCHARD BRANDS Beverly, Massachusetts
Accounting Manager August 2011- May 2013
•Managed the month-end close process including the generation of internal financial reporting
•Provided analysis of monthly financial statements and underlying statements
•Reviewed all balance sheet reconciliations and assess the risk exposure for any identified variances
•Directed a staff of two to manage the financial functions and processes
•Established and maintained effective communication and coordination with company personnel, departments, and
management
•Reviewed the bi-monthly and monthly Borrowing Base schedules to ensure they are accurate
•Responsible for preparing year-end cash flow and footnote disclosure templates for corporate
•Worked closely with financial auditors(Grant Thornton LLP and PricewaterhouseCoopers) to successfully achieve
audited financial statements with minimal audit adjustments
•Assisted corporate and work with staff to complete bank requests to ensure the timely completion of quarterly bank audits
•Coordinated information requests from various corporate groups and ensure timely respo nses
•Prepared and file sales tax in timely manner
•Preparation of inventory in-transit schedules and reconciliation of landed costs
Senior Accountant June 2007 – August 2011
•Preparation of monthly consolidated balance sheet and profit and loss statements submitted to corporate
•Produced analysis to support the understanding of the monthly financial statements
•Assisted the senior financial manager with the month end close process
•Served as liaison between corporate and the brands, identifying and resolving problems
•Maintained the intercompany activity and report activity to each brand (ten companies)
•Prepared borrowing base schedules and supporting accounts receivable and inventory schedules
•Recorded catalog sales and related income entries
•Responsible for recording debt entries and reconciliation of monthly line of credit activity
•Generated monthly journal entries, including all accruals, requiring judgment and analysis
•Conducted monthly balance sheet reconciliation and analysis
•Perform a variety of ad-hoc assignments working directly for senior management
•Served as financial accounting lead on initial third party contract entered into by the company and provided entries to all
brands
•Established reconciliation process of shared service department balances
•Developed and implemented reconciliation process for monthly sales
•Assisted in preparing for yearly external audit conducted by PriceWaterhouseCooper s
•Prepared Add-back schedules for all below-the line items submitted to the bank
•Recorded catalog amortization entries
•Provided back-up support for cash accountant, which included updating cash activity worksheets to arrive at the daily cash
requirements
•Nominated for the Appleseed’s Excellence Award by both management and peers in the categories of Growth and
Teamwork
ROMAN CATHOLIC ARCHDIOCESE OF BOSTON Brighton, Massachusetts
Senior Accountant May 2005 - May 2007
•Prepared and monitored weekly cash flow projections to address cash flow requirements for all operating
accounts
•Prepared monthly bank reconciliations and analysis of all accounts, including timely follow up on resolving
reconciling items
•Prepared and entered journal entries to ensure all accounts were in compliance with GAAP
•Prepared monthly workpapers to support financial statement activity
•Prepared monthly flux analysis for balance sheet accounts, income and expense accounts to identify and research
any significant fluctuations
•Prepared monthly and year end GAAP financial statements
•Communicated with department heads and agency directors regarding accounting transactions and analysis
•Assisted in the implementation and compliance of policies and procedures, as well as enhancements of financial
and accounting systems and processes
ERCOLINI & COMPANY LLP Boston, Massachusetts
Supervisor September 1997 - July 2004
•Supervised and conducted audits, reviews, compilations and other special engagements
•Responsible for the overall administrative planning of audit and tax engagements
•Responsible for determining the scope of audit engagements, audit objectives and preparation of detailed audit
procedures
•Developed and implemented audit procedures for new accounting and auditing pronouncements
•Reviewed audit work, financial statements, and various assignments of staff
•Responsible for the supervision, administrative control and professional dev elopment of staff members
•Developed and monitored budgets for staff and engagements as a whole
•Planned and supervised staff in the testing of system internal controls and the recommendation of procedural
improvements
•Preparation of various financial statements and tax returns (i.e. Individuals, Partnerships, and Corporations)
•Created, developed and instructed an educational seminar on various technical compliance standards and pronouncements
•Created technical compliance guidance manual for firm employees
•Maintained key client contacts and relationships
EDUCATION
NORTHEASTERN UNIVERSITY Boston, Massachusetts
Bachelor of Science Degree in Business Administration GPA 3.8
Concentration in Accounting
PROFESSIONAL AFFILIATIONS
American Institute of Certified Public Accountants, Massachusetts Society of Certified Public Accountants, Phi Kappa Phi
COLLEGE HONORS
Summa Cum Laude, Phi Kappa Phi, Beta Gamma Sigma, All-American Scholar, Golden Key National Honor Society, Deans List - all
quarters, University Honors Program, National Deans List, National Collegiate Business Awards Winner, Lyman A. Keith Memorial
Scholarship, Sons of Italy Scholarship
COMPUTER SKILLS
Microsoft Excel, Microsoft Word, WordPerfect, Commerical Ware, Infinium, Business Planning Consolidation Software, Go-system
Audit Software, FAST Tax, Profx Tax Software, RIA Tax Research, BNA Tax Planning Software
effective June 20, 2022
ANNUAL (based on a 37.5 hr workweek) Salaries are rounded to the nearest dollar
Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14
A 34,671$ 35,354$ 36,075$ 36,777$ 37,518$ 38,279$ 39,020$ 39,819$ 40,619$ 41,438$ 42,257$ 43,095$ 43,973$ 44,850$
B 38,142$ 38,883$ 39,663$ 40,463$ 41,262$ 42,101$ 42,939$ 43,797$ 44,675$ 45,572$ 46,488$ 47,405$ 48,360$ 49,335$
C 41,945$ 42,783$ 43,622$ 44,499$ 45,396$ 46,313$ 47,249$ 48,165$ 49,140$ 50,115$ 51,129$ 52,143$ 53,196$ 54,269$
D 46,137$ 47,073$ 47,990$ 48,965$ 49,940$ 50,934$ 51,968$ 53,001$ 54,054$ 55,146$ 56,238$ 57,369$ 58,520$ 59,690$
E 50,759$ 51,773$ 52,806$ 53,840$ 54,932$ 56,024$ 57,135$ 58,286$ 59,456$ 60,645$ 61,874$ 63,102$ 64,370$ 65,657$
F 55,829$ 56,940$ 58,071$ 59,241$ 60,411$ 61,620$ 62,868$ 64,136$ 65,423$ 66,710$ 68,055$ 69,401$ 70,785$ 72,228$
G 61,406$ 62,634$ 63,882$ 65,150$ 66,476$ 67,802$ 69,147$ 70,532$ 71,936$ 73,398$ 74,861$ 76,343$ 77,883$ 79,443$
H 67,548$ 68,913$ 70,278$ 71,682$ 73,106$ 74,588$ 76,070$ 77,591$ 79,151$ 80,730$ 82,349$ 83,987$ 85,683$ 87,380$
I 74,315$ 75,797$ 77,298$ 78,858$ 80,438$ 82,037$ 83,675$ 85,352$ 87,068$ 88,784$ 90,578$ 92,372$ 94,224$ 96,116$
J 81,725$ 83,382$ 85,040$ 86,717$ 88,472$ 90,246$ 92,040$ 93,893$ 95,745$ 97,676$ 99,626$ 101,634$ 103,643$ 105,729$
K 89,895$ 91,709$ 93,522$ 95,414$ 97,325$ 99,275$ 101,244$ 103,272$ 105,339$ 107,445$ 109,610$ 111,794$ 114,036$ 116,318$
L 98,885$ 100,874$ 102,902$ 104,949$ 107,036$ 109,181$ 111,365$ 113,607$ 115,869$ 118,190$ 120,549$ 122,948$ 125,424$ 127,940$
M 108,791$ 110,975$ 113,178$ 115,440$ 117,761$ 120,120$ 122,519$ 124,956$ 127,452$ 130,026$ 132,620$ 135,252$ 137,982$ 140,732$
HOURLY
Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14
A 17.78 18.13 18.50 18.86 19.24 19.63 20.01 20.42 20.83 21.25 21.67 22.10 22.55 23.00
B 19.56 19.94 20.34 20.75 21.16 21.59 22.02 22.46 22.91 23.37 23.84 24.31 24.80 25.30
C 21.51 21.94 22.37 22.82 23.28 23.75 24.23 24.70 25.20 25.70 26.22 26.74 27.28 27.83
D 23.66 24.14 24.61 25.11 25.61 26.12 26.65 27.18 27.72 28.28 28.84 29.42 30.01 30.61
E 26.03 26.55 27.08 27.61 28.17 28.73 29.30 29.89 30.49 31.10 31.73 32.36 33.01 33.67
F 28.63 29.20 29.78 30.38 30.98 31.60 32.24 32.89 33.55 34.21 34.90 35.59 36.30 37.04
G 31.49 32.12 32.76 33.41 34.09 34.77 35.46 36.17 36.89 37.64 38.39 39.15 39.94 40.74
H 34.64 35.34 36.04 36.76 37.49 38.25 39.01 39.79 40.59 41.40 42.23 43.07 43.94 44.81
I 38.11 38.87 39.64 40.44 41.25 42.07 42.91 43.77 44.65 45.53 46.45 47.37 48.32 49.29
J 41.91 42.76 43.61 44.47 45.37 46.28 47.20 48.15 49.10 50.09 51.09 52.12 53.15 54.22
K 46.10 47.03 47.96 48.93 49.91 50.91 51.92 52.96 54.02 55.10 56.21 57.33 58.48 59.65
L 50.71 51.73 52.77 53.82 54.89 55.99 57.11 58.26 59.42 60.61 61.82 63.05 64.32 65.61
M 55.79 56.91 58.04 59.20 60.39 61.60 62.83 64.08 65.36 66.68 68.01 69.36 70.76 72.17
FY23 - based on hours =1,959.0 (52 weeeks + one 9hr day)
Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14
A 34,831$ 35,517$ 36,242$ 36,947$ 37,691$ 38,455$ 39,200$ 40,003$ 40,806$ 41,629$ 42,452$ 43,294$ 44,175$ 45,057$
B 38,318$ 39,062$ 39,846$ 40,649$ 41,452$ 42,295$ 43,137$ 43,999$ 44,881$ 45,782$ 46,703$ 47,623$ 48,583$ 49,563$
C 42,138$ 42,980$ 43,823$ 44,704$ 45,606$ 46,526$ 47,467$ 48,387$ 49,367$ 50,346$ 51,365$ 52,384$ 53,442$ 54,519$
D 46,350$ 47,290$ 48,211$ 49,190$ 50,170$ 51,169$ 52,207$ 53,246$ 54,303$ 55,401$ 56,498$ 57,634$ 58,790$ 59,965$
E 50,993$ 52,011$ 53,050$ 54,088$ 55,185$ 56,282$ 57,399$ 58,555$ 59,730$ 60,925$ 62,159$ 63,393$ 64,667$ 65,960$
F 56,086$ 57,203$ 58,339$ 59,514$ 60,690$ 61,904$ 63,158$ 64,432$ 65,724$ 67,017$ 68,369$ 69,721$ 71,112$ 72,561$
G 61,689$ 62,923$ 64,177$ 65,450$ 66,782$ 68,114$ 69,466$ 70,857$ 72,268$ 73,737$ 75,206$ 76,695$ 78,242$ 79,810$
H 67,860$ 69,231$ 70,602$ 72,013$ 73,443$ 74,932$ 76,421$ 77,949$ 79,516$ 81,103$ 82,729$ 84,374$ 86,078$ 87,783$
I 74,657$ 76,146$ 77,655$ 79,222$ 80,809$ 82,415$ 84,061$ 85,745$ 87,469$ 89,193$ 90,996$ 92,798$ 94,659$ 96,559$
J 82,102$ 83,767$ 85,432$ 87,117$ 88,880$ 90,663$ 92,465$ 94,326$ 96,187$ 98,126$ 100,085$ 102,103$ 104,121$ 106,217$
K 90,310$ 92,132$ 93,954$ 95,854$ 97,774$ 99,733$ 101,711$ 103,749$ 105,825$ 107,941$ 110,115$ 112,309$ 114,562$ 116,854$
L 99,341$ 101,339$ 103,376$ 105,433$ 107,530$ 109,684$ 111,878$ 114,131$ 116,404$ 118,735$ 121,105$ 123,515$ 126,003$ 128,530$
M 109,293$ 111,487$ 113,700$ 115,973$ 118,304$ 120,674$ 123,084$ 125,533$ 128,040$ 130,626$ 133,232$ 135,876$ 138,619$ 141,381$
FY2023 TOWN OF READING COMPENSATION PLAN
Schedule B-1
(1.75% COLA increase coupled with step movement when eligible)
FY23 Non Union Compensation Chart approved 5.17.22 Union Non Union Salary Tables Page 1 of 1
Town of Reading Housing Production Plan, 2018 Renewal Page 1
Housing Production Plan
Town of Reading
Prepared for the Town of Reading
By: Elizabeth Rust, ECR Enterprises and
Jennifer M. Goldson, AICP, JM Goldson community preservation + planning
with the assistance from the Town of Reading: Jean Delios, Assistant Town
Manager; Julie Mercier, Community Development Director; Kim Honetschlager,
GIS Administrator, and Ryan Percival, Town Engineer
Date: February 14, 2018
Town of Reading Housing Production Plan, 2018 Renewal Page 2
Table of Contents
Introduction ...................................................................................................................................... 3
Executive Summary ........................................................................................................................ 5
Summary of Demographic and Housing Characteristics .............................................................. 6
Goals for Affordable Housing Production .......................................................................................... 7
Section 1: Comprehensive Housing Needs Assessment ...................................................... 9
A. Demographic Analysis ........................................................................................................................ 9
1. Total and Projected Populations: ................................................................................................................... 9
2. Household Types: .................................................................................................................................................. 9
3. School Enrollment and Projections ............................................................................................................ 13
4. Race and Ethnicity: ............................................................................................................................................ 14
5. Residents with Disabilities ............................................................................................................................. 14
6 Income Analysis: .................................................................................................................................................. 15
B. Housing Stock Analysis ...................................................................................................................... 19
1. Housing Units and Types ................................................................................................................................ 19
2. Housing Tenure ................................................................................................................................................... 19
3. Year Housing Units Constructed ................................................................................................................. 20
4. Housing Market Conditions: .......................................................................................................................... 20
5. Housing Affordability Analysis: ................................................................................................................... 22
6. M.G.L. Chapter 40B Subsidized Housing Inventory ............................................................................. 26
C. Affordable Housing Efforts ............................................................................................................... 29
1. Adoption of Smart Growth Districts (40R) ............................................................................................. 30
2. Challenges and Constraints to the Development of Affordable Housing ................................... 32
Section 2: Affordable Housing Goals and Strategies ......................................................... 41
Housing Goals ............................................................................................................................................ 41
Housing Strategies ................................................................................................................................... 42
Reaching 10% ........................................................................................................................................... 42
Regulatory Strategies ............................................................................................................................. 43
Local Initiative Strategies ...................................................................................................................... 48
Action Plan .................................................................................................................................................. 55
Appendices ...................................................................................................................................... 56
Housing Profile .............................................................................................................................. 56
Interagency Policy ........................................................................................................................ 57
Town of Reading Housing Production Plan, 2018 Renewal Page 3
Introduction
A Housing Production Plan (HPP), defined in regulations at 760 CMR 56.03 and administered
by the Department of Housing and Community Development (DHCD), is a proactive strategy
for planning and developing affordable housing. The HPP identifies the housing needs of a
community and the goals and strategies it will use to identify and achieve or maintain the
10% threshold mandated by M.G.L. Chapter 40B. The Town’s status relating to this 10%
threshold is documented on the Subsidized Housing Inventory (SHI), also administered by
DHCD.
This HPP Program enables municipalities to develop a strategy to meet its affordable housing
needs in a manner consistent with the MGL Chapter 40B statute, produce housing units in
accordance with that plan, and demonstrate progress towards their affordable housing
production. By taking a proactive approach in the adoption of a HPP, cities and towns are
much more likely to achieve both their affordable housing and community planning goals.
HPPs give communities that are under the 10% threshold of Chapter 40B but are making
steady progress in producing affordable housing on an annual basis, more control over
comprehensive permit applications for a specified period of time. HPPs give communities
over the 10% threshold a framework to maintain the statutory minima in accordance with
local needs and community goals.
The Town of Reading places great importance on planning for affordable housing through
the HPP process. The Town of Reading’s Housing Plan was approved on May 15, 2013 and
will expire after a 5-year term on May 15, 2018, and as such, the Town of Reading has
updated the Housing Production Plan (“HPP”) in accordance with 760 CMR 56.03(4).
Housing Production Plans can create a safe harbor for a community. When a municipality
has a certified plan, decisions on comprehensive permit applications by the Zoning Board of
Appeals (ZBA) to deny or approve with conditions will be deemed “consistent with local
needs” under MGL Chapter 40B.
Reading has secured a two-year safe harbor certification from the Commonwealth of
Massachusetts, Department of Housing and Community Development (DHCD) for the period
beginning on February 23, 2017 to February 22, 2019 as a result of meeting its planned
production efforts. As summarized below, a municipality may request that the DHCD certify
its compliance with an approved HPP if it has created the required number of SHI Eligible
Housing units in a calendar year.
Housing Production Plans are certified by the following process, as identified in the
regulations:
• Prepare the HPP: In accordance with the regulations, write the plan, including a
public process, and have the plan adopted by the Board of Selectmen and
Community Planning and Development Commission,
Town of Reading Housing Production Plan, 2018 Renewal Page 4
• Approve the HPP: DHCD approves the plan,
• Certify the HPP: Communities may seek DHCD certification of the HPP (safe harbor), if
in a calendar year, affordable units (AFU’s) are created as follows:
o One-year safe harbor – Create at least 0.5% of the total number of housing
units in Reading (48 for Reading)
o Two-year safe harbor – Create at least 1.0% of the total number of housing
units in Reading (96 for Reading)
• Renew the HPP: The term of the HPP is five years from approval.
The Town of Reading Public Services Department updated the Housing Plan with future
planned housing, completed projects, Census data and other demographic information as
required by DHCD. DHCD regulates Housing Production Plans under 760 CMR 56.00,
promulgated on February 22, 2008. HPPs are designed to create strategies to meet
affordable housing needs that are consistent with Chapter 40B requirements. In order for
the HPP to qualify for approval from DHCD, the plan must be comprised of three
components: (1) Comprehensive Needs Assessment; (2) Affordable Housing Goals; and (3)
Implementation Strategies.
(1) Comprehensive Needs Assessment – an evaluation of a community’s demographics,
housing stock, population trends, and housing needs. The assessment will include a
review of the development capacity, as well as constraints, to ensure that current
and future needs can be met.
(2) Affordable Housing Goals – defined housing goals consistent with both community
character and the local housing market. This section will identify strategies that can
be used to produce the required number of annual housing units needed to obtain
the 10% statutory minima and safe harbor certification from DHCD.
(3) Implementation Strategies – targeted areas for future development that will enable a
community to reach the affordable housing goals. This may include identifying sites
for development or redevelopment, investigating re-zoning options to encourage the
production of affordable housing units, and establishing other tools such as regional
collaborations that can foster the development of affordable housing.
Once a community has achieved safe harbor certification, within 15 days of the opening of
the local hearing for a Comprehensive Permit application, the Zoning Board of Appeals (ZBA)
shall provide written notice to the Applicant, with a copy to DHCD, that a denial of the
permit or the imposition of conditions or requirements would be consistent with local needs,
the grounds that it believes have been met, and the factual basis for that position, including
any necessary supporting documentation. If the Applicant wishes to challenge the ZBA's
assertion, it must do so by providing written notice to the Department, with a copy to the
Board, within 15 days of its receipt of the ZBA's notice, including any documentation to
support its position. DHCD shall thereupon review the materials provided by both parties
and issue a decision within 30 days of its receipt of all materials. The ZBA shall have the
Town of Reading Housing Production Plan, 2018 Renewal Page 5
burden of proving satisfaction of the grounds for asserting that a denial or approval with
conditions would be consistent with local needs, provided, however, that any failure of the
DHCD to issue a timely decision shall be deemed a determination in favor of the
municipality. This procedure shall pause the requirement to terminate the hearing within
180 days.
Affordable Housing Highlights Since 2013 HPP
• Gateway Smart Growth District (GSGD) under Chapter 40R: Continued support for
the completion of the Reading Woods project with 43 affordable units located in the
Gateway Smart Growth District (GSGD)
• Implemented the Metro North Regional Housing Services Office as the lead
community to administer affordable requirements, including preserving existing
affordable units, along with North Reading, Saugus and Wilmington.
• Downtown Smart Growth District (DSGD) under Chapter 40R Expanded: In April 2017,
Town Meeting voted to expand the DSGD to include the remainder of the downtown
in the Business B underlying zoning district.
• 40B Project Approval: In February 2017, the Zoning Board of Appeals (ZBA) approved
a 68-unit rental housing project known as Reading Village, proposed next to the
Reading Commuter Rail Station downtown. In July 2017, the ZBA approved a 20-unit
rental housing project known as Schoolhouse Commons, as an adaptive re-use of the
former school building associated with St. Agnes church.
• 40R Project Approval: In September 2017, Postmark Square, an adaptive re-use of
the historic Reading Post Office, received 40R Plan Review approval from the Reading
Community Planning and Development
Commission (CPDC). Postmark Square will
be a mixed-use project with 50 residential
units, 10 of which will be affordable. In
November 2017, the CPDC approved
another mixed-use 40R project at 20-24
Gould Street. This project includes 55
rental units, at least 14 of which will be
affordable.
• Through all of its planning efforts, Reading
has added 157 units (and 1.64%) to its
Subsidized Housing Inventory (SHI).
Executive Summary
The Town of Reading continues to be a desirable
place to live and work. It is characterized by a traditional New England center, surrounded by
Town of Reading Housing Production Plan, 2018 Renewal Page 6
family-oriented neighborhoods. It has evolved over time from largely an outlying community
with a strong agricultural presence to a modern residential suburb just north of Boston.
Reading’s proximity to Boston has added to its attractiveness. The Town has worked to
shape housing development and growth that complements the character of the community.
The HPP identifies tools for Reading to use that will encourage the development of
affordable housing while maintaining the distinct town character.
Summary of Demographic and Housing Characteristics
The following summarizes the notable findings from the needs assessment section of the
Housing Production Plan.
The Bottom Line: Reading has grown since 2000, with increases in population, the number of
households, and housing units. In particular, the growth of the 65+ population is noted and it
is projected to continue. Reading’s median income has risen significantly, but 25% of the
population is low-income, and 30% of households are housing cost-burdened. Much of
Reading’s housing stock is out of reach for lower income households. There is a need for
more affordable housing, particularly rental housing and housing targeted at the 65+
demographic.
Population
• As of the 2010 US Census, the population of Reading is 24,747, an increase of 4.4%
since 2000. In 2010, the largest age group of Reading’s population was 35-54 year
olds (35% of total population). There was an almost 30% increase in the 60+ year-
old grouping.
• As of the 2010 Census, 36% of Reading’s households have children under 18 years
old, and 26% have persons age 65+.
• The median age increased from 39.1 years old in 2000 to 41.6 years old in 2010.
• Racial make-up is predominantly white, with 93.5% of the population; 4.2% of the
population is Asian; 1.5% of the population is Hispanic or Latino.
Income
• In 2015, Reading’s median household income was $107,654; a 40% increase from
1999, and significantly more than the Boston-Cambridge-Quincy Metro Area
($98,500) or the state as a whole ($68,563). (ACS)
• An estimated 26% of Reading households have incomes at or below 80% of AMI
(Low/Moderate Income).
• 3% of Reading’s population is below the poverty line (annual income below $24,600
for a household of 4), much lower than Middlesex County (8.4%) and Massachusetts
(11.6%).
• The 2016 median price of single family homes in Reading was $525,000. The 2016
median price of all homes, including condos, was $479,600. After a dip in prices
during the national recession in the mid-2000’s, housing prices have been rising
Town of Reading Housing Production Plan, 2018 Renewal Page 7
steadily since 2012 and are now the highest they have ever been.
• Of the 7,405 of Reading households who own their homes, 29.4% are cost-burdened
(spending over 30% of their income on housing), while 33.1% of Reading’s renters
are cost-burdened. 71% of Reading’s low-income households are cost-burdened.
Housing Stock, Sales and Prices
• Nearly 80% of Reading’s housing units are owner occupied, with 20% renter
occupied.
• The Town’s housing stock remains primarily single-family at 75% of total housing
units. The remaining 25% is: 7.5% of units are in two to four family buildings, 7% of
units in 5-19 unit buildings, and 10.5% of units in multi-family buildings with 20 or
more units.
• 9.35% (896 units) of Reading’s total housing stock is counted as affordable on the
State’s Subsidized Housing Inventory (SHI), which falls short of the State’s minimum
affordability goal of 10% by 62 units.
• Reading’s 2016 median sale price of $525,000 requires an annual income of
approximately $140,918, over $33,000 higher than Reading’s median household
income of $107,654.
• Based on the median sale price, Reading’s ownership affordability gap is $125,000
for median income households, and $263,000 for low income households.
• Based on current median rents, Reading rentals are out of reach for low income
households. In addition, there are not very many rentals available.
Goals for Affordable Housing Production
Reading has identified housing goals that are the most appropriate and most realistic for
the community. These goals were developed by reviewing previous studies and
documents including the Reading Housing Plan of 2013, analyzing the current housing
situation in Reading, and through public input from town citizens and officials.
The goals are as follows:
1. Create SHI-eligible housing units
Support the creation of affordable housing units, both rental and ownership units, that
will count on the state’s Subsidized Housing Inventory to reach the state’s 10%
affordable housing goal while also focusing on the specific housing needs of Reading
residents.
2. Support Reading’s low income residents
Support the housing needs of Reading’s most vulnerable residents including families,
seniors, and individuals with disabilities, especially households with extremely-low and
very-low incomes.
Town of Reading Housing Production Plan, 2018 Renewal Page 8
3. Preserve existing affordable housing
Preserve existing affordable housing to ensure they remain affordable and qualify for
listing on the subsidized housing inventory.
4. Proactively manage growth
Manage growth and proactively plan to mitigate impacts of new housing and mixed-use
development to preserve and enhance the quality and character of existing residential
neighborhoods and commercial areas and to provide a greater diversity of housing
options to support housing needs.
5. Support affordable rental properties and tenants
Support owners of affordable rental units to ensure appropriate maintenance and
upkeep and seek opportunities to increase affordable housing units within these
properties.
6. Strengthen education and local relationships
Educate the public on affordable housing issues and strengthen relationships with other
local entities and regional partners on the topic.
Town of Reading Housing Production Plan, 2018 Renewal Page 9
Section 1: Comprehensive Housing Needs
Assessment
The Housing Needs Assessment examines demographic and population data and trends from
available sources such as the Census, regional planning agencies, media, etc., that illustrates
the current demographic and housing characteristics for the Town of Reading. Assessing
needs will provide the framework for the development of housing production strategies to
meet affordable housing goals.
A. Demographic Analysis
The purpose of analyzing demographics is to look at quantitative and qualitative trends and
use the data for future planning. This section provides an overview of Reading’s
demographics and how they have changed over time. As the demographics change in the
future, the housing needs of the community can also change. The size and type of families as
well as householder age and economic status all influence the needs of the community. The
analysis of the Housing Needs Assessment will provide a guide to identify goals and
strategies for this plan.
1. Total and Projected Populations:
In the last ten years, the Town of Reading has only had a 4.4% increase in population. Over
the next 10 years, the population is expected to experience a slight decline before having a
minor increase by 2030. The total number of households in Reading has increased from
2000 and is expected to only have minor increases through 2030. Similar to the national
trend, Reading’s average household size has decreased in the past ten years. In 1999 the
average household size was 2.84 and decreased to 2.71 in 2010. Smaller household size is
consistent with communities experiencing slow but steady growth.
Table 1: Total and Projected Populations: 1990-2030
Year Population % Change Households % Change
1990 22,539 -- 7,932
2000 23,708 5% 8,688 10%
2010 24,747 4.4% 9,305 7.0%
2020 24,342 -1.6% 9,707 6.0%
2030 25,189 3.4% 10,346 6.5%
Source: 2010 US Census and MAPC MetroFuture 2035 Update, March 2011
2. Household Types:
There were a total of 9,305 households in Reading in 2010, with 72% family households, and 28%
non-family households in Reading. The non-family, which includes single person households or
Town of Reading Housing Production Plan, 2018 Renewal Page 10
persons living in the same household who are not related. The presence of a mix of family and non-
family households indicates that there is likely a need for a variety of housing types that may not fit
the traditional single-family home model. The data reflects 2,620 non-family households. This may
suggest a need for affordability options for non-family households who may have special housing
needs.
Table 2: Households Types: 2010
Household Type 2010 Percentage
Family Households: 6,685 71.8%
With own Children under 18 years 3,205 34.4
Married, Husband-wife family: 5,695 61.2
With own children under 18 2,791 30.0
Male householder, no wife present 2,43 2.6
With own children under 18 years 89 1.0
Female householder, no husband
present
747 8.0
With own children under 18 years 325 3.5
Nonfamily households: 2,620 28.2
Householder living alone 2,189 23.5
Householder 65 and over living alone 962 10.3
Average household size 2.64
Average family size 3.18
Total Households 9,305
Source: 2010 US Census
Other important factors to consider when assessing housing needs are household size and
the age composition of residents. Household size is an important factor as it can help
determine the demand for certain types of housing. Similarly, analyzing the age composition
of a community over time can help develop trends for housing needs. For example,
established families with children living at home have different housing needs than an empty
nester and or someone who is over 65.
MetroFuture is a regional plan developed by the Metropolitan Area Planning Council (MAPC)
that addresses future growth in the Boston metropolitan region until 2030. Figure 1
summarizes Reading’s age composition from 2000 and includes MetroFuture projections
until 2030. Table 3 illustrates this in more detail.
Town of Reading Housing Production Plan, 2018 Renewal Page 11
3464 3141 830 2671 9309 2676 1617 3297 3349 1053 2433 9661 3134 1820 2717 2947 1012 2627 8525 4816 1699 2865 2940 905 2522 8166 5353 2438 0
2000
4000
6000
8000
10000
12000
0 to 9 years 10 to 19
years
20 to 24
years
25 to 34
years
35 to 59
years
60 to 74
years
75+ years Total Residents Age Group
2000
2010
2020
2030
Figure 1: Age Composition of Residents, 2000 – 2030
Source: 2010 US Census and MAPC MetroFuture 2035 Update, March 2011
Table 3: Current and Projected Age Distribution of Residents: 2000-2030
Source: 2010 US Census and MAPC MetroFuture 2035 Update, March 2011
Age
Cohorts
2000 2010 2020 2030
%
Change
from
2010-
2030
Number % Number % %
Change Number % %
Change Number % %
Change
0 to 9
years 3,464 14.6 3,297 13.3 -4.8 2,717 11.2 -17.5 2,865 11.4 5.4% -13.1
10 to 19
years 3,141 13.2 3,349 13.5 6.2 2,947 12.1 -12.0 2,940 11.7 -0.23 -12.2
20 to 24
years 830 3.5 1,053 4.3 26.9 1,012 4.2 -3.9 905 3.6 -10.6 -14.1
25 to 34
years 2,671 11.3 2,433 9.8 -9.0 2,627 10.8 8.0 2,522 10.0 -4.0 3.7
35 to 59
years 9,309 39.3 9,661 39.0 3.8 8,525 35.0 -11.8 6,613 32.4 -22.5 -31.6
60 to 74
years 2,676 11.3 3,134 12.7 17.1 4,816 19.8 53.7 5,353 21.3 11.2 71
75+ years 1,617 6.8 1,820 7.4 12.6 1,699 6.9 -6.6 2,438 9.7 43.5 34
Total
Population 23,708 100 24,747 100
24,343 100 25,189
100
Town of Reading Housing Production Plan, 2018 Renewal Page 12
MAPC’s MetroFuture plan suggests that Reading’s population will have a minor increase in
overall population for the next 20 years. However it is anticipated that a significant change
in the composition of the age groups will occur. Based on the MetroFuture projections, the
younger age groups are expected to decline by 2030; ages 0-9 (-13.1%), ages 10-19
(-12.2%), ages 20-24 (-14.1%) and ages 35-59 (-31.6%). However, the 35-59 age group is
expected to remain the largest age group in Reading and is projected to comprise 32.4% of
the population in 2030, with the 60-75+ age group following close behind at approximately
31% of Reading’s population in 2030.
In 2010 the largest age cohort in Reading was those aged 35-59 (39%). People in this age
group are likely to be in an established family household with a larger home than the
younger age groups. The next concentration of residents was a much younger age group;
those aged 10-19 years (13.5%) and aged 0-9 years (13.3%). These age groups, with the
exception of 0-9 years, experienced an increase in population between 2000 and 2010. The
elderly population also increased from 2000 to 2010. Persons aged 60-74 experienced a
population increase of 12.7% and those aged 75+ increased by 7.4%.
The data shows that the second largest age group in 2030 will be those aged 60-74 with an
increase of 71% in 2030 from 2010. Even though the childhood age groups of 0-9 and 10-19
are expected to decrease by 2030, collectively they will make up almost one-fourth of the
population (23.1%). Adults who will be aged 25-34 are expected to grow slowly by 2030, only
increasing by 3.6%. The young adult population (aged 20-24) is expected to decrease by 2030
and become the smallest age group in Reading.
By contrast, the elderly population (ages 75+) which comprises 9.7% of Reading residents is
expected to increase by 34% in the next 20 years. When combined with the 60-74 age group
(21.3%), the 60-75+ age group will consist of approximately 31% of Reading’s population.
This is not surprising as the “baby-boomer” population is contained within this age group. It
is important to be aware of this trend as this population tends to prefer smaller housing
units with less upkeep. Elderly residents could have special housing needs such as nursing
homes and assisted living facilities.
Adults aged 20 to 24 years and aged 25 to 34 years are expected to make up approximately
13.6% of the population in 2030. These age groups are more likely to make up younger
families who will purchase a starter home that is smaller and more affordable. In the next
twenty years, as the 35-59 age group moves into the next age group, the stock of larger
traditional family homes (detached, single-family units) may become more available. This
may allow the younger population to trade up or take advantage of the larger homes.
The analysis of population projections is vital for planning and determining future housing
needs. With the expected increase in the older population, planning efforts should consider
the need for smaller housing units with less maintenance, senior housing or assisted living
facilities. As the middle-age population shifts into the older age groups the demand for
Town of Reading Housing Production Plan, 2018 Renewal Page 13
larger, traditional family housing units will be reduced and will increase the opportunity for
younger families looking to trade-up to more of those homes now available.
3. School Enrollment and Projections
Figure 2 below illustrates the public school enrollments from 2010 to 2018. Overall, Reading
school enrollment has remained fairly stable over this timeframe. From 2010 to 2018 total
enrollment decreased by 5.51%. Enrollment decreased across the board as depicted in the
table below.
The Town has not updated its school enrollment projections. The 2013 HPP included
projections on enrollment which were available at that time. Figure 2 provides eight years of
enrollment data which is the only data that is available for inclusion in the updated 2018
HPP.
Figure 2: Reading Student Enrollment
PK, K Elementary Middle High Total
2010-11 438 1692 1083 1246 4459
2011-12 419 1746 1050 1262 4477
2012-13 407 1736 1055 1285 4483
2013-14 390 1722 1013 1307 4432
2014-15 417 1670 1069 1251 4407
2015-16 413 1691 1020 1270 4394
2016-17 358 1675 1038 1270 4341
2017-18* 387 1552 1039 1235 4213
+/- since
2010 -11.64% -8.27% -4.06% -.88% -5.51%
Source: Reading School Committee FY 2018 School Budget
*Reading School Department as of 10/1/17
0
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
PK, K
Elementary
Middle
High
Total
Town of Reading Housing Production Plan, 2018 Renewal Page 14
Age Number
Percent of All
Disabled
Residents
5-17 221 9.7
18-64 754 33.3
65 + 1,291 57
Total
Population
of Disabled
Residents
2,266 100
Source: 2011-2015 American Community Survey
Figure 2 illustrates public school enrollments from 2010-2011 through 2017-2018 (the
current school year). Overall, Reading school enrollment has remained fairly stable in recent
years with an overall decrease of 5.51%. Although total population projections predict a
continuing decrease in school aged children by the year 2030, this age group will still
comprise 23.1% of the total population.
4. Race and Ethnicity:
According to the 2010 U.S. Census, the majority of Reading residents are white (93.5%) and
the largest racial minority group in Reading is the Asian population (4.2%) followed by the
Hispanic or Latino population at 1.5%. There were no respondents in the 2010 Census that
identified themselves as Native Hawaiian or Pacific Islanders.
5. Residents with Disabilities
According to the 2011-2015 American Community Survey,
2,266 people in Reading reported living with a long duration condition or disability. Of those
people, approximately 57% were aged 65 and older. As this population continues to
increase, it is assumed that the number of disabled individuals within this age group will also
rise. Many disabled residents require special housing needs, including certain
accommodations for housing design (physical accessibility) and reasonable access to goods
and services. Consideration for these types of housing options is necessary, as the demand
will continue to increase.
Table 5: Residents with Disabilities
Town of Reading Housing Production Plan, 2018 Renewal Page 15
6 Income Analysis:
1. Median Household Income:
In 2015 Reading’s median household income of $107,654 represented an increase of
39.7% from 1999. Median household income in Reading was one of the highest among
adjacent neighboring communities and exceeded the median for the Boston-Cambridge-
Quincy Metro area, as well as the median for the Commonwealth of Massachusetts and
the US. All the adjacent neighboring communities also experienced increases in
household income from 1999.
Table 6: Median Household Income: 1999 and 2015
Town 1999 2015 % Increase 1999-
2010
Reading 77,059 107,654 39.7
North Reading 76,962 123,103 60.2
Wilmington 70,652 100,862 42.8
Woburn 54,897 78,750 43.5
Stoneham 56,650 78,099 37.9
Wakefield 66,117 85,573 29.4
Lynnfield 80,626 118,828 47.4
Boston-Cambridge-
Quincy, MA Metro Area1
62,700 98,500 57.1
Massachusetts 50,502 68,563 35.8
US 41,994 53,889 28.3
Source: 2000 US Census & 2011-2015 American Community Survey
2. Median Income of Senior Households:
Although Reading’s overall population has experienced a large increase in income in the
past 15 years and is earning quite a bit more than some of the surrounding communities
(as displayed in Table 6 above), Reading’s 65+ households are not doing nearly as well.
Unfortunately, data is not available for 1999, but the recent data for 2015 is informative
on its own. Reading’s senior households have significantly lower incomes than
households overall. Senior households also earn less than most of the surrounding
communities and just slightly more than Massachusetts and the country overall. In fact,
households earning the median senior income of $46,617 would qualify for affordable
housing based on the income limit guidelines described in Section 4 below, “Area Median
Income.” This data makes clear that affordable housing for the senior population will be
a significant need in the coming years due to the projected increase in the senior
1 This income data comes from HUD’s 1999 income limits for the Boston-Cambridge-Quincy, MA Metro Area
Town of Reading Housing Production Plan, 2018 Renewal Page 16
population in Reading as demonstrated in Figure 1 and Table 3 above, and due to the
limited income of this group.
Table 7: Median Income of 65+ Households: 2015
Town 2015
Reading 46,617
North Reading 59,739
Wilmington 57,325
Woburn 49,504
Wakefield 54,567
Lynnfield 54,242
Massachusetts 45,893
US 42,113
Source: 2011-2015 American Community Survey
3. Income Distribution:
Table 8 identifies and compares the distribution of Reading household incomes from
1990 and 2010. In 1999, nearly half of all households (48.2%) earned less than the
household median of $77,059. Of the households earning over the median income in
1999, 34% of households earned more than $100,000. Reading households earned much
more in 2010. Approximately 49.5% earned more than $100,000 which was just over the
median income of $99,130. Of those earning more than $100,000 approximately 13%
earned more than $200,000, a 135% increase from 2000. By 2015, the number of
households in the highest income brackets increased even further. However, there were
also increases in three of the lower income brackets ($15,000-$24,999, $25,000-$34,999,
and $35,000-$49,999) between 2010 and 2015. Approximately 2,064 households (22.5%
of all households) earned less than $50,000 in 2015.
Town of Reading Housing Production Plan, 2018 Renewal Page 17
Table 8: Income Distribution: 1999, 2010, 2015
Income Category 1999 2010 2015 % Change
1999-2015 # Of
Households Percent # of
Households Percent # of
Households Percent
Less than $10,000 286 3.3 231 2.4 218 2.4 -23.8%
$10,000 to
$14,999 351 4.0 251 2.8 224 2.4 -36.2%
$15,000 to
$24,999 564 6.5 386 4.3 446 4.9 -20.9%
$25,000 to
$34,999 590 6.8 470 5.3 553 6.0 -6.3%
$35,000 to
$49,999 786 9.1 620 7.0 623 6.8 -20.7%
$50,000 to
$74,999 1,608 18.5 1,214 13.7 974 10.6 -39.4%
$75,000 to
$99,999 1474 17.0 1,327 15.0 1,158 12.6 -21.4%
$100,00 to
$149,999 1,892 22.0 2,158 24.3 2,250 24.5 18.9%
$150,000 to
$199,999 626 7.2 1,086 12.2 1,345 14.7 114.9%
$200,000 or more 492 5.7 1,157 13.0 1,377 15.0 179.9%
Total Households 8,669 100.0 8,882 100.0 9,168 100.0
Source: 2000 US Census, 2006 -2010 & 2011-2015 American Community Survey
4. Area Median Income
One way to determine the need for affordable housing is to evaluate the number of
households that qualify as low/moderate income by the U.S. Department of Housing and
Urban Development (HUD). The Area Median Income (AMI) is a number that is
determined by the median family income of a Metropolitan Statistical Area (MSA) and
thresholds established by HUD are a percentage of AMIs. Reading is included in the
Boston-Cambridge-Quincy Metropolitan Fair Market Rent (FMR) area. FMRs are gross
rent estimates that include the rent plus the cost of tenant-paid utilities2. Section 8 of the
United States Housing Act of 1937 authorizes housing assistance to lower income
families and the cost of rental homes are restricted by the FMR thresholds established by
HUD.
2 U.S. Department of Housing & Urban Development Office of Policy Development & Research
July 2007 (rev.)
Town of Reading Housing Production Plan, 2018 Renewal Page 18
Typically, thresholds are 80%, 50% and 30% of AMI and vary depending on the household
size. HUD defines low/moderate income as follows:
• “low income” - households earning below 80% of AMI;
• “very low income” – households earning below 50% of AMI;
• “extremely low income” - households earning lower than 30% of AMI.
Table 9: Income Limits by Household Size, Boston-Cambridge-Quincy, Reading: 2017
Source: U.S. Department of Housing and Urban Development http://www.huduser.org/portal/
As shown in Table 9, the AMI for the Boston-Cambridge-Quincy FMR area, effective April
19, 2017, is $103,4003. Using this number, the income thresholds for various household
sizes were determined. For a 3-person household, household incomes lower than
$27,900 are considered extremely low income, household incomes lower than $46,550
are considered very low income, and household incomes lower than $70,350 are
considered low income. The Reading income category data presented in Table 8 is not
available by household size, but assuming a 3-person household, as of the 2015 ACS,
there were probably about 3,000, or almost one-third of households, that were likely
eligible for subsidized housing according to HUD.
3 AMI data for 2017 was used in this plan to compare to 2011-2015 ACS income data. AMI data for 2017 can be
found at: www.huduser.org/portaldatasets
Income Limit
Area
Median
Income
Income
Limit
Category
1
Person
2
Person
3
Person
4
Person
5
Person
6
Person
Boston-
Cambridge-
Quincy
Metropolitan
MSA
$103,400
Low
(80%)
Income
Limit
$54,750 $62,550 $70,350 $78,150 $84,450 $90,700
Very Low
(50%)
Income
Limit
$36,200 $41,400 $46,550 $51,700 $55,850 $60,000
Extremely
Low
(30%)
Income
Limit
$21,700 $24,800 $27,900 $31,000 $33,500 $36,000
Town of Reading Housing Production Plan, 2018 Renewal Page 19
B. Housing Stock Analysis
1. Housing Units and Types
The predominant housing type in Reading continues to be single-family homes. In 2000,
there were approximately 8,823 total housing units, 74.3% of which were 1-unit, detached
homes (single-family homes). Only 6.8% of housing structures contained 20 or more units;
however this type of housing was the second largest in Reading in 2000. Similarly, in 2015
single unit detached homes remained the predominant housing type, though the percentage
of total homes dropped a bit. Meanwhile, the number of housing units in structures with 20
or more units jumped from 601 units (6.8% of total units) in 2000 to 1,027 units (10.6% of
total units) in 2015.
Table 10: Total Number of Housing Units by Structure: 2000 and 2015
Housing Units Per
Structure
2000 2015
Number Percent Number Percent
1-unit, detached 6,553 74.3 6,827 70.7
1-unit, attached 257 2.9 395 4.1
2 units 565 6.4 535 5.5
3 or 4 units 246 2.8 192 2.0
5 to 9 units 214 2.4 280 2.9
10 to 19 units 381 4.3 397 4.1
20 or more units 601 6.8 1,027 10.6
Mobile Home 6 0.1 0 0
Total 8,823 100 9,653 100.0
Source: 2000 US Census and 2011-2015 American Community Survey
2. Housing Tenure
According to the 2000 US Census, there were a total of 8,688 occupied housing units, 82.5%
of which were owner-occupied, and 17.5% of which were renter-occupied. By 2015, the
percentage of owner-occupied housing units decreased to 78.2% and the percentage of
renter-occupied housing units increased to 21.8%. Section B of this HPP discussed
household types and the prevalence of non-family households in Reading. In particular, ACS
data shows that non-family households, specifically elderly, non-family households are
growing in number. The data also show that non-family households are more likely to be
renters, so these demographic changes could provide some of the reason for the recent
increase in renter-occupied units. The demand for rental housing is likely to continue
increasing as the population continues aging and this aging population is likely to include
many who are looking to down-size or spend less on housing related costs.
Town of Reading Housing Production Plan, 2018 Renewal Page 20
1990 to March
2000,
731 1980 to 1989,
904
1970 to 1979,
896
1960 to
1969,
1164 1940 to 1959,
2327
1939 or earlier,
2801
1990 to March 2000
1980 to 1989
1970 to 1979
1960 to 1969
1940 to 1959
1939 or earlier
3. Year Housing Units Constructed
Reading has a large stock of older and historic homes. Over half of the housing units were
constructed prior to 1960 and of that 33% were constructed prior to 1940. There is roughly
an even distribution of units constructed from 1969 to 2000. As these homes contribute to
the town’s character, many of them are also in need of repairs and renovations. Many
residents in Reading indicated they have difficulty affording repairs to their homes, which
only adds to the cost burden experienced by some residents4. Multi-generational living is
now an easier option due to recently adopted zoning changes that facilitate creating
accessory dwelling units in single-family homes.
Figure 3: Year Housing Constructed
Source: 2010 US Census
4. Housing Market Conditions:
a. Median Selling Prices
Home sales in Reading were impacted by the economic recession of 2007/2008, but have
recovered. Figure 3 indicates the median single-family home price in 2006 was $420,000.
Prices then decreased for a few years culminating in a low point of $400,000 in 2009.
Prices rebounded the following year in 2010, and then dipped again in 2011. However,
single-family home prices have been rising steadily since 2012 with the median price
hitting $525,000 in 2016. Warren Group data shows that single-family home prices have
continued to increase in 2017, with a median price of $595,000 in sales from January
through July 2017.
4 Town of Reading Housing Survey 2012
Town of Reading Housing Production Plan, 2018 Renewal Page 21
Condominium sales followed a similar pattern with a few years of lower prices followed
by a steady increase in prices beginning in 2012.
Figure 4: Median Sales Price of Single-family Homes and Condos 2006-2016
Source: The Warren Group
b. Home Sales
As shown in Figure 4 below, Reading experienced a decrease in the total number of
sales of both single-family homes and condominiums before 2012. Then, in 2012, the
number of sales began to increase at the same time that prices began to increase.
The number of condo sales in particular rose significantly with a jump from 35 condo
sales in 2011 to 103 condo sales in 2012. That number continued to grow and condo
sales reached a high of 174 in 2016. This could be indicative of a demand for more
diverse housing types.
Figure 5: Total Number of Single-family Home and Condo Sales 2006-2010
Town of Reading Housing Production Plan, 2018 Renewal Page 22
Source: The Warren Group
c. Rental Prices:
The cost of rental units is an important factor to consider when evaluating the
housing market. Back in 2000 the median rent in Reading was $739, the second
lowest of all the neighboring communities that abut Reading. By 2015, median rent
increased by 73.5% to $1,282, one of the higher increases amongst neighboring
communities. One possible reason for the substantial rent increase may be due to
the increase in the population group more likely to rent, creating more demand for
rental units. High home prices may also force more households to rent. This trend is
seen in the neighboring communities as well which all experienced substantial
increases in median rent between 2000 and 2015.
Table 11: Median Rent 2000, 2010, 2015 for Reading and Neighboring Communities
Median Rent 2000 2010 2015 % Change,
2000 to 2015
Reading 739 1,032 1,282 73.5%
North Reading 756 1,289 1,482 96.0%
Wilmington 948 1,567 1,624 71.3%
Woburn 881 1,187 1,331 51.1%
Stoneham 827 1,161 1,289 55.9%
Wakefield 795 1,042 1,203 51.3%
Lynnfield 572 623 1,443 152.3%
Source: 2000 US Census, 2006-2010, 2011-2015 American Community Survey
5. Housing Affordability Analysis:
1. Cost Burden
One way to evaluate housing affordability is to examine the ability of households to
pay mortgage or rent as a percentage of annual income. Households who pay 30% or
more of their annual income on housing costs 5 are considered to be housing cost-
burdened. Households who pay 50% or more of their income on housing costs are
considered severely burdened. This analysis may help determine how “affordable” it
is to live in a particular community.
The US Census Bureau prepares custom tabulations of American Community Survey
(ACS) data that demonstrate the extent of housing problems and housing needs.
These data are known as the Comprehensive Housing Affordability Strategy or CHAS
data. Table 13 below uses CHAS data to show housing cost burden for renters and
homeowners. Approximately 29.4% of owner-occupied households, and 33.1% of
5 Costs for homes with a mortgage include all forms of debt including deeds of trust, land contracts, home
equity loans, insurance, utilities, real estate taxes, etc. Source: US. Census
Town of Reading Housing Production Plan, 2018 Renewal Page 23
renter households are paying more than 30% or more of their annual household
income on housing related costs. Therefore, a total of 2,800 of 9,295 households
(30.1%) in Reading may have difficulty paying their housing-related costs and are
considered moderately to severely housing cost-burdened.
Table 12: Monthly Housing Cost as a Percentage of Annual Household Income
Households
in Reading
<= 30% of income
spent on housing
>30% to <=50% of
income spent on housing
>50% of income
spent on housing
Number Percent Number Percent Number Percent
Owners 7,405 5,220 70.5% 1,205 16.3% 970 13.1%
Renters 1,890 1,265 66.9% 330 17.5%
295 15.6%
Source: 2010-2014 CHAS data
CHAS data also shows how rent burden impacts households at different income
levels. Table 13 below shows a greater percentage of low-income households are
housing cost-burdened than higher income households. 1,730 of 2,440 (71%)
households who earn less than 80% AMI are housing cost-burdened. However, only
760 of 6,070 (13%) households who earn more than 100% AMI are housing cost-
burdened. This indicates a need for more housing in Reading that is affordable to
low-income households so they do not experience such a substantial level of cost
burden.
Table 13: Housing Cost Burden According to Income Level
Household Income
Level
Spending >30% of
income on
housing costs
Spending >50% of
income on housing
costs
Total
Households
<=30% AMI 550 495 725
>30% - <=50% AMI 705 400 990
>50% - <=80% AMI 475 245 725
>80% - <=100% AMI 315 95 780
>100% AMI 760 35 6,070
Total 2,805 1,270 9,295
Source: 2010-2014 CHAS data
2. Home Ownership Affordability – Gap Analysis
Another way to measure the affordability of a community is to assess the affordability of
home ownership. To do so, the income of the buyer must be evaluated against the sales
price of the home. The gap between the sales price and the purchasing ability of a
potential home buyer is called the “gap analysis”.
Town of Reading Housing Production Plan, 2018 Renewal Page 24
The median sales price of a single-family home in Reading in 2016 was $525,000. A
household would have to earn approximately $140,9186 to afford such a home. This
income is above Reading’s median household income of $107,654 in 2015, and higher
than the area median income of $103,400 by over $37,000. A household only looking to
purchase a condo would still need to earn approximately $125,685 to afford $438,445 –
the 2016 median sales price of a condo in Reading.
A household earning the 2015 median income of Reading of $107,654 can afford a single-
family home priced at about $400,000 resulting in an “affordability gap” of $125,000.
The gap widens for low income households. A 3-person household earning 80% of AMI or
$70,350 could afford a home costing no more than $262,000. A 3-person household
earning 50% of AMI at $46,550 could afford a home costing no more than $173,430.
Table 15 shows the affordability gap in Reading for households at different income levels.
Table 14: Gap Analysis – Single-Family Home
Income Level Income Affordable
Purchase Price
Gap +/- from Median Sales
Price
Median Income $107,654 $400,000 $125,000
Low Income (80%)
(3-person HH)
$70,350 $262,000 $263,00
Very Low Income (50%)
(3-person HH)
$46,550 $173,430 $351,570
Source for income limits: U.S. Department of Housing and Urban Development
http://www.huduser.org/portal/
3. Rent
Another measure of housing affordability is whether local rent exceeds HUD-determined
Fair Market Rents (FMR) which were established as guidelines for Section 8 voucher
holders. HUD does not permit voucher holders to rent apartments above the FMR
because HUD has determined the FMR to be a fair and reasonable price for the
geographic area. Table 16 below identifies the FY18 FMRs for the Boston-Cambridge-
Quincy, MA-NH HUD Metro FMR Area. As Table 12 above shows, the median rent paid by
Reading households in 2015 as reported by the 2011-2015 ACA was $1,282, indicating
that households are paying less than the FMR for the Boston-Cambridge-Quincy area
(assuming a 1-bedroom). However, the 2011-2015 ACS also indicates that 35% of renters
in Reading were paying $1,500 or more in monthly rent, and 11% of renters were paying
more than $2,000 in monthly rent.
6 Figures derived using the DHCD Sales Price Calculator, including a 5% down payment, 30-year fixed mortgage
at 4.1% interest rate, and Reading’s 2017 tax rate.
Town of Reading Housing Production Plan, 2018 Renewal Page 25
Table 16: Fair Market Rents, Boston-Cambridge Quincy, MA-NH HUD Metro Area
Source: U.S. Department of Housing and Urban Development, http://www.huduser.org/portal/
Since ACS data looks at all current renters, including some who may have been renting
for a long time without a rent increase, they do not necessarily paint an accurate picture
of the current rental market. An examination of rental listings on Trulia on September 14,
2017 gives a more accurate assessment. Based on these listings in Table 17 below, we
can see that there is not much available rental housing – there were only 11 listings on
Trulia on September 14th. In addition, the median rents of homes currently listed are
quite a bit higher than the median rent reported in the ACS, and also significantly higher
than the FMRs for 1, 2, and 3-bedroom units.
Table 17 Reading Units listed for rent on Trulia.com, 9/14/17
Source: Trulia.com, September 14, 2017
Reading households would have to earn over $51,000 to afford the 2015 median rent in
Reading according to the ACS. However, using the current rental listings from Trulia.com,
a household would have to earn $79,680 to afford a one-bedroom at the median price.
Therefore, a 3-person low-income household earning $70,350 would not even be able to
afford a one-bedroom rental at the median price based on recent listings.
Another measure of housing affordability is whether local rent exceeds HUD-determined
Fair Market Rents (FMR) that were established as guidelines for Section 8 voucher
holders. HUD does not permit voucher holders to rent apartment units above the FMR
because HUD has determined the FMR to be a fair and reasonable price for the
geographic area. In Figure 17 below, the upward trend reflects the annual adjustment
factor intended to account for rental housing market demands. Given the constraints on
the Greater Boston rental housing market, rising FMR’s are unsurprising and point to the
need for more rental housing at multiple price points. Although HUD determines a
certain level of rent in an area to be fair, FMR’s do not take into account household
income, so even an apartment at the FMR is not necessarily affordable to people at all
levels of income.
Efficiency 1-Bedroom 2-Bedroom 3-Bedroom 4-Bedroom
Fair
Market
Rent 2018
$1,253 $1,421 $1,740 $2,182 $2,370
Bedroom size Median Rent
1-bedroom units (5 listings) $1,994
2-bedroom units (4 listings) $2,462
3-bedroom units (2 listings) $3,713
Town of Reading Housing Production Plan, 2018 Renewal Page 26
6. M.G.L. Chapter 40B Subsidized Housing Inventory
Under M.G.L. Chapter 40B, affordable housing units are defined as housing that is
developed or operated by a public or private entity and reserved by deed restriction for
income-eligible households earning at or below 80% of the AMI. In addition, all
marketing and placement efforts follow Affirmative Fair Housing Marketing guidelines
per the Massachusetts Department of Housing and Community Development (DHCD).
Housing that meets these requirements, if approved by DHCD, is added to the subsidized
housing inventory (SHI). Chapter 40B allows developers of low- and moderate-income
housing to obtain a comprehensive permit to override local zoning and other restrictions
if less than 10% of a community’s housing is included on the SHI.
A municipality’s SHI fluctuates with new development of both affordable and market-
rate housing. The percentage is determined by dividing the number of affordable units by
the total number of year-round housing units according to the most recent decennial
Census. As the denominator increases, or if affordable units are lost, more affordable
units must be produced to reach, maintain, or exceed the 10% threshold.
Within the past 6 years, Reading has made great progress with increasing the number of
affordable units within the Town. According to the state’s Subsidized Housing Inventory
(SHI), approximately 9.35% of year-round housing units in Reading are considered
affordable as of December 2017.
Table 18 below illustrates the status of subsidized housing in Reading from March 2004
to December 2017.
$0
$500
$1,000
$1,500
$2,000
$2,500
Efficiency 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Figure 15: FMR, Boston-Cambridge-Quincy, MA-NH HUD Metro FMR
Area
2010
2011
2012
2013
2014
2015
Source:HUD
Town of Reading Housing Production Plan, 2018 Renewal Page 27
Table 18: Reading SHI Units
Time Period Total SHI
Units
Difference in Units
from Previous Period
Percent
Affordable
March 2004 682 NA 7.74%
June 2011 684 2 7.14%
December 2017 896 212 9.35%
The 212 increase in units is comprised of:
• 20-24 Gould Street 55 units
• Postmark Square 10 units
• Schoolhouse Commons 20 units
• Reading Village 68 units
• Oaktree 11 units
• Johnson Woods II 12 units
• Reading Woods 43 units
• Department of Developmental Services (DDS) Units 6 units
• Reading Housing Authority Units -13 units (affordability
period expired)
Table 19 compares the number of SHI units with neighboring communities that abut
Reading.
As identified in the table, Reading has a percentage of affordable housing units that is
higher than four of the neighboring communities and lower than three – right in the
middle of the neighboring communities.
Table 19: Total Subsidized Housing Units for Reading and Neighboring Communities
Community Year Around
Housing
Units 2010
Total Subsidized Housing
Units
Percent SHI Units
March
2004
Dec
2017
Percent
Change
March
2004
Dec
2017
Reading 9,584 682 896 31% 7.74% 9.35%
North Reading 5,597 83 540 551% 1.72% 9.65%
Saugus 10,754 654 732 12% 6.47% 6.81%
Wilmington 7,788 615 799 30% 8.61% 10.26%
Woburn 16,237 1489 1419 -5% 9.72% 8.74%
Stoneham 9,399 494 495 0% 5.35% 5.27%
Wakefield 10,459 729 758 4% 7.35% 7.25%
Lynnfield 4,319 78 495 535% 1.84% 11.46%
Source: Department of Housing and Community Development, Chapter 40B Subsidized Housing
Inventory (SHI)
Town of Reading Housing Production Plan, 2018 Renewal Page 28
5. Existing Subsidized Housing Stock
Table 20 below identifies the existing subsidized housing units currently included on the
SHI list (through September 2017). This information is regularly gathered and reported
by the Department of Housing and Community Development (DHCD). The properties are
listed by property type (not chronological).
Table 20: Reading Subsidized Housing Inventory Properties
Development Name SHI
Units Property Type Subsidizing
Agency
Zoning
Permit
Affrd
End
RHA: Senior housing 80 Age Restricted
Rental DHCD/PHA Local Perp
RHA: Family Scattered Site 12 Family Rental DHCD/PHA Local Perp
RHA: Scattered Site 6 Family Rental DHCD/PHA 40B Perp
RHA: Pleasant Street 2 Family Rental FHLBB Local 2020
RHA: Wilson Street 2 Family Rental FHLBB Local 2021
EMARC Reading 12 Supportive Housing HUD Local 2036
Reading Community Residence 3 Supportive Housing HUD Local 2037
Hopkins Street Residence 4 Supportive Housing HUD Local 2042
DDS / DMH Group Homes 52 Supportive Housing DDS Local NA
Cedar Glen 114 Age Restricted
Rental MassHousing 40B Perp
Peter Sanborn Place 74 Age Restricted
Rental MassHousing 40B Perp
Residences at Pearl 86 Assisted Living MassHousing Local 2046
Reading Commons 204 Family Rental FHLBB 40B Perp
Oaktree 11 Family Rental DHCD/40R 40R Perp
Reading Village 68 Family Rental MassHousing 40B Perp
Schoolhouse Commons 20 Family Rental MHP 40B Perp
20-24 Gould Street 55 Family Rental DHCD/40R 40R Perp
Sumner/Cheney 1 Ownership FHLBB 40B Perp
George Street 3 Ownership MassHousing 40B Perp
Maplewood Village 9 Ownership DHCD/LIP 40B 2054
Governor's Drive 2 Ownership DHCD/LIP 40B 2103
Johnson Woods 11 Ownership DHCD/LIP Local Perp
Johnson Woods II 12 Ownership DHCD/LIP Local Perp
Reading Woods 43 Ownership DHCD/40R 40R Perp
Postmark Square 10 Ownership DHCD/40R 40R Perp
TOTALS 896
Census 2010 Units 9.35%
Key to Subsidizing Agency:
MHP – Massachusetts Housing Partnership
DHCD/PHA: Department of Housing and Community Development, Public Housing Authority
DHCD/LIP: Department of Housing and Community Development, Local Initiative Program
Town of Reading Housing Production Plan, 2018 Renewal Page 29
DHCD/40R: Department of Housing and Community Development, 40R
DDS: Department of Developmental Services
FHLBB: Federal Home Loan Bank of Boston
HUD: Federal Housing and Urban Development Public Housing Authority
Reading also has a few projects in the pipeline, which will generate additional affordable
units to the Subsidized Housing Inventory (SHI).
The Community Planning and Development Commission (CPDC) recently (2/12/18)
approved a mixed-use 40R project at the former Sunoco station property at 467 Main
Street. The project consists of 31 rental units, 8 of which will be affordable. As a rental
project for which at least 25% of the units are affordable, the total number of units in the
project will qualify for inclusion on the SHI. These will be added to the SHI in the coming
months, which will bring Reading’s SHI percentage to 9.67%.
Johnson Woods phase II has an additional 7 ownership units to construct and sell. The
units will be included on the Town’s SHI once Certificates of Occupancy are issued.
The Zoning Board of Appeals (ZBA) recently received of a 120-unit rental Comprehensive
Permit application known as Eaton Lakeview Apartments. The project received a Project
Eligibility Letter from MassHousing in October 2017. As a rental project for which at least
25% of the units are affordable, the total number of units in the project will qualify for
inclusion on the SHI. The ZBA hearing is scheduled to open in March, 2018.
C. Affordable Housing Efforts
Reading has pursued a proactive planning based strategy in an effort to increase the supply
of affordable housing and meet the 10% minimum statutory requirement. The Town has
made strides towards meeting that goal through adopting zoning changes and utilizing
current planning best practices. The Town’s 2013 HPP created a roadmap to follow as the
Town worked towards meeting its affordable housing goals.
Safe Harbor – As reported earlier, in CY 2017 Reading added 98 affordable housing units to
the Subsidized Housing Inventory (SHI), the inventory used by the Commonwealth of
Massachusetts to monitor the affordable housing statutory requirements. As a result, the
Town secured a two-year safe harbor certification through February 22, 2019.
Town of Reading Housing Production Plan, 2018 Renewal Page 30
1. Adoption of Smart Growth Districts (40R)
Gateway Smart Growth District (GSGD)
In December 2007, Reading adopted the Gateway Smart
Growth District under MGL Chapter 40R and 760 CMR
59.05(4). The overlay district is located at the southern
town line, near Interstate 95/Route 128 and Route 28
(Reading’s Main Street). The 424 unit Reading Woods
project is currently completed and nearly fully occupied.
The GSGD includes 200 of the 424 units. Of those 200
units, 43 are affordable and are included on the SHI. This
site was formerly a commercial use owned by the
Addison Wesley Corporation.
Downtown Smart Growth District (DSGD)
In November 2009, Reading adopted
the Downtown Smart Growth District
(DSGD) under MGL Chapter 40R and
760 CMR 59.05(4). This zoning change
was also a response to the 2007
Housing Plan which identified
downtown as an area for future
housing opportunities. At that time,
the DSGD overlay district did not
encompass the downtown in its
entirety. The DSGD will allow for 203
additional housing units by right. The first project that was permitted and constructed
within the DSGD was the Oaktree Development located at the former Atlantic Market site on
Haven Street. This project is a mixed-use development with retail uses on the ground floor
and 53 residential units above. At 53 units, this project exceeded the maximum density
allowed, but was granted a waiver from the CPDC for a density of 73 units per acre. A total of
11 units are affordable and are listed on the SHI.
In September 2017, Postmark Square, an
adaptive re-use of the historic Reading
Post Office, received 40R Plan Review
approval from the Reading Community
Planning and Development Commission
(CPDC). Postmark Square will be a mixed-
use project with 50 ownership residential
units, 10 of which will be affordable.
Town of Reading Housing Production Plan, 2018 Renewal Page 31
Expanded Downtown Smart Growth District (DSGD)
In April of 2017, Town Meeting adopted and the AG’s office approved, an expansion of the
DSGD to include approximately 21 additional acres, with a potential for 113 new residential
units.
Increased Affordable Housing Percentage Requirement (rental) in the DSGD
In April 2017, Town Meeting also adopted, and the AG’s office approved, increasing the
affordable housing requirement from 20% to 25% for rental projects within the DSGD.
Pursuant to MGL Chapter 40B, the increase to 25% will allow the Town to count all of the
units in a rental project versus only the actual number of affordable units.
In November 2017, 20-24 Gould Street, a redevelopment of the former EMARC site (which is
within the expanded DSGD area), received 40R Plan Review approval from the Reading
Community Planning and Development Commission (CPDC). The mixed-use project will
include 55 residential units, at least 14 of which will be affordable. As a rental project for
which at least 25% of the units are affordable, all 55 units qualified for listing on the SHI.
The proposed mixed-use 40R redevelopment of the Sunoco station property, mentioned
above, is also within the expanded DSGD area. The 31-unit rental project is currently under
review by the Community Planning and Development Commission. As a rental project for
which at least 25% of the units are affordable, the total number of units in the project will
qualify for listing on the SHI.
Planning Efforts
• 2015 Economic Development Action Plan (EDAP) - The EDAP recommendations include
expanding housing and mixed use. A key recommendation was to expand the DSGD. The
EDAP link is: http://www.readingma.gov/planning-division/files/economic-development-
action-plan-with-appendices
• Metro North Regional Housing Office (MNRHSO) – In 2015, Reading established the
MNRHSO comprised of the towns of Reading, North Reading, Wilmington, and Saugus.
The MNRHSO shares the expenses of a full-time housing coordinator who monitors
Town of Reading Housing Production Plan, 2018 Renewal Page 32
existing affordable housing and provides expertise related to affordable housing. An
Advisory Committee oversees the MNRHSO. Massachusetts has only a handful of RHSO’s
and Reading is proud to have developed this for the Metro North region.
• Comprehensive Update of the Reading Zoning Bylaw (ZBL) – In 2014, the ZBL was
updated to clarify, simplify, and modernize zoning for ease of use by developers.
Accessory Apartments are now allowed “by-right” if performance standards are met and
if the unit is located in an existing single-family structure. A special permit is required for
accessory apartments in detached structures, or involving increases in gross floor area to
an existing single-family structure or new construction. Permitting checklists have been
developed to simplify zoning further.
2. Challenges and Constraints to the Development of Affordable Housing
a. Existing Housing Allowances
The Reading Zoning Map illustrates residential uses taken from the Reading Zoning Bylaw
effective as of April 2017. The tables below identify which types of residential and business
uses are allowed in each zoning district. “YES” indicates uses allowed by right. “SPP” means
the use requires a Special Permit from the Community Planning and Development Commission
and “SPA” means the use requires a Special permit from the Zoning Board of Appeals. “No”
denotes a use that is not allowed.
Table 21: Uses for Residential Districts
Principal Uses RES
S-15
S-20
S-40
RES
A-40
RES
A-80
PRD-G
PRD-
M
PUD-R
Residential Uses
Single Family Dwelling YES (1) YES NO SPP SPP
Two Family Dwelling NO YES NO SPP SPP
Multi-Family Dwelling NO YES YES SPP SPP
Age Restricted Multi-
Family Dwelling
NO SPP SPP SPP SPP
Boarding House NO YES NO NO NO
Table 22: Uses for Business and Industrial Districts
Principal Uses Bus A Bus B Bus C IND PUD-B
Overlay
PUD-I
Overlay
Residential Uses
Single Family Dwelling Yes (1) No No No No No
Two Family Dwelling Yes No No No No No
Multi-Family Dwelling Yes No Yes (2) No No No
Age Restricted Multi-
Family Dwelling
No No Yes No No No
Boarding House No No No No No No
Town of Reading Housing Production Plan, 2018 Renewal Page 33
Source: Town of Reading Zoning By-Law, Tables 5.3.1 and 5.3.2, Table of Uses, September, 2017
Although Reading is primarily zoned for single family homes, other zoning districts including
A-40, A-80 and Business A allow for other forms of residential development such as
apartments or multi-unit homes. Table 23 below identifies the base zoning districts in
Reading.
Table 23: Reading Base Zoning Districts
Source: Town of Reading Zoning By-Law, April 2017
In addition to the base zoning districts, Reading has several overlay districts. Table 24 below
is a comprehensive list of all the zoning districts, including overlays within the Town of
Reading.
Zoning District Short Name Area (sq miles) Acreage Percent
Single Family 15 District S-15 3.3 2,120.1 33.2%
Single Family 20 District S-20 4.1 2,643.2 41.3%
Single Family 40 District S-40 1.9 1,235.1 19.3%
Apartment 40 District A-40 0.0 30.8 0.5%
Apartment 80 District A-80 0.0 12.8 0.2%
Business A BUS A 0.1 48.4 0.8%
Business B BUS B 0.1 55.2 0.9%
Business C BUS C 0.1 38.8 0.6%
Industrial Ind 0.3 209.1 3.3%
Totals 10.0 6393.4 100.0%
Town of Reading Housing Production Plan, 2018 Renewal Page 34
Table 24: Town of Reading Zoning and Overlay Districts
Type Full Name Short Name
Residence Single Family 15 District S-15
Residence Single Family 20 District S-20
Residence Single Family 40 District S-40
Residence Apartment 40 District A-40
Residence Apartment 80 District A-80
Business Business A District Bus A
Business Business B District Bus B
Business Business C District Bus C
Industrial Industrial Ind
Overlay Flood Plain District F
Overlay Municipal Building Reuse District MR
Overlay National Flood Insurance Flood
Management District
NF
Overlay Aquifer Protection District AQ
Overlay Planned Unit Development PUD
Overlay Planned Residential Development PRD
Overlay Gateway Smart Growth District GSGD
Overlay Downtown Smart Growth District DSGD
Source: Town of Reading Zoning By-Law, April 2017
b. Development Capacity and Constraints:
Residential development is constrained by many factors including availability of land, land
use regulations, natural resources such as wetlands and threatened and endangered species,
and limitations on infrastructure capacity. In order to evaluate the potential development
capacity, the availability of land must be evaluated against potential development
constraints.
Available Land: The Town of Reading is approximately 10 square miles in size and contains
6,394 acres of land. Using a GIS analysis it was estimated that 1,756 acres (27.5%) of land in
Reading is undeveloped or Chapter 61 Land. Of that, 372 acres are potentially developable,
and only 139 acres of developable land remain after regulatory constraints7 are applied. This
results in approximately 262 buildable lots based on the minimum lot size of 15,000 square
feet required in the S-15 residential zoning district. However, this build-out is for
undeveloped land and does not take into account previously developed land that could be
subdivided to yield more homes. Using the same GIS analysis and regulatory constraints, it is
estimated that a potential of 513 new homes could be built on currently developed land.
7 Only residentially-zoned parcels were included in the analysis. Constraints include FEMA 100 year flood
zones, 100' buffers around wetlands, streams, and vernal pools, and 200' buffers around perennial
streams. Aquifer protection district and slope were not included as constraints. Infrastructure needs were
not considered in calculating potential lots.
Town of Reading Housing Production Plan, 2018 Renewal Page 35
However, the actual number is likely to be significantly less when taking into account
infrastructure costs, lot shape, or other geological conditions, as well as particular zoning
district (specifically S-20 or S-40).
As identified above, Reading has several overlay districts. Overlay districts are zoning districts
which may be placed over the underlying districts. The provisions for the overlay district may
be more stringent or flexible based on the purpose of the particular overlay. The following
are overlay districts that relate to housing development and the provision of affordable
housing in Reading. Some of the overlays allow for other forms of development, increased
density in development, and may have requirements for affordable housing.
Planned Unit Development – Residential
Denoted as PUD-R this overlay district allows, by a Special Permit from the CPDC, single
family, two family, apartments, elderly housing, among other uses. At least ten percent of all
residential units in the PUD-R must be affordable. The affordable percentage requirement
increases to 15% for property within 300-feet of a municipal boundary. It should also be
noted that the Planned Unit Development – Industrial (PUD-I) overlay district also allows
residential development when the proposed development is within 200-feet of another
residential district.
Planned Residential Development (PRD)
A PRD district is an overlay zoning district which may be applied to parcels within the S-15, S-
20, S-40 and A-80 residential zoning districts and must be approved through Town Meeting.
Upon approval of the overlay, the CPDC may issue a Special Permit for residential
development. In Reading, there are two types of PRD districts; General (PRD-G) and
Municipal (PRD-M). The PRD-G requires a minimum lot size of 60,000 square feet and
encourages affordable unit development. PRD-M development is allowed on current or
former municipally-owned land of at least eight acres and requires a certain percentage of
affordable units.
Municipal Building Reuse District
The Municipal Building Reuse District is an overlay district that allows for the redevelopment
or reuse of surplus municipal buildings. At least ten percent of the residential units must be
affordable.
Smart Growth Districts (40R)
Reading has adopted two Smart Growth 40R Districts. The Downtown Smart Growth (DSGD)
District is an overlay district that allows for mixed-use or multi-family residential within the
downtown area via plan approval by the Community Planning and Development
Commission. This overlay district requires a minimum of 20% affordable units
(homeownership projects) and a minimum of 25% affordable units if the development is
rental or limited to occupancy by elderly residents. The Gateway Smart Growth District
(GSGD) is also an overlay district located at the intersection of Route 28 (Main Street) and
Town of Reading Housing Production Plan, 2018 Renewal Page 36
Interstate 128/95. This district is fully developed with one 424-unit project (200 of the units
are technically within the GSGD) and includes 43 affordable units (10%).
Natural Resource Limitations: Wetlands and other natural resources such as endangered
species habitats can place constraints on development. As mentioned above, many lots are
considered unbuildable due to the presence of some of these resources. Almost one-fourth
of the land in Reading is considered wetland or within the jurisdictional buffer zones of
resource areas. Another 6% of land is within the 100-year flood zone. Reading is located
within the Aberjona, Ipswich and Saugus river watersheds and many of Reading’s wetland
areas are located in associated floodplains.
Rare and Endangered Species: There are three areas in Reading which contain rare or
endangered species. These areas are protected under the Massachusetts Endangered
Species Act and the Massachusetts Wetlands Protection Act. Any development within these
areas is subject to review by the Massachusetts Natural Heritage and Endangered Species
Program (NHESP). The three areas of designation include a large tract of land within the
western side of the Town Forest and two separate tracts of land within the Cedar Swamp
near the Burbank Ice Arena located on the eastern side of the town.
c. Infrastructure
Public Water: The Town of Reading’s water distribution system is comprised of 115 miles of
distribution main, 2 water booster stations and 2 storage facilities; one 0.75 M gallon
elevated tank located at Auburn Street and one 1.0 M gallon standpipe located at Bear Hill.
Presently, Reading purchases all of its drinking water from the MWRA which is supplied into
the Town’s distribution system via a 20” water main located on Border Road. Construction of
a second 36” redundant supply pipe line was recently completed by the MWRA which will
provide a second supply source to the Town’s distribution system at Leech Park on Hopkins
Street. The Town also has 5 emergency water connections with 3 of the bordering
communities.
Prior to purchasing water from the MWRA, Reading operated a water treatment plant
adjacent to the Town Forest which drew water from nine wells within the Town Forest and
Revay Swamp, all contained within the Ipswich River Watershed. Following the temporary
closure of wells as a precautionary measure to avoid contamination from an overturned
petroleum vehicle on Rte. 93 and to aid in relieving stress to the Ipswich River aquifer, the
Town decommissioned the treatment plant in 2006 and began purchasing 100% of the
Town’s drinking water from the MWRA. Reading continues to maintain the wells as a
backup water supply until the redundant MWRA water supply source is on-line.
Reading has established a strong water conservation program offering residents rebates
for the installation of low flow fixtures and appliances, irrigation sensors and rain barrels.
The program has been extremely successful and has lowered water consumption by 10%
over a 10 year period. In 2016 the average daily water consumption equaled 1.7 MGD with
Town of Reading Housing Production Plan, 2018 Renewal Page 37
a maximum daily demand of 2.2MGD.
All water purchased from the MWRA is metered at the supply mains through meters
owned by the MWRA and the Town of Reading. Residential and Commercial meter reading
is modern and efficient, with an automatic system that uses radio transmitters for optimal
accuracy and efficiency. Water rate changes are established by the Board of Selectmen
based on recommendations from staff.
Reading’s water distribution system is maintained on a GIS mapping and database system.
The operation of the water system is overseen by the Department of Public Works, and is
on an enterprise basis, through which the full costs of operations are borne by the water
users, and not paid for by local property taxes.
Public Sewer: The sewer system is owned and operated by the Town and serves
approximately 98% of all properties within the Town. While 159 individual properties
throughout the Town are not yet connected to available public sewer, the only major
unsewered areas are portions of Main Street north of Mill Street, and the westerly portion of
Longwood Road. The system consists of 107 miles of sewer main, 12 wastewater pump or lift
stations, and approximately 7,800 local service connections.
All sewage from the Town’s system discharges into the MWRA’s regional collection system
through 2 major outfalls; one along Rte. 93 in the west adjacent to Arnold Avenue, and one
at the end of Summer Avenue in the south. An isolated collection system servicing Border
Road and a small portion of the West Street area discharges into the regional sewerage
system via the City of Woburn. The regional sewerage system is operated by the MWRA,
with principal treatment at Deer Island facility.
Water usage meters measure outfall flows and discharges. Sewer rate changes are
established by the Board of Selectmen based on recommendations from staff. The Town’s
connection policy requires all new development to tie into the public sewer system and
requires conversion to public sewer when residential septic systems fail. In addition, the
Town sewer connection policy requires that all new developments perform system
Inflow/Infiltration improvements or that equivalent contributions of twice the new flow
multiplied by $4.00 are made to the Town.
Reading’s sewer system is maintained on a GIS mapping and database system. The
operation of the sewer system is overseen by the Department of Public Works, and is on
an enterprise basis, through which the full costs of operations are borne by the sewer
users, and not paid for by local property taxes.
Stormwater System: Reading is located in the upper reaches of three (3) separate drainage
basins; the Ipswich River basin to the north, Saugus River basin to the southeast, and
Aberjona River basin to the southwest. All stormwater is collected through a series of
approximately 3,400 catch basins, 80 miles of piped system, numerous open water bodies
Town of Reading Housing Production Plan, 2018 Renewal Page 38
and 450 outfalls. The GIS mapping of the stormwater system was updated in 2016.
The town has evaluated problematic areas of the Aberjona and Saugus River basins and
has developed a capital plan for the improvements. The system is operated and
maintained by the Department of Public Works and is funded partially through local
property taxes and the balance through enterprise funds. Following the authorization of
the MS4 permit program by the EPA in 2003, the Town established a stormwater
enterprise in 2006 to fund the additional operation and maintenance of the stormwater
system mandated by the MS4 permit. The enterprise funding is apportioned based on the
extent of impervious area within the parcel.
Through the policies established under the Town’s MS4 permit program, all new
developments are required to install and maintain stormwater management systems. Each
system must include a long-term operation and maintenance plan which includes annual
reporting to the Town.
Roadway Network: Reading contains approximately 102 miles of streets and roads,
however, the Town only maintains approximately 92.7 miles. The remainder of roadways not
maintained by the Town are state-owned or privately-owned roadways. The Town is
bordered by Interstate Highway 95 (also known as state Route 128) on the south and
southeast, and Interstate Highway 93 on the west.
Reading’s roadway system consists of several arterial, collector and local roadways.
Arterial streets, carrying large traffic volumes and serving as principal local routes as well
as regional routes, include: Main Street (Route 28), and Salem Street and Lowell Street
(Route 129). These three main arterials intersect at the Common in the middle of Town,
and are lined almost uninterruptedly with commercial and densely developed residential
uses.
Minor arterial streets include: Haverhill Street (residential), Walkers Brook Drive
(commercial and industrial), Washington Street (residential), Woburn Street (commercial
through Downtown and otherwise residential) and West Street (almost entirely
residential).
Collector streets, serving traffic from neighborhood streets and feeding into the arterial
streets in Town, include: Franklin Street, Grove Street, Forest Street, Charles Street,
Washington Street, High Street, Summer Avenue, South Street, Hopkins Street, and Willow
Street.
Since 2000, Reading has utilized a computerized pavement management system to assist
in developing a roadway capital improvement plan. In 2011 the system was converted to a
GIS based management system. The system enables the Town to reliably develop cost
effective roadway maintenance plans. Based on roadway inspections, each roadway is
given a pavement condition index (PCI) that is used to identify the overall condition of the
Town of Reading Housing Production Plan, 2018 Renewal Page 39
roadways. PCI values range from 0 to 100 and the 2016 average PCI of all roadways was
77. Every 3-4 years, each roadway is physically inspected to update the database for
pavement distresses factors, which are used to determine pavement longevity in the
program. Through the use of the computerized program, state Chapter 90 roadway funds
and the general operating funds (which is a result of a proposition 2 ½ override), the
Town’s planned annual expenditure of roadway maintenance will insure an overall
increase in the roadways PCI value for the next 10 to 15 years.
Commuter Rail: Reading is served by the Massachusetts Bay Transportation Authority
(MBTA) Commuter Rail system. The current MBTA schedule has 19 commuter rail trains each
weekday inbound to North Station in downtown Boston. A total of 23 commuter trains travel
outbound to Reading each weekday from North Station and of those 13 continue on to the
final destination of Haverhill. The Reading train station is located in the heart of downtown
at the “Depot”. There is a mix of MBTA/Town parking available at the Depot. The 113 MBTA-
owned spaces are available for a rate of $4.00/day and there are also several Town-owned
parking spaces available to residents only for a one-time fee of $150. The most current
ridership data available is contained in the MBTA “Blue Book” dated July, 2014. The 2014
Blue Book statistics show a typical weekday station boarding (inbound) at Reading station as
of April, 2013 was 799 commuters. The average boarding count for the period 2007 – 2013
for Reading Station (inbound) was 834 with a high of 1010 in 2011 and a low of 444 in 2012.
The 2009 ridership in Reading was higher than any other station on the Haverhill/Reading
MBTA line. Lawrence had the second highest ridership at 722.
Bus Service: The MBTA operates two bus routes from Reading to the Malden Center Orange
Line subway station. Bus 136 service begins at the Depot and travels east on Salem Street
through Wakefield then continues south on Main Street with service in Melrose and
eventually terminates at the Malden Center subway station. Bus 137 also departs from the
Depot. This route travels south on North Avenue through Wakefield and continues south
through Melrose on Main Street and terminates at the Malden Center subway station. The
entire route from Reading to Malden takes approximately 40 minutes.
Electrical – Reading Municipal Light Department (RMLD): In 1891, the Massachusetts
Legislature passed a law enabling cities and towns to operate their own gas and electric
plants. Following several years of study and Special Town Meetings, Reading began
producing electricity for 47 streetlights and 1,000 incandescent lamps on September 26,
1895. Special legislation was enacted on April 8, 1908 authorizing the Town of Reading to
sell and distribute electricity to Lynnfield, North Reading and Wilmington. As a result, RMLD
began delivering power to Lynnfield Center on December 10, 1909; to North Reading in 1910
and to Wilmington in 1912.
There have been decades of advancement and achievement since those early days of
electricity, but some things have remained constant. After more than 110 years, RMLD is still
committed to reliable service at competitive rates, but maintaining that commitment
requires astute planning, innovative ideas and close attention to detail.
Town of Reading Housing Production Plan, 2018 Renewal Page 40
The Gaw substation on Causeway Road in Reading was constructed in 1969-1970 allowing
RMLD to connect to the grid and purchase power from almost anywhere on the northeast
power pool. In June 2000, construction was completed on a distribution substation
connected to 115,000-volt transmission lines in North Reading in order to accommodate
growth and enhance the entire system's efficiency and reliability. To ensure reliability,
RMLD has an ongoing preventative maintenance program aimed at solving problems
before they occur.
Today, RMLD serves more than 27,000 customers in its four-town service area. A
professional staff of 80+ employees brings a broad scope of utility experience to RMLD's
daily operation, including an up-to-date understanding of the evolving energy market.
With its peak demand for electricity at more than 155 megawatts, RMLD purchases
electricity from a number of different sources through long-and-short-term contracts.
Recent technological advances at RMLD include a fiber optic cable network that links all
substations for state-of-the-art system monitoring and control. Computer systems are also
state-of-the-art, and now include a sophisticated website. Meter reading is modern and
efficient, with an automatic system that uses radio transmitters for optimal accuracy and
efficiency.
RMLD supports in-lieu-of-tax payments, community development and energy education
programs. This includes energy conservation programs, school safety projects, school-to-
work partnerships, outreach to senior groups, community support, and active
memberships in local civic groups.
Infrastructure Capacity for Planned Production: Reading’s overall infrastructure contains
adequate capacity and capital facilities for existing build out and anticipated future
development. The Town also periodically reviews and assesses its 10-year Capital Plan to
insure that infrastructure will be maintained and sustained for projected growth. The Town
expects to continue the policy and practice of requiring mitigation from developers, financial
or otherwise, for the impacts of their proposed projects, including infrastructure
improvements. Therefore, as needs are identified through staff level and consultant review
of individual permitting applications, the Town expects to require - as conditions for
approval - adequate improvements and upgrades to systems, resources and capacity to
allow for development under this Housing Production Plan, while protecting and enhancing
natural, cultural and historical assets consistent with the 2005 Master Plan.
Town of Reading Housing Production Plan, 2018 Renewal Page 41
Section 2: Affordable Housing Goals and
Strategies
The housing goals and strategies included in this section are aimed primarily at creating
more housing choice and affordable housing in Reading. The goals and strategies also
support the Town’s ability to achieve other interrelated community goals, including goals for
economic development as well as protecting quality of life and community character.
Housing Goals
In reviewing the previous Reading Housing Plan of 2013, other Reading related documents,
analyzing the current housing situation in Reading, and in discussing housing issues with
town citizens and officials, the Town has identified six housing five-year goals that are the
most appropriate and most realistic for the community. They are identified below.
Goal 1 – Create SHI-eligible housing units
Support the creation of affordable housing units, both rental and ownership units, that will
count on the state’s Subsidized Housing Inventory to reach the state’s 10% affordable
housing goal while also focusing on the specific housing needs of Reading residents.
Goal 2 – Support Reading’s low-income residents
Support the housing needs of Reading’s most vulnerable residents including families, seniors,
and individuals with disabilities, especially households with extremely-low and very-low
incomes.
Goal 3 – Preserve existing affordable housing
Preserve existing affordable housing to ensure the units remain affordable and qualify for
listing on the subsidized housing inventory.
Goal 4 – Proactively manage growth
Manage growth and proactively plan to mitigate impacts of new housing and mixed-use
development to preserve and enhance the quality of existing residential neighborhoods and
commercial areas and to provide a greater diversity of housing options to support housing
needs.
Goal 5 – Support affordable rental properties and tenants
Support owners of affordable rental units to ensure appropriate maintenance and upkeep
and seek opportunities to increase affordable housing units within these properties.
Goal 6 – Strengthen education and local relationships
Town of Reading Housing Production Plan, 2018 Renewal Page 42
Educate the public on affordable housing issues and strengthen relationships with other local
entities and regional partners on the topic.
Housing Strategies
This section includes descriptions of local regulatory strategies, local initiative strategies and
an action plan, all of which are intended to assist the Town of Reading in meeting its
affordable housing goals. The strategies are listed immediately below and discussed in more
detail on the following pages.
Strategy 1: Encourage development in the Priority Development Areas
Strategy 2: Adopt an Inclusionary Zoning bylaw
Strategy 3: Explicitly Permit Congregate Housing
Strategy 4: Provide support for 40R, 40B and Local Permit applications
Strategy 5: Seek opportunities for locally-initiated development
Strategy 6: Strengthen the Affordable Housing Trust
Strategy 7: Explore Creation of a First-Time Homebuyer Program
Strategy 8: Identify potential homes for congregate housing
Strategy 9: Seek funding to create a local aging-in-place program
Strategy 10 Foster partnership initiatives with landlords
Strategy 11: Work in cooperation with community partners to promote
enhanced public understanding of housing needs and promote creation of
affordable housing
Strategy 12: Support the Metro North Regional Housing Services Office
Reaching 10%
The Housing Production Plan guidelines require that the HPP set an annual goal for housing
production, pursuant to which there is an increase in the municipality’s number of SHI
Eligible Housing units by at least 0.50% of its total units during every calendar year included
in the HPP, until the overall percentage exceeds the 10% Statutory Minimum.
There should be a direct link between the setting of these goals and the results of the needs
assessment. The numerical goal should be based on the total year-round number of housing
Town of Reading Housing Production Plan, 2018 Renewal Page 43
units. The total year-round housing units is the total number of units for the community in
the latest U.S. Census including any changes due to demolition or new construction.
The Table below projects the Town of Reading SHI. Note that the unit counts for projects on
the first three lines are forecast. The denominator of Year-round housing units will be
updated by the Census and then reported by DHCD in 2021/2022. These projections are not
included in this update, but will be included in the 2023 update.
FY18 FY19 FY20 FY21 FY22 FY23
Johnson Woods
7
Eaton Lakeview 40B
120
467 Main Street 40R
31
SHI Units Created 896 0 38 120 0 0
Cumulative SHI Units 896 896 934 1054 1054 1054
Year Round Units (2010 Census) 9584 9584 9584 9584 9584 9584
SHI % 9.35% 9.35% 9.75% 11.00% 11.00% 11.00%
10% Requirement 958.40 958.40 958.40 958.40 958.40 958.40
+/- 10% -62.4 -62.4 -24.4 95.6 95.6 95.6
Regulatory Strategies
Regulatory strategies refer to recommendations that entail amendments to local zoning
bylaws or other local development regulations to help encourage development of more
housing options including affordable housing.
Note: There is a new state funding source—MassHousing’s Planning for Housing Production
Program8—that could help to support Reading’s efforts to implement the plan’s regulatory
strategies. The Program provides municipalities with funding for additional technical capacity
to implement recommendations of the housing production plan and deliver new mixed-
income housing.
8 More information about MassHousing’s Housing Production Program:
www.masshousing.com/portal/server.pt/community/planning___programs/207/planning_for_housing_produc
tion
Town of Reading Housing Production Plan, 2018 Renewal Page 44
Strategy 1: Encourage mixed-use development in the Priority Development
Areas by considering adoption of various regulatory tools.
As part of the Reading Economic Development Action Plan 2016-
2022 (EDA Plan), the town identified four regionally-significant
Priority Development Areas (PDAs). As described in the EDA
Plan, redevelopment in these PDAs will help meet projected
regional demands for housing and commercial uses and
strengthen existing places by improving the mix of development
types in areas where development already exists. The PDAs are
sited in areas
defined as
having major
growth
potential and near existing transportation
resources including public transit, bike,
and trail facilities, thus contributing to
the creation of more walkable
communities.
The four PDAs are described below, as
excerpted from the EDA Plan (page 6):
PDA #1 - Downtown Reading. PDA #1 is a
nine-acre area consisting of 46 parcels –
the Town’s 40R Smart Growth Overlay
District was expanded to include a
portion of this area (PDA #1A) in April
2017. PDA #1A is bounded by Haven
Street, Main Street, Washington Street,
and High Street and includes mixed use,
commercial, and residential
development. PDA #1B is adjacent to the
Commuter Rail and is bounded by Lincoln
and Prescott streets and includes
commercial and residential development
– this property is the location of an
approved Comprehensive Permit.
PDA #2 – South Main Street. PDA #2 is a
26-acre area consisting of 82 parcels located
south of the downtown on South Main Street. PDA #2A presently contains primarily low-
density commercial development and underutilized parcels. PDA #2B consists primarily of
low-density residential development. The Town is interested in facilitating more retail and
mixed-use development and implement streetscape and road reconfigurations that will
enhance safety and the street’s overall connectivity to downtown.
Reading Priority Development Areas
Source: EDA Plan
Town of Reading Housing Production Plan, 2018 Renewal Page 45
PDA #3 – New Crossing Road Redevelopment District and Ash Street Parcels. PDA #3
consists of the five-acre New Crossing Road Redevelopment District, which consists of
four parcels and includes vacant lots, derelict buildings, sites with industrial uses, and
adjacent parcels on Ash Street.
PDA #4, - 1 General Way. PDA #4 is one large 20-acre parcel with a mix of single-story
commercial uses and ample parking. The Town is interested in facilitating a more vibrant
mix of uses and structures of different densities in this area.
In accordance with the recommendations of the Reading Economic Development Action Plan
2016-2022, the Town recently expanded the Downtown Smart Growth District (DSGD) to
PDA #1A and the rest of the underlying Business B zone in the downtown area to continue
fostering mixed use development in the Commuter Rail station area. This zoning will
facilitate mixed-use infill development, which will help meet Reading’s Economic
Development goals as well as regional demand and potential shortages of housing.
More specifically, this strategy recommends the following:
Adopt Sub-Districts with Design Guidelines for PDA #1
To ensure appropriate development and redevelopment of properties in the DSGD, the
Town should adopt sub-districts with design guidelines tailored to enhance the character
and further the Town’s vision for each sub-district.
Consider zoning changes to promote more compact, mixed-use
development
In accordance with the recommendations of the Reading Economic Development Action
Plan 2016-2022, facilitate more compact, mixed-use development in PDAs #2 (or as a
40R, described above), #3, and #4. Amend underlying zoning (or through adoption of
40R) to facilitate higher density mixed use and in PDA #2—South Main Street—with a
focus on increasing mixed-use redevelopment potential in PDA#2A, which has
underutilized retail parcels that could be redeveloped to mixed use with commercial on
the first floor and residential above. Rezoning for mixed use will generate more foot
traffic downtown. Facilitate development in alignment with South Main Street Design
Best Practices.
Adjust zoning requirements to facilitate mixed use in PDA #3 and #4. Work with property
owners, developers and major tenants to pursue parcel consolidation to facilitate
redevelopment.
Consider zoning changes to parking requirements to promote more
compact, mixed-use development
In accordance with the recommendations of the Reading Economic Development Action
Plan 2016-2022, evaluate parking requirements and consider zoning amendments to
make parking requirements consistent with best practices.
Town of Reading Housing Production Plan, 2018 Renewal Page 46
Strategy 2: Adopt an Inclusionary Zoning bylaw
The purpose of inclusionary zoning bylaws (IZ) is to ensure that production of affordable
housing units keeps pace with construction of new dwelling units. IZ mandates that
developers provide affordable housing units in addition to market-rate housing. Section 9 of
the Zoning Act authorizes communities to adopt bylaws that require a developer to provide a
certain portion of affordable units (usually 10% to 25%) within an overall development. To
help offset the cost of providing these units, the bylaw may offer an incentive, most
commonly a density bonus. Other incentives include a waiver of zoning requirements or
permit fees, fast-track permitting, local tax abatements, and subsidized infrastructure.9
Many variations of inclusionary zoning provisions have been adopted in Massachusetts
communities with varying levels of success at producing affordable units. IZ provisions
include:
● a unit threshold that triggers the affordable unit requirements
● minimum percentage of affordable units required
● maximum household income targets (e.g., at or below 80 percent of the area median
income)
● eligibility for the state’s Subsidized Housing Inventory
● density bonuses, if applicable
For example, density bonuses are sometimes offered to encourage deeper affordability of
units (e.g., units affordable to extremely low-income households) or a higher percentage of
affordable units.
The Town should consider allowing cash payments, off-site units, and donated buildable land
as an alternative in lieu of construction of units. The cash payments and donated buildable
land could be allocated to the Reading Affordable Housing Trust to create or preserve
affordable housing.
It will be important to examine the most current information regarding best practices for
Inclusionary Zoning provisions and to customize a Reading bylaw to ensure a successful
outcome.
Strategy 3: Amend the Zoning Bylaw to explicitly permit congregate
housing
Congregate housing is a shared living environment designed to integrate the housing and
services needs of elders and disabled individuals. The goal of congregate housing is to
increase self-sufficiency through the provision of supportive services in a residential setting.
Some types of congregate housing are often in converted single-family homes; however, the
Reading zoning bylaw restricts dwelling units to “families” or not more than four unrelated
individuals, and this restriction may pose an issue in certain situations for congregate
housing, which will often house up to 16 people.
9 Excerpted from the Housing Toolbox for Massachusetts Communities:
https://www.housingtoolbox.org/zoning-and-land-use/adaptive-reuse
Town of Reading Housing Production Plan, 2018 Renewal Page 47
In addition, congregate housing sometimes provides small kitchen facilities in each private
unit in addition to the shared common facilities, which may constitute multi-family housing
under the current bylaw’s use regulations and thus be prohibited in certain residence
districts (S-15, S-20, and S-40).
Reading’s zoning bylaw does not appear explicitly permit congregate housing (a.k.a. group
homes), which can be an important housing choice to accommodate later life stages for an
older population and provide supportive housing for individuals with disabilities.
The Reading zoning bylaw provides the below definition for “family,” which presents Fair
Housing considerations. Policies that require relations by blood/marriage and/or have a limit
of unrelated adults in a household may be considered discriminatory if they have an adverse
impact on a protected class including people with disabilities. For example, limiting the
number of unrelated persons in a dwelling can impact group home uses, foster families, or
other alternative household composition.
Family: One or more persons living together in one dwelling unit as a single
housekeeping unit; provided, however, that a group of more than four individuals who
are not related by blood, marriage, or legal adoption shall not be deemed to
constitute a family.
Dwelling, single family: A detached dwelling unit arranged, intended or designed to be
occupied by only one family.
However, it is important to note that despite these limiting definitions and lack of zoning
provisions for congregate housing or group homes, the Dover Amendment exempts
educational uses from local zoning and programs and services that provide support, training,
and skill building for persons with disabilities have been found to be educational in nature.
Many congregate living and group home facilities provide such services to residents and
would qualify as educational in nature. In addition, federal laws prohibit municipalities from
discriminating against persons with disabilities through their land use and zoning policies.10
The zoning bylaw should be amended to ensure consistency with these laws and to explicitly
permit congregate housing in all residential districts. This strategy would help to support the
local initiative Strategy 8 to identify existing houses with potential for conversion to
congregate housing.
Strategy 4: Provide necessary support for 40R, 40B/Comprehensive and
Local Permit applications.
The Town has had multiple development proposals in recent years that can help to create a
more diverse housing stock including affordable and mixed-income units. The Town should
continue to provide technical and political support for appropriate projects that further the
Town’s housing and economic development goals. These projects could be developments in
10 Federal laws referenced here includes Section 504 of the Rehabilitation Act of 1973, the Fair Housing
Amendments Act of 1988, and the American with Disabilities Act of 1990.
Town of Reading Housing Production Plan, 2018 Renewal Page 48
40R Smart Growth Districts, 40B Comprehensive Permit applications, or local permit
applications.
Local Initiative Strategies
Local initiative strategies refer to recommendations that the town can undertake to foster
the creation of more housing options, especially affordable housing. These initiatives are not
regulatory in nature – they deal with allocation of town resources including staff time,
funding, and property.
Strategy 5: Seek opportunities for locally-initiated development of
affordable housing.
Continue to catalogue, prioritize and target tax-foreclosed, foreclosed, and
surplus public properties with development potential
Tax-foreclosed, foreclosed, and underutilized surplus public properties can have negative
impacts on neighborhoods and municipal finance. These properties can be developed or
reused as affordable, mixed-income housing and/or mixed-use development and can
present opportunities for neighborhood improvement.
The Town has been tracking such properties and should continue to do so to identify
properties with development potential for town acquisition and/or or a cooperative
effort with non-profit partners.
In addition, the Town should adopt a tax title disposition plan or policy that lays out a
process for town officials, including the Treasurer, to work collaboratively to foster
development/reuse for affordable housing of appropriate properties. Property acquired
in tax title foreclosure can be disposed of under Chapter 60 by auction or under Chapter
30B when the tax title custodian transfers the property to another municipal agency
(including an Affordable Housing Trust). Such a property disposition through Chapter 30B
can specify that the property be developed within a time frame and for a specific
purpose, including affordable housing.11
Current Tax Title Inventory: As of October 2017, the town had three tax title properties
with existing single-family houses that could have potential for conversion to affordable
units (9 Swan Road, 179 Pearl Street, and Brook Street/Redfield Road).
Public Property: There are roughly 332 acres of state land including Camp Curtis Guild
(25 River Road) with 291 acres (part of which is under consideration for use as a new
DPW garage). The property will require further study to determine if there are
environmental constraints or contamination. State land also includes a property at 9
Causeway Road (lot 31-9) with 4.7 acres. In addition, the Town declared an
approximately 4.3-acre parcel on Oakland Road (near the High School) as surplus in April
11 Source: CHAPA, Back on the Roll in Massachusetts: A Report on Strategies to Return Tax Title Properties to
Productive Use, 2000.
Town of Reading Housing Production Plan, 2018 Renewal Page 49
Partial List of Potential Funding Sources for
Affordable Housing Trusts
Inclusionary Zoning payments, including
40R incentive payments
Payments in lieu of providing affordable
units
Voluntary developer payments
Proceeds from sales of surplus municipal
or tax-foreclosed properties
Private donations
Revenue from the lease of municipal
land for cell towers
Proceeds from resale of affordable units
Appropriation of other municipal funds
2017. The Board of Selectmen will establish a fully public process to help determine the
future disposition of the land; many options for development or use of this parcel are
possible.
Explore partnership opportunities with the Reading Housing Authority to create and
preserve public housing units
The Reading Housing Authority (RHA) was established in 1963 and has been developing
and operating housing for low-income elderly/handicapped persons, families, and people
with special needs throughout the Town of Reading. The Authority owns and manages
public housing units for both families and seniors.
The RHA owns fourteen (14) or so units of housing that it leases to income eligible
tenants. These units are currently unrestricted, despite efforts to work with the RHA to
preserve units on the SHI. Some units have expired restrictions, and were recently
lapsed from the SHI. In 2017, the Housing Authority hired a new director, which
presents an opportunity for the Town to revisit collaborative efforts to restore the
affordability of these units by regulating them as Local Action Units under the Local
Initiative Program. The Town has identified locations of these fourteen units as follows:
Summer/Main (6), Sanborn Schoolhouse (4), 13 Pierce (1), and Gazebo Circle (3).
The Housing Authority owns property on Waverly Road, which could have some potential
for development of additional units. In addition to exploring the development potential
of the Housing Authority’s existing properties, the Town plans to work collaboratively
with the Housing Authority to identify other properties for possible expansion of the
public housing inventory—possibly through the development or redevelopment of tax-
foreclosed, foreclosed, and/or surplus public
properties, as described above.
Strategy 6: Strengthen the Affordable
Housing Trust with Additional Sources of
Revenue and Further Collaboration
The town adopted the Reading Affordable Housing
Trust (AHTF) through a special act in 2001. In 2001
the Reading Town Meeting passed a warrant
article which authorized the Selectmen to petition
the Massachusetts General Court to establish an
Affordable Housing Trust Fund for creation and
preservation of affordable housing. The State
legislature approved the special legislation. The
Board of Selectmen act as the Trustees of the
Trust.12
12 Mitchell, Robert P., FAICP, Affordable Housing Trust Funds: A Report to the Town of Reading, MA. 2013.
Town of Reading Housing Production Plan, 2018 Renewal Page 50
The AHTF is required to submit an allocation plan to Town Meeting annually indicating how
Trust funds will be utilized in the coming year and accounting for how the prior year’s funds
were allocated. The AHTF requires a majority vote of the full combined membership of the
Board of Selectmen and Housing Authority for all expenditures.
Secure additional funding for the AHTF
Adoption of an Inclusionary Zoning bylaw with provisions for cash payments in lieu of
units can provide a source of revenue for the AHTF, in addition to other potential sources
(see side bar above). The current balance of the AHTF is approximately $263,000. The
AHTF’s past funding sources included the buy-out of an affordable unit at Sumner
Cheney and the sale of surplus lands. No Town-generated funds have been allocated to
the AHTF.
Collaboration with Community Partners
The AHTF funds can be leveraged by working in collaboration with community partners
including non-profit housing organizations to create and preserve affordable housing.
The AHTF funds could support a first-time homebuyer program (see below), locally-
initiated developments, or other local initiative strategies.
Strategy 7: Explore Creation of a First-Time Homebuyer Program
AHTF funds can be used to support the programmatic and administration costs of
homeownership assistance programs, which assist low- to moderate-income households to
purchase a home. The programs can be designed in a variety of ways including the following
three examples:
1) Down Payment Assistance: Down payment assistance programs provide financial support
to assist with down payment and closing costs. This assistance is provided in the form of
deferred payment loans with recapture provisions. However, this type of program does not
create units that would count on the state’s Subsidized Housing Inventory because the
subsidy provided is modest and would not create a deed-restricted unit—therefore, Reading
would benefit from considering alternative models, as described below.
2) Purchase/Rehab Model: In this model, the sponsoring entity, such as the AHTF or a non-
profit organization, acquires property, rehabilitates it as necessary, and sells it to a qualified
buyer for an affordable price with a deed restriction to secure ongoing affordability. It is
important to determine an acceptable level of rehabilitation for the subject properties which
stays within the program’s budget and does not place unreasonable repair costs on the new
homebuyer. These units may be eligible for inclusion on the state’s Subsidized Housing
Inventory.
3) Subsidy Model: In this model, the sponsoring entity, such as the AHTF or a non-profit
organization, qualifies potential buyers, who then locate a market rate home to purchase
with the help of a subsidy from the sponsoring entity which buys-down the cost of the
mortgage to an affordable price. A permanent deed restriction is then executed for the
property to secure ongoing affordability. It is critical to set program parameters, including
Town of Reading Housing Production Plan, 2018 Renewal Page 51
maximum subsidy per unit, maximum property acquisition cost, and minimum property
condition/rehabilitation needs with quality standards, at the start of the process to ensure
the sustainability of the program. These units may also be eligible for inclusion on the state’s
Subsidized Housing Inventory.
In all of these homeowner assistance models, the sponsoring entity must create a
transparent, fair, and affirmative process to market the program and select qualified buyers
to ensure compliance with federal Fair Housing laws and the Massachusetts Anti-
Discrimination Act.
For the units to count on the state’s Subsidized Housing Inventory, the program guidelines
and marketing plan must meet with the requirements of the Department of Housing and
Community Development (DHCD) under the state’s Local Action Unit program. Units must
have a permanent deed restriction, be affirmatively and fairly-marketed, and comply with
DHCD’s resident selection criteria.
Strategy 8: Identify existing houses with potential for conversion to
congregate housing.
Congregate housing, a shared living environment designed to integrate the housing and
services needs of elders and disabled individuals, is often created by converting larger single-
family homes to house up to 16 residents with private bedrooms and shared common areas
including kitchen, living, dining, and outdoor space. Congregate housing will often also have
a resident manager with a small (accessory) apartment within the house or in an outbuilding
on site. In addition, it is often beneficial for congregate housing to be in a walkable
neighborhood that is close to community services, shops, and public transportation including
bus and commuter rail.
The town, perhaps working through the AHTF and in conjunction with community partners,
should inventory existing single-family properties to identify potential for conversion to
congregate housing. AHTF funds could support acquisition and/or rehabilitation costs of
community partners to facilitate such conversions.
Strategy 9: Seek funding to create a local aging-in-place program
To help low-income seniors afford to stay in their home as they age, it can be helpful to fund
small repairs and safety improvements including handicap accessibility improvements. The
town could fund such a program. There are many models. It will be important to design a
model program that has limited administrative needs, due to limited staff capacity.
As an example, the town of Agawam applied for $85,000 in federal Community Development
Funds to create the Agawam Aging in Place Program (AIP Program).13 The AIP Program would
provide grants up to $5,000 per qualified senior household to complete non-structural
modifications to increase the health and safety of the occupants. To be eligible, owner
occupants must be 65 years of age or older, meet HUD income guidelines for low/moderate-
income persons, and have home safety needs that fall under the purview of the program.
13 Although Agawam did not receive the award of federal funds in FY2018, the city is applying again for FY2019.
Town of Reading Housing Production Plan, 2018 Renewal Page 52
Funding per unit would vary from a few hundred dollars to the maximum $5,000 to support
improvements to the health and safety of participants’ homes allowing seniors to remain
living independently in their own homes. Specific improvements will include the installation
of grab bars, door levers, slip resistant stair treads, dead-bolts, peep holes, smoke and/or
carbon monoxide detectors, the cleaning of furnaces and chimneys or other similar work and
activities.
Strategy 10: Foster partnership initiatives with landlords to upgrade
existing apartment complexes and convert to affordable apartments.
Reading has a significant stock of rental units in older, mid-size to larger rental complexes of
20+ units. About 40 percent (777) of rental units are in buildings with 20+ units.14 Of these
units, about 38 percent are in older buildings that were constructed prior to 1980.15
Community workshop participants supported upgrading older apartment complexes and
converting more market-rate rental units to affordable units that would count on the SHI.
The Town could work to foster and support private deals to upgrade and convert some of
these complexes to affordable apartments.
The Town could target local funds (e.g., AHTF) to work with private partners to purchase,
upgrade, and convert. The Town could release a Notice of Fund Availability (NOFA) or
Request for Proposals (RFP), in accordance with MGL c.30B, to seek proposals from private
developers or existing property owners to upgrade the complex and units in return for long-
term affordability restrictions.
In addition, the Town/AHTF could work collaboratively with property owners and non-profit
organizations to encourage use of the state’s new Donation Tax Credit for property
donations to non-profit organizations to convert existing buildings to affordable units. As
part of the Act Relative to Job Creation and Workforce Development (H.4569), the state
created the Donation Tax Credit that provides a credit against Massachusetts income tax
liability for property owners who donate existing housing properties or other structures for
the conversion of housing to qualified non-profits that commit to long-term affordability.
The credit is worth 50 percent of the donated value, but may be increased to 65 percent by
DHCD. Perhaps in Reading this tax credit could help to encourage conversion of market-rate
apartment complexes to affordable units.
Strategy 11: Work in cooperation with community partners to promote
enhanced public understanding of housing needs and creation of
affordable housing opportunities
The Town, working with community partners, should expand community outreach and
education efforts by initiating a public awareness campaign to build and maintain support for
local affordable housing initiatives. Towards that end, the Metro North Regional Housing
Services Office could help with this effort by clearly articulating the unmet local housing
needs, perhaps through creation of infographics to include in brochures, posters, and online.
14 2012-2016 ACS, B25032: Tenure by Units in Structure.
15 2012-2016 ACS, B25127: Tenure by Year Structure.
Town of Reading Housing Production Plan, 2018 Renewal Page 53
In addition, the Town could solicit the assistance of other organizations to help with this
effort, such as the Reading Clergy Associations or other groups invested in issues related to
affordable housing.
As part of this effort, the Town and Metro North Regional Housing Services Office could
consult a variety of publications exploring a variety of concerns and debunking myths related
to multifamily housing development and density. For example, the Massachusetts Housing
Toolbox may provide ideas to help gain support and address fears of new development,
specifically around affordable housing initiatives, including strategies for community
engagement and dispelling misperceptions: https://www.housingtoolbox.org/
There are multiple organizations working to create or preserve affordable housing and to
provide needed services in Reading and the region such as Habitat for Humanity and Mystic
Valley Elder Services. The Town has established strong dialogue with these organizations and
should continue to have regular dialogue with non-profit entities to promote the creation of
affordable housing opportunities, possibly in combination with fostering local initiative
projects, as described earlier in this section.
Strategy 12: Continue to support the work of the Metro North Regional
Housing Services Office
The Town of Reading is the host town for the Metro North Regional Housing Services Office
(MNRHSO). The MNRHSO includes the towns of Reading, North Reading, Wilmington and
Saugus. The MNRHSO provides affordable housing support and information to member
communities and citizens looking to live in our region. Its primary task is monitoring the
more than 2,500 units in the four member towns with the mission of expanding low- and
moderate-income housing options and ensuring that owners of affordable properties are in
compliance with their restrictions.
The MNRHSO maintains a website with useful information for current and future residents of
the member towns including housing opportunities, refinancing instructions and current
inventory presentations. https://www.readingma.gov/regional-housing-services-office
Town of Reading Housing Production Plan, 2018 Renewal Page 54
The Table below shows the relationship between the Goals and Strategies. Some strategies
address multiple goals. All goals are addressed by at least one strategy.
Goal 1: Create SHI Units Goal 2: Support Residents Goal 3: Preserve Units Goal 4 Manage Growth Goal 5: Rental Support Goal 6: Education and Relationships Strategy 1: Encourage mixed-use development in the Priority
Development Areas by considering adoption of various
regulatory tools
✸ ✸
Strategy 2: Adopt an Inclusionary Zoning bylaw ✸ ✸
Strategy 3: Amend the Zoning Bylaw to explicitly permit
congregate housing ✸ ✸
Strategy 4: Provide necessary support for 40R,
40B/Comprehensive and Local Permit applications. ✸
Strategy 5: Seek opportunities for locally-initiated
development of affordable housing ✸ ✸ ✸
Strategy 6: Strengthen the Affordable Housing Trust with
additional sources of revenue and further collaboration ✸ ✸ ✸ ✸ ✸
Strategy 7: Explore creation of a First-Time Homebuyer
Program ✸
Strategy 8: Identify existing houses with potential for
conversion to congregate housing ✸ ✸ ✸
Strategy 9: Seek funding to create a local aging-in-place
program ✸
Strategy 10: Foster partnership initiatives with landlords to
upgrade existing apartment complexes and convert to
affordable apartments
✸ ✸ ✸
Strategy 11: Work in cooperation with community partners
to promote enhanced public understanding of housing needs
and promote creation of affordable housing
✸ ✸
Strategy 12: Continue to support the work of the Metro
North Regional Housing Services Office ✸
Town of Reading Housing Production Plan, 2018 Renewal Page 55
Action Plan
The Reading Public Services Department, specifically the Planning Division,having
spearheaded this planning effort, will be the natural entity to oversee all aspects of its
implementation and to provide regular updates on progress to the Board of Selectmen and
Community Planning and Development Commission. The matrix below provides more
specific assignment of responsible entity, supporting entity, and timeframe to implement the
housing strategies.
Housing Strategies FY2018 FY2019 FY2020 FY2021 FY2022 Responsible Entity Supporting Entities
Strategy 1: Encourage mixed-use development in the
Priority Development Areas by considering adoption of
various regulatory tools
CPDC
Town Meeting
Planning Division
Strategy 2: Adopt an Inclusionary Zoning bylaw CPDC
Town Meeting
Planning Division
Strategy 3: Amend the Zoning Bylaw to explicitly permit
congregate housing
CPDC
Town Meeting
Planning Division
Strategy 4: Provide necessary support for 40R,
40B/Comprehensive and Local Permit applications.
Planning Division Boards, Committees
& Commissions
Strategy 5: Seek opportunities for locally-initiated
development of affordable housing
BOS
RHA
Planning Division
Strategy 6: Strengthen the Affordable Housing Trust
Fund with additional sources of revenue and further
collaboration
BOS
Town Meeting
Town Manager
RHA
Strategy 7: Explore creation of a First-Time Homebuyer
Program
Planning Division Local banks
Strategy 8: Identify existing houses with potential for
conversion to congregate housing
Planning Division State
Strategy 9: Seek funding to create a local aging-in-place
program
Planning Division
Human Elder
Services Division
BOS
Council on Aging
Strategy 10: Foster partnership initiatives with
landlords to upgrade existing apartment complexes and
convert to affordable apartments
Planning Division
Town Manager
State
Strategy 11: Work in cooperation with community
partners to promote enhanced public understanding of
housing needs and promote creation of affordable
housing
Planning Division Community
Partners
Strategy 12: Continue to support the work of the Metro
North Regional Housing Services Office
Planning Division
Town Manager
Town Meeting
BOS
AHT = Affordable Housing Trust
CPDC = Community Planning
and Development Commission
BOS = Board of Selectmen
Town of Reading Housing Production Plan, 2018 Renewal Page 56
Appendices
Housing Profile
Reading, MA Housing Profile
READING HOUSING PRODUCTION
PLAN
9/25/17
S u m m a r y o f H o u s i n g N e e d s & D e m a n d
POPULATION & HOUSEHOLDS (Census)
• As of the 2010 US Census, the population of Reading is 24,747,
an increase of 4.4% since 2000.
• In 2010, the largest age group of Reading’s population was 35-54
year olds (35% of total population).
• Between 2000-2010, population change by age groups was:
• 0-9 years old decreased by 4.8%
• 10-19 years old increased by 6.6%
• 20-24 years old increased by 26.9%
• 25-34 years old decreased by 8.9%
• 35-59 years old increased by 3.8%
• 60-74 increased by 17.1%
• 75+ increased by 12.6%
• As of the 2010 Census, 35.9% of Reading’s 9,305 households (a
household consists of all those occupying one housing unit), have
children under 18 years old, and 26.3% have persons age 65+.
• The median age increased from 39.1 years old in 2000 to 41.6
years old in 2010.
• Racial make-up is predominantly white, with 93.5% of the
population; 4.2% of the population is Asian; 1.5% of the
population is Hispanic or Latino.
• 9% of Reading’s total population and 37.2% of Reading’s
65+ population reports having one or more disabilities.
HOUSEHOLD INCOME & COST OF HOUSING
• In 2015, Reading’s median household income was $107,654; a
39.7% increase from 1999, and significantly more than the
Boston-Cambridge-Quincy Metro Area ($98,500) or the state
as a whole ($68,563). (ACS)
• An estimated 26.3% of Reading households have incomes at
or below 80% of AMI. (CHAS)
• 2.8% of Reading’s population is below the poverty line (annual
income below $24,600 for a household of 4), much lower than
Middlesex County (8.4%) and Massachusetts (11.6%). (ACS)
• The 2016 median price of single family homes in Reading was
$525,000. The 2016 median price of all homes, including condos,
was $479,600. After a dip in prices during the national recession in
the mid-2000’s, housing prices have been rising steadily since 2012
and are now the highest they have ever been. (Warren Group)
• Of the 7,405 of Reading households who own their homes, 29.4%
are cost-burdened (spending over 30% of their income on
housing), while 33.1% of Reading’s renters cost-burdened. 71%
of Reading’s low-income households are cost-burdened. (CHAS)
• A recent survey of available rentals on Trulia.com shows a
median rent in Reading of $2,100. The Census reports a median
gross rent in Reading of $1,282.
HOUSING SUPPLY (Census & ACS)
• The 2011-2015 ACS reports that of Reading’s 9,168 occupied
housing units, 78.2% are owner occupied and 21.8% renter
occupied.
• The number of owner-occupied units increased by 83 while the
number of rental units increased by 534 between 2000 and 2010.
• The Town’s housing stock remains primarily single-family at 74.8%
of total housing units. 7.5% of units are in two to four family
buildings, 7% of units in 5-19 unit buildings, and 10.6% of units in
multi-family buildings with 20 or more units.
AFFORDABILITY (DHCD Sales Price Calculator, Trulia.com, CHAS)
• 8.78% (841 units) of Reading’s total housing stock is counted as
affordable on the State’s Subsidized Housing Inventory (SHI), which
falls short of the State’s minimum affordability goal of 10%.
• A low-income 3-person household earning 80% of the Area Median
Income (AMI) could roughly afford a home that costs $262,000 or a
monthly rent of $1,760. There are 780 Reading households (8.4%)
who earn 80%-100% AMI and Trulia.com (as of September 2017)
shows that there are 2 homes (both small condos) for sale in Reading
under $300,000. There are 3 rental units at this rent.
• Reading’s 2016 median sale price of $525,000 requires an annual
income of approximately $140,918, over $33,000 higher than
Reading’s median household income of $107,654.
• Based on the median sale price, Reading’s ownership affordability
gap is $125,000 for median income households, and $263,000 for low
income households. Based on current median rents, Reading rentals
are out of reach for low-income households. In addition, there are not
very many rentals available.
AFFORDABLE HOUSING STOCK (DHCD SHI & CHAS)
• There are 841 units listed on the SHI, 91 ownership and 750 rental
units.
• Most (87) of the affordable ownership units were built through the
Local Initiative Program (LIP) – 34 units, or through Chapter 40R
permits as part of smart growth zoning districts – 53 units.
• Of the 750 rental units on the SHI, 325 are family units, 268 are age-
restricted, 71 are supportive housing units for people with
disabilities, and 86 are assisted living units.
• Only 109 of the family rental units are affordable to households
earning 80% or less of the AMI; the rest are market-rate units.
• Approximately 2,445 households (26.3% of total households) are
eligible for affordable housing, but there are only 570 housing units
in Reading restricted for households at or below 80% of AMI.
The Bottom Line: Reading has grown since 2000, with increases in population, the
number of households, and housing units. In particular, the growth of the 65+
population and is projected to continue. Reading’s median income has risen
significantly, but nearly 1/4 of the population is low-income, and 30% of
households are housing cost-burdened. Much of Reading’s housing stock is out of
reach for lower income households. There is a need for more affordable housing,
particularly rental housing and housing targeted at the 65+ demographic.
Reading, MA Housing Profile
READING HOUSING PRODUCTION
PLAN
9/25/17
Income Limits (2017 )
PI ublished annually by Housing and Urban Development (HUD)
2017
# Persons, AMI% 1 2 3 4 5 6 7 8
30% Published $20,650 $23,600 $26,550 $29,450 $31,850 $34,200 $36,730 $40,890
Very Low Income (50%) $36,200 $41,400 $46,550 $51,700 $55,850 $60,000 $64,150 $68,250
Low Income (80%) $54,750 $62,550 $70,350 $78,150 $84,450 $90,700 $96,950 $103,200
100% AMI $72,400 $82,800 $93,100 $103,400 $111,700 $120,000 $128,300 $136,500
S our ces :
2010 Federal Census (Census)
2011-2015 American Community Survey (ACS)
2010-2014 Comprehensive Housing Affordability Strategy (CHAS) Data
The Warren Group
Metropolitan Area Planning Council (MAPC) Demographic Profiles
Trulia, trulia.com
Key to Abbreviations:
AMI: Area Median Income set by the Federal Department of Housing and Urban Development
DHCD: MA Department of Housing and Community Development
SHI: MA Subsidized Housing Inventory
Town of Reading Housing Production Plan, 2018 Renewal Page 57
Interagency Policy
INTERAGENCY AGREEMENT
Regarding Housing Opportunities for Families with Children
This Interagency Agreement (this "Agreement") is entered into as of the 17th day of
January, 2014 by and between the Commonwealth of Massachusetts, acting by and through its
Department of Housing and Community Development ("DHCD"), the Massachusetts Housing
Partnership Fund Board ("MHP"), the Massachusetts Housing Finance Agency (in its own right
and in its capacity as Project Administrator designated by DHCD under the Guidelines for
Housing Programs in Which Funding is Provided By Other Than a State Agency,
“MassHousing”), the Massachusetts Development Finance Agency (“MassDevelopment”) and
the Community Economic Development Assistance Corporation (“CEDAC”). DHCD, MHP,
MassHousing, MassDevelopment and CEDAC are each referred to herein as a “State Housing
Agency” and collectively as the “State Housing Agencies”.
Background
A. DHCD’s 2013 Analysis of Impediments to Fair Housing Choice (“AI”) includes
action steps to improve housing opportunities for families, including families with children, the
latter being a protected class pursuant to fair housing laws, including the federal Fair Housing
Act, as amended (42 U.S.C. §§ 3601 et seq.) and Massachusetts General Laws Chapter 151B.
In order to respond to development patterns in the Commonwealth that disparately impact and
limit housing options for families with children, such steps include requiring a diversity of
bedroom sizes in Affordable Production Developments that are not age-restricted and that are
funded, assisted or approved by the State Housing Agencies to ensure that families with
children are adequately served.
B. The State Housing Agencies have agreed to conduct their activities in accordance
with the action steps set forth in the AI.
C. This Agreement sets forth certain agreements and commitments among the State
Housing Agencies with respect to this effort.
Definitions
1) “Affordable” - For the purposes of this Agreement, the term “Affordable” shall
mean that the development will have units that meet the eligibility requirements for inclusion on
the Subsidized Housing Inventory (“SHI”).
2) “Production Development” - For purposes of this Agreement “Production
Development” is defined as new construction or adaptive reuse of a non-residential building and
shall include rehabilitation projects if the property has been vacant for two (2) or more years or if
the property has been condemned or made uninhabitable by fire or other casualty.
Agreements
NOW, THEREFORE, DHCD, MHP, MassHousing, MassDevelopment and CEDAC
agree as follows:
Bedroom Mix Policy
1) Consistent with the AI, it is the intention of the State Housing Agencies that at
least ten percent (10%) of the units in Affordable Production Developments funded, assisted or
approved by a State Housing Agency shall have three (3) or more bedrooms except as provided
herein. To the extent practicable, the three bedroom or larger units shall be distributed
proportionately among affordable and market rate units.
2) The Bedroom Mix Policy shall be applied by the State Housing Agency that
imposes the affordability restriction that complies with the requirements of the SHI.
3) The Bedroom Mix Policy shall not apply to Affordable Production Developments
for age-restricted housing, assisted living, supportive housing for individuals, single room
occupancy or other developments in which the policy is not appropriate for the intended
residents. In addition, the Bedroom Mix Policy shall not apply to a Production Development
where such units:
(i) are in a location where there is insufficient market demand for such units ,
as determined in the reasonable discretion of the applicable State
Housing Agency; or
(ii) will render a development infeasible, as determined in the reasonable
discretion of the applicable State Housing Agency.
4) Additionally, a State Housing Agency shall have the discretion to waive this
policy (a) for small projects that have less than ten (10) units and (b) in limited instances when,
in the applicable State Housing Agency’s judgment, specific factors applicable to a project and
considered in view of the regional need for family housing, make a waiver reasonable.
5) The Bedroom Mix Policy shall be applicable to all Production Developments
provided a Subsidy as defined under 760 CMR 56.02 or otherwise subsidized, financed and/or
overseen by a State Housing Agency under the M.G.L. Chapter 40B comprehensive permit
rules for which a Chapter 40B Project Eligibility letter is issued on or after March 1, 2014. The
policy shall be applicable to all other Affordable Production Developments funded, assisted, or
approved by a State Housing Agency on or after May 1, 2014.
Capital Improvement Plan (CIP)
8/25/2022 15:22 FY-2021 FY-2022 FY-2023 FY-2024 FY-2025 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY23-33
Facilities - General/CORE 350,000 690,000 62,000 250,000 50,000 345,000 120,000 640,000 742,000 50,000 105,000 50,000 50,000 2,464,000
Facilities - School Buildings 50,000 - 15,000 163,000 91,000 100,000 40,000 - 87,000 872,000 920,001 - - 2,288,001
Facilities - Town Buildings 15,000 - 15,000 76,000 - - - - 18,000 - - - - 109,000
Public Schools - General 215,000 365,000 110,000 140,000 110,000 187,000 135,000 675,000 135,000 135,000 160,000 160,000 160,000 2,107,000
Administrative Services 200,000 195,000 100,000 100,000 100,000 125,000 125,000 125,000 125,000 125,000 150,000 150,000 150,000 1,375,000
Finance - - - - 100,000 - - - - - 600,000 - - 700,000
Public Library - 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 110,000
Public Services 90,000 375,000 25,000 - - 195,000 750,000 - 325,000 - 210,000 - - 1,505,000
Public Safety - Fire/EMS 322,000 1,300,000 435,000 130,000 950,000 175,000 225,000 605,000 377,000 1,100,000 125,000 - 900,000 5,022,000
Public Safety - Police/Dispatch - 110,000 100,000 - - 50,000 25,000 - 175,000 - 50,000 500,000 30,000 930,000
Public Works - Equipment 437,500 505,000 584,000 1,260,000 - 960,000 735,000 461,000 544,000 - 656,000 610,000 312,000 6,122,000
Public Works - Parks & Cemetery 25,000 100,000 200,000 275,000 300,000 515,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 3,390,000
Public Works - Roads 600,000 850,000 1,125,000 625,000 1,225,000 650,000 725,000 800,000 875,000 900,000 950,000 950,000 950,000 9,775,000
TOTAL CAPITAL REQUESTS 2,304,500 4,500,000 2,781,000 3,029,000 2,936,000 3,312,000 3,190,000 3,616,000 3,713,000 3,492,000 4,236,001 2,730,000 2,862,000 35,897,001
Net Revenues (000s)107,232 111,593 115,126 117,680 121,210 124,847 128,592 132,450 136,423 140,516 144,732 149,074
less excluded debt (2,792) (2,733) (2,686) (1,280) - - - - - - - -
Baseline for FINCOM Policy 104,440 108,860 112,440 116,400 121,210 124,847 128,592 132,450 136,423 140,516 144,732 149,074
FINCOM policy: 5% debt + capital 5,002,983 5,222,000 5,443,000 5,622,000 5,820,000 6,060,520 6,242,336 6,429,606 6,622,494 6,821,169 7,025,804 7,236,578 7,453,675 70,777,180
- Net Included Debt 2,136,676 1,963,844 3,245,784 3,095,194 3,315,338 2,750,775 3,048,850 2,810,975 2,713,750 3,308,750 2,708,750 2,288,300 1,635,950 30,922,416
FINCOM Target Capital Funding 2,866,307 3,258,156 2,197,216 2,526,806 2,504,663 3,309,745 3,193,486 3,618,631 3,908,744 3,512,419 4,317,054 4,948,278 5,817,725 39,854,765
Original Funding Voted or Proposed 2,937,000 3,195,000 2,200,000 2,504,000 2,487,713 3,312,000 3,190,000 3,616,000 3,908,744 3,512,419 4,317,054 4,948,278 5,817,725 39,813,933
Additional temp funding 375,000 481,000 525,000 448,287 1,454,287
Emergency cuts (880,000) -
Additional Funding Sept TM 385,000 -
Additional Funding Nov TM 247,500 400,000 100,000 100,000
Additional Funding April TM 145,000 -
TOTAL CAPITAL REQUESTS 2,304,500 4,500,000 2,781,000 3,029,000 2,936,000 3,312,000 3,190,000 3,616,000 3,713,000 3,492,000 4,236,001 2,730,000 2,862,000 35,897,001
Capital & Debt Policy 4.44% 6.05% 5.54% 5.45% 5.37% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00%
Annual Surplus (Deficit)- - - - - - - 195,744 20,419 81,053 2,218,278 2,955,725
Cumulative Surplus (Deficit)- - - - - - - 195,744 216,163 297,216 2,515,494 5,471,219
Capital Projects Identified but there is no proposed funding yet in the Capital Plan (shading/boldcrossout indicates a change from last Town Meeting)
1. RMHS Ropes course 325,000 this is add-alternate part of the Turf 1 project, so it may be funded there
2. RMHS Fldhouse floor/bleachers 1,700,000 this has been reported as a safety issue to the schools - added FY27 may be needed sooner
3. Wood End field repairs 325,000 was removed until elementary school space was planned, it is now returned to the CIP in FY29
4. Artificial Turf@Parker MS 2,000,000 estimate increased from old $800k figure
5. BM Master Plan up to $10mil. in total
A. Support & General Circulation $750k-$1.2mil B. Pickleball Cts, Playground, Parking $800k-$1.0mil C. Softball/Multi purpose new turf field $3.2-3.6mil
A. Imagination Station Parking $450-550k B. Basketball Courts $500-650k C. Coolidge Field turf $2.2-2.4 mil. (incr from $1.4mil)
A. Lacrosse Wall $100-150k B. Morton Field improvements $600-950k
$2.0mil now proposed as debt funding in FY25 for Phase A B. Castine Field $75-100k
B. Higgins Farm Conserv Area $100-150k
B. Birch Meadow Drive Improvements $250-400k
6. Killam Building project TBD Excluded Debt
- Killam Field improvements, drainage, repaving ($350k HOLD for Killam project)
7. Community Center TBA Excluded Debt if >$5mil
8. DPW Bldg improvements (scope changed)
9. Community projects (no formal capital requests yet)
Legend: xDebt has been approved by the voters as excluded from the Prop 2-1/2 levy; debtni has been authorized by Town Meeting but not yet issued; debtna has not yet been authorized by Town Meeting
Capital Improvement Plan (CIP)
8/25/2022 15:22 FY-2021 FY-2022 FY-2023 FY-2024 FY-2025 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY23-33
Facilities - CORE 350,000 690,000 62,000 250,000 50,000 345,000 120,000 640,000 742,000 50,000 105,000 50,000 50,000 2,464,000
Energy (Performance Contract) $4.95mil debt Debt Debt Debt Debt Debt -
Energy Improvements II OPM/Design 300,000 -
Energy Improvements II $5.0mil/15yr Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt -
Energy (Green Repairs) $1.05mil debt Debt Debt -
Bldg Security - $4.0mil debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt -
Bldg Sec. - window film (schools) 140,000 -
Permanent Bld Committee 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 550,000
RMHS Building project ~$55mil debt xDebt xDebt xDebt xDebt -
RMHS Bldg proj - $6 mil Litig. some debt Debt Debt Debt Debt Debt Debt Debt -
RMHS Retaining Wall - $0.5mil debt Debt -
RMHS Turf 2 - $2.225 mil debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt -
RMHS Stadium OPM/Design 250,000 -
RMHS Glycol Reclamation & Installation 200,000 200,000
RMHS Stadium Turf/Track $3 mil/10yr Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt -
RMHS/RISE playground design 12,000 new
RMHS/RISE playground improvements 140,000 new
RMHS Fldhouse floor/bleachers $1.7 mil TBD debt ($175K design; $1.3mil project)-
Parker MS roof project OPM/design 250,000 -
Parker MS Roofing project $2.7mil/10yr Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt -
Parker MS Roofing project $500/10yr Debt Debt Debt Debt Debt Debt Debt Debt Debt
Coolidge MS roof project design 447,000 447,000 move out 5yrs+$120k
Coolidge Alarm Panel 70,000 70,000 move out 5yrs+$120k
Coolidge MS Roofing project $3.7mil/10yr Debtna Debtna Debtna Debtna - move out 5yrs+$800k
Modular Classrooms $1.2m debt Debt Debt Debt Debt -
Killam Building project TBD xDebt -
Barrows/Wd End Bldg projects $0.8mil debt xDebt xDebt xDebt xDebt -
Barrows/Wd End Bldg projects debt Debt Debt Debt Debt -
Birch Meadow ES roof project design 190,000 190,000 move out 5yrs+$40k
Birch Meadow Roofing project $1.9 mil/10yr Debtna Debtna Debtna Debtna - move out 5yrs+$400k
Library Building project $18.4 mil debt xDebt xDebt xDebt xDebt xDebt -
Police Sta. project $1.5mil/10yr Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt -
Town Hall Roofing project $450k 450,000 450,000 move out 1yr
Main St. Fire Sta Roofing project $225k w/ surplus -
Community Center TBA xDebt if >$5mil -
DPW Bldg project TBD -
Electrician Van Ford E350 Econoline (2014) 55,000 55,000
Carpenter's Pickup Ford F-350 (2013) 55,000 55,000
Carpenter's Cut-away Van (2017) 55,000 55,000
Plumber's Cut-away Van (2017) 55,000 55,000
Pickup Truck Chevy 2500HD (2016) 55,000 55,000
Van E350 Econoline (2006) 55,000 55,000
Bob Cat skid steer w/ surplus -
Bobcat Skid - snowplow (2008) 45,000 45,000
Bobcat Utility - snowplow (2013) 30,000 30,000
Capital Improvement Plan (CIP)
8/25/2022 15:22 FY-2021 FY-2022 FY-2023 FY-2024 FY-2025 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY23-33
Buildings - Schools (Total)50,000 - 15,000 163,000 91,000 100,000 40,000 - 87,000 872,000 920,001 - - 2,288,001
Arc Flash Hazard Study 163,000 163,000 new
HVAC - Elementary schools Barrows -> 87,000 774,000 861,000 new
design(yr1)/project(yr2)Wood End -> 98,000 920,001 new
Carpet/Flooring 66,000 60,000 126,000 new ES&MS//HS
Doors & Windows 25,000 40,000 40,000 105,000 new HS//ES//MS
Wood End Water Heater - removed -$12k
Coolidge Water Heater 25,000 -
Parker Water Heater 25,000 -
Parker Carpet/Flooring 15,000 15,000
Buildings - Town (Total)15,000 - 15,000 76,000 - - - - 18,000 - - - - 109,000
Arc Flash Hazard Study 76,000 76,000 new
Carpet/Flooring 18,000 18,000 new
Doors & Windows 15,000 15,000 new
Police Station Water Heater 15,000 -
Schools - General 215,000 365,000 110,000 140,000 110,000 187,000 135,000 675,000 135,000 135,000 160,000 160,000 160,000 2,107,000
Food Service Van E-250 (2014) 52,000 52,000
Driver's Education Vehicle (2014) 30,000 30,000
Card readers for all the schools 65,000
Vehicle Barriers for all schools 475,000
Courier Vehicle (2007)-
District-wide Telephone systems 65,000 65,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 110,000
Design for Technology wiring projects 50,000 -
District-wide Technology Wiring projects 200,000 -
District-wide Technology projects 100,000 100,000 100,000 100,000 100,000 125,000 125,000 125,000 125,000 125,000 150,000 150,000 150,000 1,375,000
Administrative Services 200,000 195,000 100,000 100,000 100,000 125,000 125,000 125,000 125,000 125,000 150,000 150,000 150,000 1,375,000
Water Tank Town telco equip replace/relocate 100,000 -
Remote access multi factor authentication 20,000 new
Internal segmentation firewall 15,000 new
GIS flyover - planimetrics 60,000 -
Technology projects 100,000 100,000 100,000 100,000 100,000 125,000 125,000 125,000 125,000 125,000 150,000 150,000 150,000 1,375,000
Finance - - - - 100,000 - - - - - 600,000 - - 700,000
Financial System 600,000 600,000 move out 2yrs
Public Safety Fin'l System 100,000 100,000 new
Library 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 110,000
Equipment 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 110,000
Public Services 90,000 375,000 25,000 - - 195,000 750,000 - 325,000 - 210,000 - - 1,505,000
Community Sustainability $1.0mil/10yrs Debtna Debtna Debtna Debtna Debtna Debtna Debtna Debtna Debtna Debtna -
Downtown Improvements II $4.0mil/ 20yrs Debtna Debtna Debtna Debtna Debtna Debtna Debtna Debtna Debtna Debtna -
Downtown Improvements II $3.75 mil Bond Bill -
Downtown Energy Efficient projects 50,000 -
PARC: Kiosks(4) handheld devices(2) 110,000 new
Land Use planning (CC & Symonds) 50,000 -
Sr/Community Center planning 40,000 -
Parks & Fields space study 25,000 -
Rehab Playgrounds Program 15,000 25,000 25,000 25,000
Wood End Tot Lot Mem Pk B Mdw Killam Sturges -
Capital Improvement Plan (CIP)
8/25/2022 15:22 FY-2021 FY-2022 FY-2023 FY-2024 FY-2025 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY23-33
Birch Meadow Master Plan -
Birch Meadow Master Plan Design 150,000 -
Phase 1 $2.0mil/10yr debt Debtna Debtna Debtna Debtna Debtna Debtna Debtna Debtna Debtna - new
Support & general Circulation $750k-$1.2mil -
Imagination Station Parking $450-550k -
Lacrosse Wall $100-150k -
Phase 2 $3.25mil/10yr debt
Pickleball Cts, Playground, Parking $800k-$1.0mil -
Basketball Courts $500-650k -
Morton Field improvements $600-950k -
Castine Field $75-100k -
Higgins Farm Conserv Area $100-150k -
Birch Meadow Drive Improvements $250-400k -
Phase 3 $6.0mil/10yr debt
Softball/Multi purpose new turf field $3.2-3.6mil -
Coolidge Field turf $2.2-2.4 mil.-
Artificial Turf@Parker MS (replace) moved $800k to TBD -
Barrows Tennis court repairs 125,000 125,000
Barrows Basketball court repairs 100,000 100,000
Barrows Replace backstop & repair infield 125,000 125,000
Killam Field improve, drainage, repaving ($350k) held for Killam project decision -
Wood End Field Repairs 325,000 325,000
(*) below indicates $950k in state bond bill details TBA ($805k identified below)-
*Wash Pk:Replace backstop & shift field 150,000 150,000
*Wash Pk:Walking Paths 100,000 100,000
*Mem Pk: Replace Band Stand 50,000 50,000 move up 1yr
*Mem Pk:Court resurface 20,000 20,000 move up 1yr
*Symonds:Replace backstop 150,000 150,000 move up 1yr
*Hunt Pk:Replace backstop 125,000 125,000 move up 1yr
Sturges Pk:Tennis court repairs 75,000 75,000
Sturges Pk:Basketball court repairs 85,000 85,000
Sturges Pk:Backstop repairs 50,000 50,000
Public Safety - Fire/EMS 322,000 1,300,000 435,000 130,000 950,000 175,000 225,000 605,000 377,000 1,100,000 125,000 - 900,000 5,022,000
Ladder Trk #1 (2008: $800k, next FY22) (15 years)1,300,000 -
Ladder Truck & Equipment - new
Pumper Eng #1 (2010-$525k; next FY30) 1,100,000 1,100,000
Pumper Eng #2 (2007-$410k; next FY25) 950,000 950,000
Pumper Eng #3 (2016 $630k; next FY36)-
Pumper Eng #4 (2020 $800k; next FY40)-
Ambulance #1 (2017- 10 yrs) 425,000 425,000
Ambulance #2 (2010 - 10yrs) & equip 400,000 500,000 900,000 combined +$5k
Ambulance equipment 40,000 45,000 85,000
Passenger Car#1 (2005 - 10yrs) 65,000 65,000
Passenger Car#2 (2009 - 10yrs) 65,000 65,000
Passenger Car#3 (2018 - 10yrs) 77,000 77,000
Pickup Truck #1 (2019 - 12yrs) 85,000 85,000
Pickup Truck #2 (2012 - 12yrs) 80,000 80,000
Alarm Truck (1994 - 20yrs)-
ALS Defibrillator (2019 - 7yrs) 90,000 40,000 50,000 90,000
Grant Funded TBD
Capital Improvement Plan (CIP)
8/25/2022 15:22 FY-2021 FY-2022 FY-2023 FY-2024 FY-2025 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY23-33
BLS AEDs (2020-8yrs) 25,000 30,000 55,000
Rescue Tool 40,000 40,000
Breathing Apparatus (2017-12yrs) 20,000 300,000 320,000
Breathing Air Compressor 62,000 -
Breathing Air Bottles 30,000 30,000
CPR Compression Device 20,000 20,000
Thermal Imaging (2018 - 10yrs) 60,000 60,000
Fire Hose 35,000 40,000 75,000
Turnout Gear (2014 - 5yrs) 170,000 225,000 275,000 500,000
Public Safety - Police/Dispatch - 110,000 100,000 - - 50,000 25,000 - 175,000 - 50,000 500,000 30,000 930,000
Police Unmarked Vehicle 50,000 50,000 100,000
Police equipment (tasers) (7 years) 110,000 175,000 175,000 new
Firearms Replacement (12 years) 100,000 100,000
Vehicle Video Integration -
Radios (Police & Fire 2010 - 12yrs) 500,000 500,000
AEDs 25,000 30,000 55,000
Public Works - Equipment 437,500 505,000 584,000 1,260,000 - 960,000 735,000 461,000 544,000 - 656,000 610,000 312,000 6,122,000
Large Trucks Life - - - 480,000 - 665,000 215,000 290,000 465,000 - 300,000 320,000 312,000 3,047,000
C-03 Dump Truck C3 (2016) 75,000 75,000
C-04 Dump Truck C2 (2012) 70,000 70,000
H-05 Small Dump Truck #7 (2012) 65,000 65,000
H-06 Aerial Pickup Truck #14 (2017)-
H-07 Truck #10 (2018) 230,000 230,000
H-08 Truck #9 - Sander (2017) 250,000 250,000
H-09 Truck #8 - 10 wheeler (2016) 245,000 245,000
H-10 Truck #22 -Sander (2015) 240,000 240,000
H-11 Truck #4 - Sander (2014) 235,000 235,000
H-12 Truck #16 - Sander (2011) 220,000 220,000
H-14 Truck #3 - Sander (2010) 215,000 215,000
H-15 Truck #5 (2008) 200,000 200,000
H-16 Truck # 7 (2008)240,000 240,000
H-17 Truck # 11 (2008)240,000 240,000 move up 2yrs
H-18 Truck #19 - Sander (2007) 200,000 200,000
H-19 Truck #18 - Sander (2006) 200,000 200,000 move out 2yrs
P-03 Dump truck #24 Parks (2017) 62,000 62,000
P-04 Dump truck #12 Parks (2015) 60,000 60,000
Pick-ups/Cars/Vans - - - 235,000 - 167,000 110,000 121,000 - - 130,000 - - 763,000
C-02 Pickup Ford Utility #C1 (2014) 60,000 60,000 move out 1yr
C-06 Cem. #4 Ford Sedan (2006) 40,000 40,000 move up 4yrs
CAR 1 Ford Escape (2016) 60,000 60,000
CAR 2 Car #3 Ford Escape HYBRID (2008)55,000 55,000 battery~
E-01 Chevy Traverse (2019)-
F-02 Pickup Chevy #9 Parks (2011)100,000 100,000
H-01 Pickup #16 (2015) 62,000 62,000
H-02 Pickup #18 (2006) 60,000 60,000
H-03 Pickup #4 (2020) 70,000 70,000
H-04 Pickup Ford Utility #11 (2014) 67,000 67,000
M-02 Pickup #1 (2020)-
PFC-01 Ford Escape (2017) 59,000 59,000
P-02 Pickup Ford #2 Parks (2015)50,000 50,000
Capital Improvement Plan (CIP)
8/25/2022 15:22 FY-2021 FY-2022 FY-2023 FY-2024 FY-2025 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY23-33
Pickup for P/F/C Supervisor 80,000 80,000
Backhoes/Loaders/Heavy Equipment 275,000 - - 280,000 - 80,000 - - - - - - - 360,000
C-07 Backhoe Loader (2020)-
H-20 Loader JD 624 (2020)-
H-21 Loader JD 624 (2017)-
Loader to replace Sicard 280,000 280,000 new
H-22 Backhoe JD 710L HWY (2020) 190,000 -
H-23 Bobcat Loader (2015)-
P-05 Ventrac tractor (2020) 85,000 -
P-06 Tractor JD4520 (Parks) (2012) 80,000 80,000 new
Specialty Equipment - Heavy Duty - 460,000 395,000 225,000 - - 180,000 50,000 - - 111,000 - - 961,000
F-04 Bucket Truck #21 Forestry (2009) 275,000 -
F-05 Chipper/LoaderTruck #23 (2008) 210,000 210,000
H-24 Forklift (2016)-
H-25 Crawler Dozer (2003)-
H-26 Snow Primoth SW4S (2016) 111,000 111,000 move out 7yrs
H-27 Snow Trackless (2015) 180,000 180,000 move out 1yr
H-28 Snow Holder #1 c992 (2015) 185,000 185,000 move up 2yrs +$5k
H-29 Snow Holder #2 c480 (2013) 185,000 -
H-31 Leeboy Pavement Sprd (2014)-
H-32 Hamm Roller, Large (2014)-
H-33 Hamm Roller, Small (2016) 50,000 50,000
H-34 Leeboy Roller, Small (1998)-
H-41 Screener (2018)-
Blower unit for Loader 225,000 225,000 new
W-23 Sicard HD Snowblower (1999)- 500k new
Specialty Equipment - Light Duty 162,500 35,000 39,000 16,000 - - 80,000 - 10,000 - 115,000 280,000 - 540,000
C-14 SmithCo 48" Sweeper (2012) 30,000 30,000
C-15 SKAG Leaf Vac (Cem) (2015) 25,000 25,000
C-16 Carmate Trailer (2019) 20,000 20,000
C-17 Big Tex Trailer (2013) 10,000 10,000
F-06 Vemeer Chipper (2018) 225,000 225,000 new
F-08 Stump Grinder new (2021) (replace 20 yrs) 80,000 -
F-09 Trailer Dump Trailer (2015) 50,000 50,000
F-10 Truck Mount Sprayer 500gal (2015) 20,000 20,000
H-35 Tack Machine for Paving (2004)-
H-36 Curb-builder for Paving (2010)-
H-37 HotBox for Paving (2020) 57,500 -
H-38 Cement Mixer Tow Behind (2005)-
H-39 Mobile Compressor (1) (2019) 25,000 -
H-40 Mobile Compressor (2) (2020)-
H-42 Trailer (2012)-
H-43 Trailer, Roller (1998)-
H-44 Eager beaver Trailer #2 (1996) 35,000 -
P-11 Smithco SuperStar (2016) 30,000 30,000
P-12 Smithco 60 Turf Sweeper (2016) 40,000 40,000
P-13 Sweeper/Blower/Mower (1985) 15,000 15,000
P-14 Leaf Vac SKAG (2016) 25,000 25,000
P-15 Trailer (2016) 10,000 10,000
P-16 Trailer (2013)16,000 16,000
Capital Improvement Plan (CIP)
8/25/2022 15:22 FY-2021 FY-2022 FY-2023 FY-2024 FY-2025 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY23-33
P-17 Trailer (stump grinder) 24,000 24,000
P-18 Trailer Enclosed (2007)-
Lawnmowers - 10,000 150,000 24,000 - 48,000 150,000 - 69,000 - - 10,000 - 451,000
C-08 Mwr SKAG TT #2 (2017) 24,000 24,000
C-09 Mwr (Cem.) SKAG 48" (2016) 12,500 12,500
C-10 Mower SKAG 61" (2008)24,000 24,000
C-11 Mwr (Cem.) Scag 52" Stander (2021) 10,000 10,000
C-12 Mwr SKAG 36" (2012) 12,500 12,500
C-13 Mwr SKAG TT 61" #3 (2011) 10,000 24,000 24,000 move out 1yr
P-07 Mwr SKAG TT #5 (2017) 24,000 24,000
P-08 Mwr SKAG 20,000 20,000 new
P-09 Mwr (Pks) TORO 5910N (2014) 150,000 150,000
P-10 Mower - TORO Gang (2007) 150,000 150,000
DPW: Parks & Cemetery 25,000 100,000 200,000 275,000 300,000 515,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 3,390,000
Gen'l Fence Replacement 25,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 550,000
DPW Yard Improvements -
Strout Avenue Improvements - remove -$100k
School Site Improvements 215,000 215,000 move out 1yr
(parking lots, sidewalks, walkways)B Meadow -
Field, Playground and Court Improvments 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 1,000,000
Rock Wall repairs - Memorial Park 100,000 100,000
Rock Wall Repair Program 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 1,000,000 +$25k
Rock Wall repairs - Laurel Hill -
Rock Wall repairs - Joshua Eaton -
Gen'l Parking Lot Improvements 50,000 50,000 25,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 525,000
DPW: Roads -
Track Road Bridge #1 -
Track Road Bridge #2 grant funded TBD -
Sidewalk/Curb/Ped. Safety 100,000 200,000 100,000 100,000 100,000 100,000 125,000 150,000 175,000 175,000 200,000 200,000 200,000 1,625,000
Skim Coating & Crack Seal Patch 100,000 100,000 100,000 100,000 100,000 100,000 125,000 150,000 175,000 175,000 200,000 200,000 200,000 1,625,000
West Street - Local shr ($1.3mil)Debt Debt Debt Debt Debt -
Lowell Street $500k 500,000 600,000 1,100,000
General Fund - various roads 400,000 550,000 425,000 425,000 425,000 450,000 475,000 500,000 525,000 550,000 550,000 550,000 550,000 5,425,000
TOTAL GENL FUND VOTED - ROADS 600,000 850,000 1,125,000 625,000 1,225,000 650,000 725,000 800,000 875,000 900,000 950,000 950,000 950,000 9,775,000
Grants - various roads 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 6,600,000
TOTAL ROAD CAPITAL 1,200,000 1,450,000 1,725,000 1,225,000 1,825,000 1,250,000 1,325,000 1,400,000 1,475,000 1,500,000 1,550,000 1,550,000 1,550,000 16,375,000
Biggest Changes in Capital since November 2021 Town Meeting Concerns
Coolidge & Birch Meadow roof projects (debt) moved out 5 years from FY24/25 to FY29/30 RMHS Fieldhouse bleachers/floor $1.7mil funded FY27 - safety issue
Coolidge MS roof increased to $3.7mil from $2.8mil
Birch Meadow ES roof increased to $1.9mil from $1.5mil Killam ES - any costs not Excluded debt should be identified very soon
Birch Meadow Field project phase I ($2mil) added as debt in FY25 (design work underway)Debt projects planned for FY24 need public discussion
RISE playground surface added FY23/24 ($132k) 1. $1 mil 'community sustainability'
HVAC work ($1.7mil) for Barrows & Wood End added back to plan 2. downtown improvments/Haven Street ($7 mil identified; $5mil in state bond bill)
Barrows $710k in FY28/FY29
Wood End $1.012mil in FY29/FY30
Strout Avenue Improvements ($100k in FY23) removed from plan
Reading
Climate Advisory Committee
August 14, 2022
1
Polystyrene
Bylaw
RevB
CAC proposed bylaw to prohibit
polystyrene food service items
Regulation
◦Food establishments within the Town shall be prohibited from using or
distributing disposable food service containers made from foam polystyrene or
rigid polystyrene, or polystyrene cutlery or other polystyrene single -use
disposable products.Polystyrene comes in two forms
◦The rigid form is used for clear food containers, plates, bowls, beverage cups and
lids, utensils, and straws.
◦The foam form (including Styrofoam) is used for plates, insulated beverage cups
and bowls, clamshell food containers, and trays.
This proposed bylaw does not limit
◦Service items made of other materials including other plastics
◦Polystyrene items offered for sale (usually in bulk)
◦Prepackaged meat and produce trays, egg cartons, and other food or beverage
products bought from or packaged by any supplier located out of the Town
◦Foam polystyrene packaging peanuts
◦Foam polystyrene freezer chests
RevB 2
What is the Problem?
Polystyrene is based on styrene, a neurotoxin and probable carcinogen.
Polystyrene is the only plastic used in food packaging that is based on a
carcinogen. Polystyrene resin usually contains a small percentage of
residual styrene. Styrene leaching increases with temperature and with
certain foods (alcohol, oils or fat).
Polystyrene items harm wildlife. The foam form in particular is often
mistaken as food by both domesticated and wild animals.
Polystyrene is not biodegradable. It fragments through mechanical
action and photodegradation in the presence of light; the process takes
an estimated 200+ years to complete.
Polystyrene is almost never recycled due to its low value. The bulky
foam form is not accepted in curbside recycling programs. The rigid form
even when collected curbside is never recycled.
RevB 3
No Longer Acceptable
RevB 4
Polystyrene Products:
What is the alternative?
Paper/cardboard
Foil
Plant-based materials
Compostable containers
Other types of plastics
(#1,#2,#3,#4,#5, and #7)
RevB 5
Commonly
recycled
Existing Bylaws
MassGreen.org lists Polystyrene Regulations in
47
Cities and Towns in Massachusetts
Abington, Amherst, Andover, Arlington, Athol, Brookline, Buckland, Cambridge,
Chelmsford, Concord, Dennis, Eastham, Essex, Georgetown, Gloucester, Grafton,
Great Barrington, Greenfield, Hamilton, Hanson, Ipswich, Lee, Lenox. Lexington,
Manchester-by-the-Sea, Marblehead, Melrose, Nantucket, Natick, Newton,
Northborough, Orleans, Pittsfield, Provincetown (polystryrene), Provincetown
(plastic straws), Rockport, Saugus, Shrewsbury, Somerville, South Hadley,
Stockbridge, Upton, Wayland, Wellfleet, Westfield, Westford, Williamstown,
Winthrop
RevB 6
Def: Polystyrene
“Polystyrene” shall mean and includes:
◦Blown polystyrene and expanded and extruded foams (sometimes called
“Styrofoam,” a Dow Chemical Co. trademarked form of insulation) also
referred to as expanded polystyrene (EPS), which is herein referenced in this
bylaw as “Foam Polystyrene.” Foam Polystyrene is generally used to make
opaque cups, bowls, plates, trays, clamshell containers, meat trays, and egg
cartons; and
◦Clear or solid polystyrene which is also known as “oriented,” which is herein
referenced in this bylaw as “Rigid Polystyrene.” Rigid Polystyrene is generally
used to make clear clamshell containers, and clear or colored cups, plates,
straws, lids, and utensils.
◦Polystyrene may be labeled with the recycling number “6” or “PS 6”.
RevB 7
Def: Food Establishment
“Food Establishments” shall mean any operations that store, prepare,
package, serve, vend or otherwise provide food for human
consumption, including, but not limited to, restaurants, mobile food
vendors, caterers, residential kitchen operators, schools, farmers
markets, public venues, and any establishment requiring a permit to
operate in accordance with the State Food Code.
“Public Venues” shall mean operations including, but not limited to,
meeting halls, churches, Town offices, the Senior Center, Recreation
Department facilities, libraries, and public schools operating in Town.
RevB 8
Def: Food Service Container
“Disposable Food Service Containers” shall mean single-use disposable
products used for serving, consuming or transporting food or beverages,
including, but not limited to take-out foods or leftovers from partially
consumed meals prepared by a restaurant or other food establishment.
This includes, but is not limited to, plates, cups, bowls, trays, hinged or
lidded containers, straws, cup lids, and cutlery. It shall also include
single-use disposable packaging for uncooked foods prepared on the
premises, as well as disposable catering trays.
RevB 9
Regulation
Food establishments within the Town shall be prohibited from using or
distributing disposable food service containers made from foam
polystyrene or rigid polystyrene, or polystyrene cutlery or other
polystyrene single-use disposable products.
RevB 10
Enforcement
8.x1.2.5 “Director” shall mean the Health Director or the Health Director’s designee.
8.x1.4.1 The Director shall have the authority to administer and enforce this bylaw. In
addition to any other means of enforcement, the provision of this bylaw and any
regulations adopted pursuant thereto may be enforced by non-criminal disposition in
accordance with the provisions of Section 1.8 of the Town’s General Bylaw and MGL
Chapter 40 Section 21D.
8.x1.4.2 Food Establishments shall have fifteen (15) calendar days, after the date that a
notice of violation is issued, to pay the penalty or request a hearing in writing to the
Director. No more than one (1) penalty shall be imposed upon a Food Establishment
within a fifteen (15) calendar-day period.
8.x1.4.3 In the event that compliance with this bylaw is not feasible for a Food
Establishment because of either unavailability of suitable alternative containers or
economic hardship, the Director may grant a waiver of not more than six (6) months upon
application of the owner or owner’s representative. The Director may provide one (1)
additional six-month waiver upon showing of continued infeasibility or hardship, as set
forth above.
8.x1.4.4 The Director may promulgate rules and regulations to implement this bylaw.
Penalties: To penalty table in Bylaws Section 1.8 add,
First Offense: Warning; Second Offense: $50; Additional Offenses: $200
RevB 11
No Longer Acceptable
RevB 12
Polystyrene Products:
Alternatives
Paper Products
Foil Products
RevB 13
Alternative Plastics
PET / PETE
Polyethylene:
Polypropylene:
RevB 14
Backup
RevB 15
Alternatives
RevB 16
Definitions
Styrene = An organic compound derived from benzene.It is associated with a
number of health risks, including cancer.
Polystyrene = Plastic made of styrene.This can take many forms, from coffee lids
and sushi boxes to EPS cups.
EPS = Expanded Polystyrene, a bulky, lightweight plastic in the form of a smooth,
rigid foam.Widely used for everything from coffee cups to insulation.
XPS = Extruded Polystyrene is the bumpier rougher form of EPS, the kind that breaks
off in chunks.Packing materials, e.g.
Styrofoam = A brand name for the XPS manufactured by Dow Chemicals.Informally,
“Styrofoam” is widely used to refer to all EPS and XPS.
RevB 17
Polystyrene vs. Polypropylene
Polypropylene cutlery is perfect for use with foods that are not
difficult to cut such as softer meals like pasta and are more
bendable compared to polystyrene cutlery. Polypropylene plastic
also has a shinier surface compared to polystyrene. Polystyrene
cutlery features a denser design and is not as bendable as
polypropylene cutlery, so they are more prone to breaking under
heavy pressure. Their durable design makes them perfect for
cutting through tough food items such as steak. This plastic is
better suited for creating sharper edges on cutlery so they can cut
through tough food items with ease.
RevB 18
Draft Bylaw Revisions
RevB 19
Revision Date Changes
Rev-5/22/2022 Original.
RevA 8/3/2022 In section 8.x1.2.5 changed “DPW” to
“Health” in two places.
In section 8.x1.4.2 changed “Retail” to “Food”
in two places. Correction.
RevB 8/13/2022 In section 8.x1.2.4 replace “not limit to" with
“not limited to.” Correction.
In section 8.x1.3.1 replace “using, distributing
or selling” with “using or distributing.”
In section 8.x1.3.2 delete the bullet items for
packing peanuts and for freezer chests.
RevC 8/14/2022 In section 8.x1.2.4 replace “means” with
“meals.” Correction.
2022-08-14 Regulation of Polystyrene & Page 1 of 3
Disposable Food Service Containers
Sect. 8.x1 REGULATION OF POLYSTYRENE & DISPOSABLE
FOOD SERVICE CONTAINERS
8.x1.1 Purpose
The purpose of this bylaw is to eliminate the distribution of polystyrene containers
and utensils by all food establishments in the Town.
• The use and disposal of polystyrene has significant effects on our Town and
our environment.
• The Town has a duty to protect the health of its citizens and the natural
environment.
• There are limited recycling options for polystyrene containers and other
polystyrene products.
• Appropriate alternative products are readily available from vendors and are
already in common use.
8.x1.2 Definitions
The following words shall, unless the context clearly requires otherwise, have the
following meanings:
8.x1.2.1 “Polystyrene” shall mean and includes:
• Blown polystyrene and expanded and extruded foams (sometimes called
“Styrofoam,” a Dow Chemical Co. trademarked form of insulation) also
referred to as expanded polystyrene (EPS), which is herein referenced in
this bylaw as “Foam Polystyrene.” Foam Polystyrene is generally used to
make opaque cups, bowls, plates, trays, clamshell containers, meat trays,
and egg cartons; and
• Clear or solid polystyrene which is also known as “oriented,” which is
herein referenced in this bylaw as “Rigid Polystyrene.” Rigid Polystyrene
is generally used to make clear clamshell containers, and clear or colored
cups, plates, straws, lids, and utensils.
• Polystyrene may be labeled with the recycling number “6” or “PS 6”.
8.x1.2.2 “Food Establishments” shall mean any operations that store, prepare,
package, serve, vend or otherwise provide food for human consumption,
including, but not limited to, restaurants, mobile food vendors, caterers,
residential kitchen operators, schools, farmers markets, public venues,
and any establishment requiring a permit to operate in accordance with
the State Food Code.
8.x1.2.3 “Public Venues” shall mean operations including, but not limited to,
meeting halls, churches, Town offices, the Senior Center, Recreation
Department facilities, libraries, and public schools operating in Town.
2022-08-14 Regulation of Polystyrene & Page 2 of 3
Disposable Food Service Containers
8.x1.2.4 “Disposable Food Service Containers” shall mean single-use disposable
products used for serving, consuming or transporting food or beverages,
including, but not limited to take-out foods or leftovers from partially
consumed meals prepared by a restaurant or other food establishment.
This includes, but is not limited to, plates, cups, bowls, trays, hinged or
lidded containers, straws, cup lids, and cutlery. It shall also include
single-use disposable packaging for uncooked foods prepared on the
premises, as well as disposable catering trays.
8.x1.2.5 “Director” shall mean the Health Director or the Health Director’s
designee.
8.x1.3 Regulation
8.x1.3.1 Food establishments within the Town shall be prohibited from using or
distributing disposable food service containers made from foam
polystyrene or rigid polystyrene, or polystyrene cutlery or other
polystyrene single-use disposable products.
8.x1.3.2 The following are exempt and not subject to the provisions of this bylaw:
• Prepackaged meat and produce trays, egg cartons, and other food or
beverage products bought from or packaged by any supplier located out
of the Town.
8.x1.4 Administration and Enforcement
8.x1.4.1 The Director shall have the authority to administer and enforce this
bylaw. In addition to any other means of enforcement, the provision of
this bylaw and any regulations adopted pursuant thereto may be
enforced by non-criminal disposition in accordance with the provisions of
Section 1.8 of the Town’s General Bylaw and MGL Chapter 40 Section
21D.
8.x1.4.2 Food Establishments shall have fifteen (15) calendar days, after the date
that a notice of violation is issued, to pay the penalty or request a hearing
in writing to the Director. No more than one (1) penalty shall be imposed
upon a Food Establishment within a fifteen (15) calendar-day period.
8.x1.4.3 In the event that compliance with this bylaw is not feasible for a Food
Establishment because of either unavailability of suitable alternative
containers or economic hardship, the Director may grant a waiver of not
more than six (6) months upon application of the owner or owner’s
representative. The Director may provide one (1) additional six-month
waiver upon showing of continued infeasibility or hardship, as set forth
above.
2022-08-14 Regulation of Polystyrene & Page 3 of 3
Disposable Food Service Containers
8.x1.4.4 The Director may promulgate rules and regulations to implement this
bylaw.
And
Amend the Table set forth in Section 1.8 (Non-Criminal Civil Disposition of Certain
Violations of the Bylaw and any Rule or Regulation of a Town Officer, Board or
Department) by adding, after line 8.13, a new line as follows:
Section Bylaw Title Enforcing
Person
Penalty – First
Offense
Penalty –
Second
Offense
Penalty –
Additional
Offenses
8.x1 Regulation of
Polystyrene &
Disposable
Food Service
Containers
Director of
Public
Works
Warning $50 $200
Town of Reading
Town Manager Goals
Fidel Maltez –Town Manager
4/19/22
Goals
“There’s no telling what you
can do when you get
inspired by them. There’s no
telling what you can do
when you believe in them.
And there’s no telling what
will happen when you act
upon them.” —Jim Rohn
Reading 4/19/22 Select Board Meeting
slide 1
Aspirational
1. Earning the Trust of
Staff & the Community
2. Schools
3. Economic
Development
4. Infrastructure
2
31
Schools
Economic
Development
Earning the
Trust of
Staff & the
Community
Infrastructure
4
Reading 4/19/22 Select Board Meeting
slide 2
Aspirational
Earning the Trust of Staff & the Community
Build Strong Relationships with Community Partners -Clergy, Jewish Community, Non-
Profits/Volunteers, Business Community, RMLD
Enhance Communication/Transparency –Coffee Hour Events, Newsletter, New Website, Social
Media
Support Staff -Open Door Policy, Establish a Vision, Listen, Celebrate Small Wins, Recognize the
importance of Public Safety, Communicate with and Support Dr. Chatterjee
Continue Employee Attraction/Retention Efforts -Finalize Personnel Policies, Complete Pay and
Class Study, Identify What’s Working/Not Working
Lead Responsiveness and Accountability –Culture of Excellence in Delivering Public Services
Reading 4/19/22 Select Board Meeting
slide 3
Schools
Support School Department Initiatives. Participate in Sporting Events,
Celebrations, and Classrooms.
Continue Excellent Relationship with Superintendent and other School Staff.
Work Together to Complete MSBA Eligibility Period for Killam School.
Collaborate on Developing a Sustainable and Balanced Plan to Achieve Free
Full Day Kindergarten.
Reading 4/19/22 Select Board Meeting
slide 4
Economic Development
Support the Downtown and the “Re-Imagine Reading” efforts –BID, Bistro Table
Program, Downtown Parking, Downtown Lighting Demonstration project.
Downtown (40R) Smart Growth Zoning District –Next Steps for “Your Downtown”
Implementation of Local Rapid Recovery Planning (LRRP) –Next Steps
Complete Public Engagement Process for Oakland Road and Symonds Way
Encourage Managed Growth –Attracting Commercial/Industrial/Retail and Mixed-Use as
outlined in the Economic Development Action Plan (EDAP) and Residential Development
per the Housing Production Plan (HPP).
Revisit Camp Curtis Guild –Options to Explore? Potential for RMLD Battery?
Continue Planning Process for Eastern Gateway –Next Steps for “The Yard”
Next phase of Downtown Cultural Initiatives –Art Box program, Porchfest, Art Walk
Reading 4/19/22 Select Board Meeting
slide 5
Infrastructure
Complete the Auburn Water Tank and Pocket Park.
Complete Downtown Utility Improvements.
Execute Climate Law Initiatives -EV Chargers, Solar Panels in Municipal
and School Buildings
Increase Public Health Infrastructure; transition into Police Station
Continue to Pursue State and Federal Grants.
Hold Public Engagement Process for 10-year Capital Improvement Plan
ReCalc –Advance Recommendations
Birch Meadow Master Plan –Seek Funding For Improvements
Support RAAC Process and Execute Decisions
Reading 4/19/22 Select Board Meeting
slide 6
Thank You!
FIDEL MALTEZ
TOWN MANAGER
Reading 4/19/22 Select Board Meeting
slide 7
NAME BOARD/COMMITTEE Full Associate
Sally Hilgendorff Board of Cemetery Trustees 0 4
William Hughes III Town Forest Committee 0 1
Annemieke Rice Cultural Council 0 4
Walter Talbot Climate Advisory Committee 1 2
Current Vacancies
Volunteer Applicants August 2022
Town Clerk fax: 781-942-9070
781-942-9050 website:www.readingma.gov
Application for Appointment to
Boards, Committees and Commissions
Name: Date:
(Last)(First)(Middle)
Address:
Phone (Home): Phone (Work):
Phone (Cell): Which number should be listed?
Occupation: Number of years in Reading:
E-mail address:
Place a number next to your preferred position(s) (up to four choices) with number 1 being your first
priority. (Please attach a resume if available)
___ Animal Control Appeals Committee ___ Audit Committee
___ Board of Assessors ___ Board of Cemetery Trustees
___ Board of Health ___ Board of Registrars
___ Bylaw Committee ___ Celebration Trust Committee
___ Climate Advisory Committee ___ Commissioners of Trust Funds
___ Community Planning and Development Commission ___ Conservation Commission
___ Constables ___ Council on Aging
___ Cultural Council ___ Custodian of Soldier and Sailor Graves
___ Finance Committee ___ Historic District Commission
___ Historical Commission ___ Housing Authority
___ Human Relations Advisory Committee ___ Permanent Building Committee
___ RCTV Board of Directors ___ Recreation Committee
___ Retirement Board ___ RMLD Citizen Advisory Board
___ Town Forest Committee ___ Trails Committee
___ Veterans Memorial Trust Fund Committee ___ Zoning Board of Appeals
___ Other
Please outline relevant experience for the position(s) sought:
Town of Reading
16 Lowell Street
Reading MA 01867
July 15, 2022
(781) 942-3636
Hughes III, William Joseph
235 Pearl Street, Reading, MA 01867
(781) 944-2689 (781) 944-2689
Human Resources 40
william.hughes1@verizon.net
X
Please see attached addendum.
I am applying to become an Associate of the Town Forest Committee. The Reading
Town Forest is a 92 year old treasure that is cherished by its residents and admired by the
residents of the towns that surround Reading. It is a unique multi - use resource available
for all including enjoying nature, bird watching, dog walking, bike riding, cross country
skiing and Scouting. It is important that this resource is properly managed by promoting
its existence and utilization while at the same time protecting it from impairment.
Specifically, I view the mission of the Town Forest Committee as twofold. The first is to
conserve Town Forest resources while concurrently providing access for its use and
enjoyment in such a manner that the Reading Town Forest will be accessible to all
citizens for future generations.
I have been a user, admirer, and steward of the Reading Town Forest for most of my life.
As a dog owner, both my dog and I find it very enjoyable to have such open access which
allows her to run and to interact / socialize with other dogs. I am familiar with most areas
of the Town Forest and am easily able to navigate my way throughout the entire resource.
Scouting in the Town Forest was a big part of my youth. My Eagle Scout project as a
member of Troop 702 was to organize and lead fellow Boy Scouts to harvest Poplar tress
within a section of the Town Forest. The purpose of the project was to thin out Poplar
trees in the area which were preventing the growth of newer and varied species of trees.
My utilization and admiration of the Town Forest has been a life-long pursuit.
I have been an employee of the National Park Service for twenty years. My employment
has provided me the opportunity to observe first-hand the various and sundry methods
used to conserve the cultural and natural resources throughout the National Park system.
As a Human Resources professional, I provide Employee Relations and Labor Relations
guidance to National Park Service Superintendents and managers throughout the country.
I also represent the Government before third party arbiters ranging from Federal judges,
mediators, and arbitrators. This experience would translate into me being able to
interpret mandated regulations imposed upon the Town Forest Committee, and to aid in
the preparation of grant and permit applications.
I recognize that each person views and uses the Town Forest in their own way. I hope to
help support the continued beauty and availability of this great resource. Accordingly, I
respectfully request that my application be strongly considered for the Associate member
position on the Reading Town Forest Committee.
Respectfully submitted,
/s/ William J. Hughes III
1
LaVerde, Jacquelyn
From:William Sullivan
Sent:Tuesday, August 9, 2022 10:55 AM
To:Gemme, Laura
Cc:LaVerde, Jacquelyn
Subject:Town Forest Committee
CAUTION: This email originated from outside your organization. Exercise caution when opening attachments or clicking
links, especially from unknown senders.
Laura ‐ I understand that Bill Hughes has submitted an application to fill the vacant associate member position on the
Town Forest Committee. Please pass on to the VASC that I highly recommend Bill for this position. Thank you.
Bill Sullivan
Chair, Town Forest Committee