HomeMy WebLinkAbout2022-10-25 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.
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2018-07-16 LAG Board - Committee - Commission - Council:
Select Board
Date: 2022-10-25 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
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7:00 Overview of Meeting
7:05 Public Comment
7:10 SB Liaison and Town Manager Reports
7:20 Update and Discussion on Solid Waste Contract
7:30 Hearing – Tax Classification
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
8:00 ReCalc Update
8:20 ReCalc Preliminary Survey Update
8:50 Discuss and Vote to Extend ReCalc past the sunset date of
November 30, 2022
9:00 Discuss and Vote Town Meeting Article 19 Background
for Warrant Report
9:20 Presentation on Pay Class Study for Non Union
Employees
9:40 Vote on Revised Classification Plan
9:50
Discuss and Vote on RAAC recommendations for ARPA
spending:
1. Reading Garden Club - $4,000
2. Reading Rotary - $25,000
3. Reading Chamber - $29,000
4. First Congregational Church - $4,000
5. Due Diligence on a Potential Purchase of 17
Harnden Street, the former Walgreen’s site - $25,000
6. Premium Pay - $900,000
7. Water Enterprise Support/Capital Costs - $930,314
10:00 Discuss future agendas/ office hours
10:10 Approve meeting minutes
FY 2023 Classification
Information
Presented by the Reading Board
of Assessors
October 25, 2022
Required Actions by SB
•Selection of a Minimum Residential Factor
•Selection of a Discount for Open Space
•Granting of a Residential Exemption
•Granting of a Small Commercial
Exemption
Minimum Residential Factor
•Recently, Reading has adopted a slight
split tax rate.
•An MRF of 1 would yield a single tax rate.
•(Tax Levy / Total Value) x 1000 = TR
•Tax Levy is $85,238,359 / $6,774,666,282
= 0.01258 x 1000 = $12.58
•Single Tax Rate would be $12.58 est.
Reading Senior Circuit Breaker Credit Details
228 Seniors applied for the exemption.221 Seniors were approved.
Total Amount of Circuit Breaker Income Tax Credits Received by Qualified Seniors:
$238,347.
•The Current Exemption Amount is 150%.
•The total credit amount of $357,520.50 will be shifted within the residential class of
properties to pay for the tax relief.
•At 150%, we would be shifting $357,520.50 and the residential tax rate would be
$12.61 and the CIP rate would be $12.83 at a shift of 1.02. The average cost is $38.
•At a shift of 1.05 the tax rates would be $12.59 & $13.21 respectively.
•Without a shift the tax rates would be $13.35 residential and $13.29 for CIP.
The average single family home value for FY 2023 is $770,300
The table below summarizes the anticipated FY 2023 average tax bill amounts at
various shift intervals.
CIP SHIFT MRF RES %RES TAX
RATE
EST 2023
BILL
1 1.0000 93.3741 $12.63 $9,731
1.01 0.9993 93.3078 $12.62 $9,724
1.02 0.9986 93.2416 $12.61 $9,716
1.03 0.9979 93.1753 $12.61 $9,716
1.04 0.9972 93.1091 $12.60 $9,708
1.05 0.9965 93.0428 $12.59 $9,701
1.06 0.9957 92.9765 $12.58 $9,693
1.07 0.9950 92.9103 $12.57 $9,685
1.08 0.9943 92.8440 $12.56 $9,677
1.09 0.9936 92.7778 $12.55 $9,670
1.10 0.9929 92.7115 $12.54 $9,662
Average single family tax bill history from 2007 to present
Fiscal Year
Single Family
Assessed Values
Single
Fam
Parcel
Single
Family
Avg Val
Residential
Tax Rate
Avg
Single
Family
Tax Bill
Percent
Change
2007 2,994,759,900 6,487 461,656 12.07 5,572 2.79%
2008 2,933,909,900 6,490 452,066 12.6 5,696 2.23%
2009 2,882,787,600 6,501 443,438 13.21 5,858 2.84%
2010 2,816,270,800 6,505 432,939 13.75 5,953 1.62%
2011 2,880,796,500 6,508 442,655 13.80 6,109 2.62%
2012 2,895,475,600 6,514 444,500 14.15 6,290 2.96%
2013 2,816,675,700 6,516 432,300 14.94 6,459 2.68%
2014 2,910,595,200 6,524 446,100 14.74 6,575 1.76%
2015 3,030,663,500 6,528 464,250 14.71 6,828 3.84%
2016 3,266,065,400 6,539 499,500 14.51 7,248 6.15%
2017 3,491,464,400 6,544 533,537 14.04 7,490 3.33%
2018 3,666,153,000 6,549 559,803 13.87 7,761 3.62%
2019 3,897,988,400 6,556 594,568 14.26 8,479 9.25%
2020 4,117,586,400 6,566 627,104 13.96 8,748 3.24%
2021 4,315,911,300 6,566 657,312 13.83 9,090 3.92%
2022 4,619,196,800 6,574 702,646 13.33 9,366 3.03%
2023 5,076,375,600 6,590 770,314 12.61 9,716 3.73%
FY 2023 TAX RATE NOTE
Total Amount of the FY 2023 Debt Exclusion is
$2,727,408
This adds $0.40 to the FY 2023 Res Tax Rate
$311 to the Average Single Family Home
$737 to the Average Commercial Property *
FY 2023 TAX RATE NOTES Cont.
2020 2021
Sales Activity 227 255
Days on Market 30.39 22.62
Avg. Sale Price $708,315 $774,357
The average commercial property valuation for FY 2023 is $1,843,100.
The table below summarizes the anticipated FY 2023 average commercial tax bill
amounts.
CIP SHIFT MRF CIP %CIP TAX
RATE
EST 2022
BILL
1 1.0000 6.6259 $12.58 $23,186
1.01 0.9993 6.6921 $12.71 $23,426
1.02 0.9986 6.7585 $12.83 $23,647
1.03 0.9979 6.8246 $12.96 $23,887
1.04 0.9972 6.8909 $13.09 $24,126
1.05 0.9965 6.9571 $13.21 $24,347
1.06 0.9957 7.0235 $13.34 $24,587
1.07 0.9950 7.0897 $13.46 $24,808
1.08 0.9943 7.1560 $13.59 $25,048
1.09 0.9936 7.2222 $13.71 $25,269
1.10 0.9929 7.2885 $13.84 $25,509
CIP SHIFT MRF CIP %CIP TAX
RATE
EST 2023
BILL
1 1.0000 6.6259 $12.58 $9,963
1.01 0.9993 6.6921 $12.71 $10,066
1.02 0.9986 6.7585 $12.83 $10,161
1.03 0.9979 6.8246 $12.96 $10,264
1.04 0.9972 6.8909 $13.09 $10,367
1.05 0.9965 6.9571 $13.21 $10,462
1.06 0.9957 7.0235 $13.34 $10,565
1.07 0.9950 7.0897 $13.46 $10,660
1.08 0.9943 7.1560 $13.59 $10,763
1.09 0.9936 7.2222 $13.71 $10,858
1.10 0.9929 7.2885 $13.84 $10,961
The median commercial property valuation for FY 2023 is $792,000.
The table below summarizes the anticipated FY 2023 median commercial tax
bill amounts.
MEDIAN COMMERCIAL TAX COMPARISON
FY22 vs FY23
FY CIP
SHIFT
TAX RATE MEDIAN VALUE TAXES +/-
2022 1.02 $13.55 $768,200 $10,409
2023 1.02 $12.83 $792,000 $10,161 -$248
2023 1.05 $13.21 $792,000 $10,462 +53
FY 2023 perspective, at 1.02 the average single family tax bill will increase $350.
At 1.05, it will increase $335
Commercial Property Value Breakdown for FY 2023
69 properties < $500K 49 from $500K -$1M
40 from $1m to 2M 25 from 2M to 10M
7 Properties above $10M
0
10
20
30
40
50
60
70
<500K 500K - 1M 1M - 2M 2M - 10M > 10M
Average commercial tax bill history from 2007 to present
Fiscal
Year
Total Commercial
Value
Comm.
Parcels
Average
Commercial
Value
Tax
Rate
Average
Commercial
Tax Bill
Percent
Change
2007 236,516,816 198 $1,194,529 12.07 14,418 -2.45%
2008 256,582,400 203 $1,263,953 12.6 15,926 10.46%
2009 262,919,463 206 $1,276,308 13.21 16,860 5.87%
2010 270,816,033 205 $1,321,054 13.75 18,164 7.74%
2011 319,506,376 204 $1,566,208 13.8 21,614 18.99%
2012 320,481,055 205 $1,563,322 14.15 22,121 2.35%
2013 300,063,400 199 $1,507,900 14.94 22,527 1.84%
2014 285,068,700 198 $1,439,700 14.76 21,221 -5.7%
2015 284,141,800 196 $1,449,700 14.71 21,325 .488%
2016 294,140,500 197 $1,493,100 14.51 21,665 1.59%
2017 309,470,100 198 $1,563,000 14.04 21,945 1.29%
2018 317,592,400 201 $1,580,062 13.92 22,002 -0.007%
2019 319,725,400 194 $1,648,064 14.20 23,403 6.36%
2020 327,747,500 192 $1,707,018 14.21 24,257 3.65%
2021 327,145,600 190 $1,721,818 14.06 24,251 -0.13%
2022 347,922,700 193 $1,802,000 13.55 24,417 0.68%
2023 est 357,568,000 194 $1,843,134 12.83 23,647 -3.15%
Discount for Open Space
•MGL C59, sec 2A defines class 2 open space as:“land which is not
otherwise classified and which is not taxable under provisions of
Chapters 61A or 61B, or taxable under a permanent conservation
restriction, and which land is not held for the production of income
but is maintained in an open or natural condition and which
contributes significantly to the benefit and enjoyment of the public.”
•An exemption of up to 25% could be adopted for property classified
as Class 2 Open Space.
•Reading has never adopted a discount for Class 2 Open Space.
Residential Exemption
•SB may adopt a Residential Exemption for residential properties in
town that are owner occupied.
•Amount up to 35% of the average assessed value of ALL
residential properties, including vacant land.
•Adopting this would raise the residential tax rate. This would apply
to all residential properties before the exemption. The top third of
the residential properties would be paying for the exemption.
•Adopted by only 13 communities including Boston, Chelsea,
Cambridge & Waltham.
•Since the shift is only in the res class, higher valued homes will pay
for the exemption to those homes of lower value.
Small Commercial Exemption
•Up to 10% of property value for commercial properties only. (No
industrial or personal property).
•Total Property Value less than $1,000,000
•Not more than 10 employees as certified by the Dept. of
Employment & Training.
•One business in a building of several would qualify only if all other
businesses qualified.
•Exemption goes to the real estate owner and not the business
owner.
•Less than a dozen communities in the Commonwealth have adopted
this exemption.
Neighboring Communities / FY 2022
Community Avg. Single
Family
Value
Avg. Single
Family Tax
Bill
Tax Rate
/$1000
RES / CIP
CIP SHIFT
MAX /
ACTUAL
Lynnfield $818,833 $9,818 11.99 / 19.32 1.51 / 1.5
No. Reading $659,180 $9,888 15..00 1.50 / 1.0
Stoneham $610,402 $6,354 10.41 / 19.81 1.75 / 1.75
Wakefield $630,286 $7,765 12.32 / 23.77 1.75 / 1.75
Wilmington $543,440 $7,081 13.03 / 30.06 1.75 / 1.75
Woburn $552,426 $5,160 9.34 / 22.77 1.75 / 1.75
READING $698,675 $9,313 13.33 / 13.55 1.50 / 1.02
Reading and Stoneham have a CIP sector less than 10%.
Municipality Residential Commercial Industrial Personal Property Total RO% of Total CIP% of Total
Arlington 11,805,801,788 513,658,303 25,455,600 172,442,140 12,517,357,831 94.32 5.68
Belmont 9,157,742,150 384,344,699 24,617,500 97,650,170 9,664,354,519 94.76 5.24
Burlington 4,912,594,165 2,619,450,965 204,767,488 213,350,320 7,950,162,938 61.79 38.21
Concord 6,273,795,195 467,433,969 26,535,600 59,116,970 6,826,881,734 91.90 8.10
Lexington 12,224,559,111 884,325,040 637,789,800 298,261,020 14,044,934,971 87.04 12.96
Lincoln 2,254,863,838 39,849,419 3,566,269 44,053,750 2,342,333,276 96.27 3.73
Lynnfield 3,452,488,244 406,343,279 22,552,500 52,571,789 3,933,955,812 87.76 12.24
Melrose 6,190,050,331 174,343,349 20,820,720 123,350,850 6,508,565,250 95.11 4.89
Milton 6,861,005,585 145,186,496 4,757,600 150,052,170 7,161,001,851 95.81 4.19
North Reading 3,327,247,188 253,498,812 165,721,700 67,532,860 3,814,000,560 87.24 12.76
Reading 5,763,036,819 364,509,710 12,035,100 60,170,170 6,199,751,799 92.96 7.04
Stoneham 4,448,140,059 370,593,890 33,530,400 72,122,194 4,924,386,543 90.33 9.67
Sudbury 4,804,601,288 215,023,558 34,203,500 144,636,520 5,198,464,866 92.42 7.58
Wakefield 5,449,179,480 472,369,949 85,834,650 140,926,670 6,148,310,749 88.63 11.37
Watertown 7,602,271,296 1,336,546,562 860,129,904 250,676,563 10,049,624,325 75.65 24.35
Wilmington 4,170,806,153 192,127,690 955,942,832 193,576,910 5,512,453,585 75.66 24.34
Winchester 8,585,370,522 265,934,845 36,903,800 95,124,980 8,983,334,147 95.57 4.43
Woburn 6,856,713,656 1,087,617,097 994,906,189 496,493,850 9,435,730,792 72.67 27.33
VARIOUS COMMUNITIES RESIDENTIAL VS CIP SHARE OF TAX BASE
Middlesex League / FY2022
Community
Avg. Single
Family Value
Avg.
Single
Family
Tax Bill
Tax Rate /
$1000
RES / CIP
CIP SHIFT
MAX / ACT
Arlington $844.658 $9,646 11.42 1.50 / 1.0
Belmont $1,346,737 $15,568 11.56 1.50 / 1.0
Burlington $600,512 $5,975 9.95 / 26.64 1.72 / 1.63
Lexington $1,203,847 $16,613 13.80 / 27.18 1.75 / 1.75
Melrose $703,389 $7,435 10.57 / 18.03 1.75 / 1.65
Stoneham $610,402 $6,354 10.41 / 19.81 1.75 / 1.75
Wakefield $630,286 $7,765 12.32 / 23.77 1.75 / 1.75
Watertown $533,761 $7,072 13.25 / 21.28 1.59 / 1.59
Wilmington $543,440 $7,081 13.03 / 30.06 1.75 / 1.75
Winchester $1,264,001 $15,813 12.51 / 11.89 1.50 / 1.0
Woburn $552,426 $5,160 9.34 / 22.77 1.75 / 1.75
READING $698,675 $9,313 13.33 / 13.55 1.50 / 1.02
Largely Residential Comparable Communities
Fiscal Year 2022 Data
Community
Avg. Single
Family Value
Avg.
Single
Family
Tax Bill
Tax Rate /
$1000
RES / CIP
CIP SHIFT
MAX / ACT
Arlington $844,658 $9,646 11.42 1.50 / 1.0
Belmont $1,346,737 $15,568 11.56 1.50 / 1.0
Concord $1,125,397 $16,611 14.76 1.50 / 1.00
Lincoln $1,246,944 $18,617 14.93 /20.77 1.50 / 1.37
Lynnfield $818,833 $9,818 11.99 /19.32 1.51 / 1.50
Melrose $703,389 $7,435 10.57 / 18.03 1.75 / 1.65
Milton $824,451 $10,281 12.47 / 19.12 1.75 / 1.50
Sudbury $797,506 $14,395 18.05 / 24.57 1.50 / 1.33
Wakefield $630,286 $7,765 12.32 / 23.77 1.75 / 1.75
Winchester $1,264,001 $15,813 12.51/ 11.89 1.50 / 1.0
READING $698,675 $9,313 13.33 /13.55 1.50 / 1.02
Reading had the third lowest average single family tax bill of those listed.
All communities except Wakefield, Melrose, and Milton had a 1.5 shift capacity.
Municipality
Single Family
Values
Single Family
Parcels
Average Single
Family Value
Single Family
Tax Bill*Residential Commercial
Max CIP Shift
Allowed CIP Shift
Andover 6,614,726,757 8,720 758,570 11,075 14.60 29.29 1.750000 1.71000
Bedford 2,678,372,882 3,460 774,096 10,512 13.58 29.93 1.750000 1.75000
Belmont 6,107,452,000 4,535 1,346,737 15,568 11.56 11.56 1.500000 1.00000
Burlington 3,958,574,300 6,592 600,512 5,975 9.95 26.64 1.716300 1.63167
Canton 3,603,445,300 5,478 657,803 7,466 11.35 24.18 1.715622 1.69000
Danvers 3,376,711,600 6,166 547,634 6,933 12.66 20.54 1.500000 1.42216
Dedham 3,964,824,100 6,633 597,742 7,980 13.35 27.93 1.750000 1.75000
Lynnfield 3,169,704,400 3,871 818,833 9,818 11.99 19.32 1.512643 1.49908
Mansfield 2,757,489,450 5,445 506,426 7,682 15.17 18.88 1.500000 1.18008
Marshfield 4,792,123,800 9,196 521,110 6,748 12.95 12.95 1.500000 1.00000
Milton 5,940,994,100 7,206 824,451 10,281 12.47 19.12 1.750000 1.50001
Natick 5,865,707,500 8,545 686,449 9,157 13.34 13.34 1.500000 1.00000
North Andover 3,849,319,600 6,337 607,436 8,219 13.53 18.73 1.500000 1.32009
North Reading 2,833,156,200 4,298 659,180 9,888 15.00 15.00 1.500000 1.00000
Reading 4,593,087,390 6,574 698,675 9,313 13.33 13.55 1.500000 1.02001
Shrewsbury 4,912,463,542 9,389 523,215 7,383 14.11 14.11 1.500000 1.00000
Stoneham 3,136,856,600 5,139 610,402 6,354 10.41 19.81 1.750000 1.75000
Tewksbury 3,846,007,800 7,864 489,065 7,434 15.20 27.25 1.750000 1.58985
Wakefield 3,939,285,182 6,250 630,286 7,765 12.32 23.77 1.750000 1.75000
Walpole 3,912,376,400 6,616 591,351 8,551 14.46 19.22 1.500000 1.27520
Westborough 2,184,590,808 3,911 558,576 10,328 18.49 18.49 1.500000 1.00000
Westford 3,821,520,500 6,365 600,396 9,678 16.12 16.12 1.500000 1.00000
Wilmington 3,876,904,320 7,134 543,440 7,081 13.03 30.06 1.750000 1.75000
Winchester 7,177,000,496 5,678 1,264,001 15,813 12.51 11.89 1.500000 1.00000
READING TOWN COMPARISONS FY 2022
Municipality Residential CIP
Single
Family
Parcels
Average
Single Family
Value
Single
Family Tax
Bill*
R/O % of
Total
Value
CIP % of
Total
Value
Max CIP
Shift
Allowed
CIP Shift
Andover 14.60 29.29 8,720 758,570 11,075 82.6909 17.3091 1.750000 1.71000
Arlington 11.42 11.42 8,009 844,658 9,646 94.3154 5.6846 1.500000 1.00000
Bedford 13.58 29.93 3,460 774,096 10,512 78.4437 21.5563 1.750000 1.75000
Belmont 11.56 11.56 4,535 1,346,737 15,568 94.7579 5.2421 1.500000 1.00000
Burlington 9.95 26.64 6,592 600,512 5,975 61.7924 38.2076 1.716300 1.63167
Canton 11.35 24.18 5,478 657,803 7,466 76.9510 23.0490 1.715622 1.69000
Concord 14.76 14.76 4,611 1,125,397 16,611 91.8984 8.1016 1.500000 1.00000
Danvers 12.66 20.54 6,166 547,634 6,933 77.3811 22.6189 1.500000 1.42216
Dedham 13.35 27.93 6,633 597,742 7,980 82.1121 17.8879 1.750000 1.75000
Lexington 13.80 27.18 9,058 1,203,847 16,613 87.0389 12.9611 1.750000 1.75000
Lincoln 14.93 20.77 1,527 1,246,944 18,617 96.2657 3.7343 1.500000 1.37121
Lynnfield 11.99 19.32 3,871 818,833 9,818 87.7612 12.2388 1.500000 1.18008
Mansfield 15.17 18.88 5,445 506,426 7,682 77.5603 22.4397 1.500000 1.00000
Marshfield 12.95 12.95 9,196 521,110 6,748 92.8585 7.1415 1.750000 1.64910
Melrose 10.57 18.03 6,372 703,389 7,435 95.1062 4.8938 1.750000 1.50001
Milton 12.47 19.12 7,206 824,451 10,281 95.8107 4.1893 1.500000 1.00000
Natick 13.34 13.34 8,545 686,449 9,157 80.4729 19.5271 1.500000 1.32009
North Andover 13.53 18.73 6,337 607,436 8,219 87.3392 12.6608 1.500000 1.00000
North Reading 15.00 15.00 4,298 659,180 9,888 87.2377 12.7623 1.500000 1.02001
Reading 13.33 13.55 6,574 698,675 9,313 92.9560 7.0440 1.500000 1.02000
Shrewsbury 14.11 14.11 9,389 523,215 7,383 88.1806 11.8194 1.750000 1.75000
Stoneham 10.41 19.81 5,139 610,402 6,354 90.3288 9.6712 1.500000 1.33058
Sudbury 18.05 24.57 5,441 797,506 14,395 92.4235 7.5765 1.750000 1.58985
Tewksbury 15.20 27.25 7,864 489,065 7,434 83.9226 16.0774 1.750000 1.75000
Wakefield 12.32 23.77 6,250 630,286 7,765 88.6289 11.3711 1.500000 1.27520
Walpole 14.46 19.22 6,616 591,351 8,551 87.1162 12.8838 1.591527 1.59153
Watertown 13.25 21.28 2,858 533,761 7,072 75.6473 24.3527 1.500000 1.00000
Westborough 18.49 18.49 3,911 558,576 10,328 69.6670 30.3330 1.500000 1.00000
Westford 16.12 16.12 6,365 600,396 9,678 88.6323 11.3677 1.750000 1.75000
Wilmington 13.03 30.06 7,134 543,440 7,081 75.6615 24.3385 1.500000 1.00000
Winchester 12.51 11.89 5,678 1,264,001 15,813 95.5700 4.4300 1.750000 1.75000
Woburn 9.34 22.77 8,103 552,426 5,160 72.6675 27.3325 1.750000 1.75000
READING TOWN COMPARISONS CONT.
TERM DEFINITION
Levy The property tax levy is the revenue a community can raise
through real and personal property taxes.
Levy Limit The maximum amount a community can levy in a given
year equal to last year’s levy plus 2.5% plus new growth
plus debt exclusion / override if applicable.
Levy Ceiling Equal to 2.5% of the total full and fair cash value of all
taxable real and personal property in the community.
New Growth Increase in the tax base due to new construction, parcel
subdivisions, condo conversions and property renovations,
but not due to revaluation. It is calculated by multiplying
the increased assessed value by the prior year’s tax rate for
the property class.
Override A permanent increase to a community’s levy limit.
Override
Capacity
The difference between the levy ceiling and the levy limit.
It is the maximum amount by which a community may
override its levy limit.
Debt Exclusion A temporary increase to the levy limit for the payment of a
specific debt service item over a specified period of time.
Capital Outlay
Expenditure
A temporary exclusion for the purpose of raising funds for
capital projects.
Excess Levy
Capacity
The difference between the actual levy and the levy limit.
IMPORTANT TERMS
READING CENTER FOR ACTIVE
LIVING COMMITTEE
RECALC
SELECT BOARD UPDATE
OCTOBER 25, 2022
RECALC MILESTONES
-Select Board creates and appoints 7-member Ad-
Hoc Committee
-Committee plans bi-monthly meetings including
joint meetings with the Council on Aging.
-Review of project parameters; Committee feedback
-Public Services Department hires consultant –
UMASS Gerontology Institute (2021 Capital Funds)
to lead community engagement.
-Site Visits planned to area centers; joint meeting
with COA/UMASS Consultant team to review
community outreach plan (15 completed)
-Held three community forums and four stakeholder
focus groups
-Secured $300k ARPA funding for future feasibility
study work
-Prepared & executed Community Survey (1472
responses)
•Nov. 2021:
•Dec. 2021
•Jan. 2022
•Feb. 2022
•March 2022
•April-July 2022
•July-Aug 2022
•July-Sept 2022
WHY PLAN FOR A CENTER
FOR ACTIVE LIVING (RECAL)?
•Vision –A far reaching vision for the future is needed
to plan for the needs of the community.
•Needs –What are the needs of the community?
•Pleasant Street Center has outlived its’ useful
life (Needs Assessment, UMASS Gerontology
Institute, 2017)
•Demographic Trends -Growing overall population
with 27% residents are 60+years
•Impact on Service Delivery –A dedicated staff having
difficulty meeting the demand of community
•Limited Capacity –Some residents leave town for
Services
PLEASANT STREET CENTER
Deficiencies
Non-Dividable Multi-Purpose
Room (700 Sq. ft.)Kitchen
•No bathroom on first floor
•No private offices
•No one-on-one space
•Non-functioning Kitchen
•Unable to run multiple (lg.) programs at once
•140 yr. old historical building
•No dedicated space for art, fitness, social, library
•Building Access
Computer &
Game Rooms
(basement)
Office in the Hallway
Hallway Waiting Area
Nurse & Sr. Case Worker Office
(no privacy or one-on-one space)
Art/Lunch/Meeting Room
(no dedicated storage)
COMMUNICATION PLAN
•Developed a Communication Plan
•Community Engagement
•Transparency
•Work Plan
Forums & Focus Groups (7)
Newsletters (2)
Fall Faire &
Friends & Family Day
ReCalc Meetings (16)Postcard Mailings (2)
Website & Email CommunicationSelect Board & Town
Meeting Updates
VideoSite Visits (15)Community Survey
COMMUNITY FORUMS
•General Feedback
•Need for Better Communication
•Reading as a Place to Live
•(+) Close knit, feel safe, social/cultural,
proximity to Boston, downtown+, many
resources
•(-) Housing costs, tax rate, getting around
•Envisioning a Center
•Age-inclusive space, meet a variety of
needs and interests, flexible and adaptable.
•Challenging, interesting, and active
programs. Engage with children, young
adults, & caregivers
•Held 3 Community Forms (100 in-person, 72 remotely)
•Specific Needs
•Social space, meals, computer classes, movie room, evening &
weekend programs, one-on-one mtg space
•Parking & transportation, accessibility, comfortable
•Dedicated art space, exercise room/equipment
•Employment opportunities, low/no cost programs & services
COMMUNITY SURVEY
•Prepared 24 Question Community survey distributed to all
Reading residents in September
•Survey was available on-line, in paper format, and for
completion by phone
•Survey covered the following areas:
1.Community & Neighborhood
2.Future Senior/Community Center
3.Programs & Services
4.Demographics
•Sent postcard to all residents 18 and older
•Survey Closed September 30, 2022
•1472 Survey Responses Received
•Data analysis in process (UMASS)
HOW DO WE COMPARE?•ReCalc performed benchmarking
survey of local communities
Sr./Community Centers
•Communities were chosen based on
following criteria:
•Have recently completed a similar
community process
•Are in the process of doing so
•Are a mix of Community Centers and
Senior Centers
•Comparable sized communities in
geographic proximity to Reading
BENCHMARKING -SUMMARY
•Visited 15 Eastern MA Centers (12 Senior Only)
•Four local communities planning or building new center
•North Andover, Wilmington, North Reading, Newton
•Center Operations
•Average Peer Community Budget $860k vs. $250k for Reading
•Average Peer Community Bldg. 19,300 sf. vs. 5,700 sf. for Reading
•Average Peer Community Staff 14 F&PT vs. 6 for Reading
•Transportation & Parking
•All have transportation options
•Cost ranging from free, to donations, to $20 depending on service
•On-Site Parking: 55 spaces (ave), 5 handicapped
Feature Yes No
Elevator 9 6
Bathrooms 15 0
Wheelchair Accessible 15 0
Visual/Auditory Impaired Access 8 4
Gym 6 9
Exercise Equipment 11 4
Showers 5 10
Admin Program Staff Offices 15 0
Library-Quiet Area 11 4
Individual Counseling Areas 13 2
Health Clinic 10 5
Creative Arts Room 14 1
Reception Area 14 1
Adequate Storage 7 4
Outdoor Programming Space 8 3
•Building Features
BENCHMARKING -SUMMARY•Food Preparation and Meals
•10 centers providing weekday lunch meal, 4 centers with Chef on Staff
•Most charge nominal fee ($2-$4)
•6 centers prepped meals on-site, 7 centers did not
•Dedicated Technology Room
•Room for outside activities
(pickel ball & bocce)
•Second floor with offices &
programming on 1st.
•A gym and locker room
•Commercial kitchen and larger
event space
•Hair salon
•More parking
•Washer/dryer
•Evening hours
•Ease of access for electric
wheelchairs.
•Bigger fitness center with
more machines
•More storage
•What is current center missing (Peer Community)
Question Yes No
Multiple Programs at once 15 0
Capped Programs 10 0
Centralized Programs 11 0
De-Centralized Programs 3 4
Intergenerational Programs 12 3
Can Large Room Be Divided 7 2
•Programmatic
Most offer some sort of intergenerational
programs even if only a “Sr. Center”
NEW CENTER GUIDANCE
•General/Process
•Be transparent throughout process.
•Base decisions on programming needs of residents,
full needs assessment of community
•Have a stand-alone senior center, shared space is
difficult
•Complicated Renovating an older center.
•Keep location downtown.
•Think Big
•Never have enough storage, plan for growth
•Commercial Kitchen, 2 gyms, 2 game rooms, outdoor
space
•Larger center generates more interest
•Facility
•Design to run more than one activity at a time
•Inviting space & positive first impression, welcoming,
bright, airy, sunny
•Multi-use spaces and accommodate disabilities
•Co-Locate office space for staff & client engagement
•Make Sure acoustics are good, including flooring and
ceilings that are not high
•Provide plenty of parking & locate near Public
Transportation
•Financial
•Establish Trust for building
•Obtain programming grants
•Fundraising and Capital Campaign to cover FF&E
WALGREENS SITE WORKING GROUP
•Multiple Onsite visits
•Reviewed and discussed site possibilities
•Provided initial layout options
•Addressed must have needs
•Kitchen, Offices, Multipurpose Room,
Quiet Space, Game & Computer rooms,
Storage, and more!
•Remaining issues include ADA compliance,
handicapped accessibility and Parking
•Input provided to architect firm hired by
the town
•Reviewed initial drafts concept plans with
firm
•Considered parking needs & concerns
•Reported back to entire RECALC
committee
•ReCalc unanimously decided to continue
to evaluate site
WALGREENS SITE WORKING GROUP
NEXT STEPS
•Complete Committee Work
•Assimilate community input from survey
•Assess PSC usage data
•Continue Communication (planned
newsletters)
•Make Recommendations
•Return to community with recommendation
on Senior vs. Multigenerational Center
•Recommendation to Select Board on
spending RAAC secured funding for
feasibility study using ReCalc information
to serve as the needs assessment
•Extend ReCalc until July 2023 The opportunity is here
Community Engagement and Planning:
Reading Center for Active Living (ReCal)
Preliminary Survey Results
Presented to ReCalc
October 25, 2022
Caitlin Coyle, PhD, Ceara Somerville, MS, & Beth Rouleau, MA
Center for Social & Demographic Research on Aging
Gerontology Institute
University of Massachusetts Boston
Project overview
Final report:
Conclusions and
Recommendations
•3 Community forums (April and June)
•4 focus groups (June and July)
•Community Survey
• Online format, with 600 hardcopies available in Town
• 9/7/22: postcard mailed to every resident age 18+ and survey open
• 10/4/22: survey closed, hard copies returned to UMB
Response Summary
1,307
online
163
paper
1,470
total
responses
~7% response based on
mailing of 20,460 postcards
to each resident age 18+
Average completion
rate= 92%
Respondent Demographics
Age category
Number of
respondents Percent
18-49 285 20%
50-59 212 14%
60-69 342 23%
70-79 329 22%
80+ 125 9%
Missing 177 12%
Total 1,470 100%
Among those who reported gender, 63%
identified as female and 37% as male
34% of respondents are working full-time
11% are working part-time
39% are retired
Space and Location Preferences
33%: Senior
center for 60+
48%: All-ages
community center,
designated
space/programs
for 60+
10%: No
preference 9%: Other
Most preferred scenario for a new
senior/community center
32%:
Downtown
area
10%: Outside
of downtown
43%: No
preference
15%:
Other
Preferred location for a new
senior/community center
“Cost is a major consideration. For FY22, the average tax bill was
$9,313. If it meant an increase to your household taxes during a set
period of time, please indicate the maximum amount you might
support for a new senior center or community center.”
31%
17%
24%
12%
4%3%3%5%
No increase; I
would only
support a new
building if it came
at no additional
cost to residents
Less than $100
per year
$100 - $200 per
year
$201 - $300 per
year
$301 - $400 per
year
$401 - $500 per
year
$501+ per year N/A, I am not
responsible for
paying property
taxes at this time
Have you ever traveled to senior or community centers
in other towns to participate in their programs?
28%:
Yes
72%:
No
Among those who said “Yes,” reasons why: Percent
The program was not offered in Reading 61%
Attended the other Center with friends 44%
The other Center space is more welcoming / inviting 32%
Other (please specify) 21%
The other Center is easier to get to (e.g., parking and access) 18%
The hours of the other Center are more convenient 12%
Which of the following types of indoor space would
you prioritize in a new senior or community center?
(Please select no more than 7)
Indoor space Percent selected
Multipurpose space for small group activities (e.g., book club, meetings, card games) 62%
Indoor exercise space for classes (e.g., yoga, Zumba, Pilates) 54%
Multipurpose space for large group activities (e.g., concerts, lectures, parties) 43%
Café or “drop in” food space 41%
Kitchen and dining space 39%
Dedicated arts and crafts space (e.g., painting, fiber arts, pottery equipment) 38%
Space for games (e.g., mah-jongg, bridge, chess) and billiards 37%
Which of the following types of outdoor space would
you prioritize in a new senior or community center?
(Please select no more than 7)
Outdoor space Percent selected
Benches or comfortable outdoor seating 63%
Picnic tables/outdoor dining space 56%
Grass area for lawn games (e.g., bocce, cornhole, croquet) 40%
Gardening area 33%
A walking/running track 30%
Team exercise space (e.g., basketball, tennis, or baseball fields, pickleball courts) 19%
Playground 13%
Which of the following types of accessibility features
would you prioritize in a new senior or community
center? (Please select no more than 5)
Accessibility features Percent selected
No or little cost to participate in programs 60%
Ample parking 58%
The facility being open in the evenings and on weekends 44%
Enough space for multiple programs to be running simultaneously 44%
Door to door transportation to and from the new center 42%
Final Steps:
Comprehensive
survey data analysis
• Frequencies and
crosstabulations
• Qualitative thematic
coding of all write-ins
Synthesize survey
results with findings
from forums and
focus groups
Conclusions and
Recommendations
Final report and
presentation to
BoS/ReCalc/COA
Thank you!
Caitlin Coyle, PhD
Director, Center for Social & Demographic Research on Aging
University of Massachusetts Boston
Caitlin.coyle@umb.edu
TOWN OF READING, MASSACHUSETTS
CLASSIFICATION AND COMPENSATION STUDY
DRAFT FINAL REPORT
OCTOBER 2022
Table of Contents
I. INTRODUCTION ..................................................................................................................................... 1
A. Scope of Work ................................................................................................................................... 1
Job Evaluation Analysis and Job Classification System ......................................................................... 1
Salary Survey ......................................................................................................................................... 2
Draft and Final Report Preparation ....................................................................................................... 2
II. EXECUTIVE SUMMARY .......................................................................................................................... 3
A. Internal Equity - Classification Plan Development ............................................................................ 3
B. Job Title Changes .............................................................................................................................. 4
C. External Equity – Market Competitiveness ....................................................................................... 4
D. Salary Data ........................................................................................................................................ 4
E. Proposed Classification and Compensation Plan .............................................................................. 5
F. Future Administration of the Classification and Compensation Plan ............................................... 5
III. JOB EVALUATION .............................................................................................................................. 6
A. Determination of Fair Labor Standards Act Designation .................................................................. 7
IV. THE CLASSIFICATION PLAN ............................................................................................................... 9
V. SALARY DATA ...................................................................................................................................... 10
A. Selection of Comparable Jurisdictions for Data Purposes .............................................................. 10
B. Selection of Benchmark Positions for Survey Purposes ................................................................. 10
C. Salary Survey ................................................................................................................................... 11
D. Appraisal and Use of Salary Data .................................................................................................... 12
VI. COMPENSATION PLAN DEVELOPMENT AND RECOMMENDATIONS .............................................. 14
A. Development of the Compensation Plan ........................................................................................ 14
B. Compensation Plan Options for the Town’s Consideration ............................................................ 14
Defined Increment Plan ...................................................................................................................... 15
Open Range Merit Plan ....................................................................................................................... 15
Blended Merit Plan ............................................................................................................................. 16
C. Recommendation: Open Range Merit Plan .................................................................................... 17
D. Pay Philosophy ................................................................................................................................ 17
E. Proposed Compensation Plan and Structure .................................................................................. 17
F. Implementation and Administration of the Compensation Plan.................................................... 18
G. Employee Advancement through the Ranges ................................................................................ 19
H. Future Administration of the Compensation Plan .......................................................................... 20
I. Future Administration of the Classification Plan ............................................................................ 21
Appreciation ........................................................................................................................................ 22
TABLES
Table 1: Classification Plan Page 23
Table 2: Comprehensive Table Page 26
Table 3: Proposed Compensation Ranges Page 30
APPENDICES
Appendix A: Job Analysis Questionnaire Page 31
Appendix B: Detailed Salary Survey Data Page 40
GovHR USA, LLC Town of Reading, MA Page 1
I. INTRODUCTION
GovHR USA, LLC (GovHR) is pleased to have had the opportunity to work with the Town of Reading on this
Classification and Compensation Study. Human resource management is a significant concern as
governmental services continue to increase in cost and complexity, and the resources to fund local
governments are constrained. Day-to-day operations present challenging administrative problems in
planning, organizing, and directing human resource functions in order to achieve maximum efficiency and
effectiveness in the delivery of municipal services. A properly developed and administered Classification
and Compensation Plan forms the foundation for meeting these challenges. It helps to ensure that the
Town can not only recruit the best and brightest employees but can also retain those employees, even in
a competitive marketplace. By retaining qualified, experienced employees the Town avoids the costs of
re-recruitments and lost productivity, while maximizing the benefits of the investments it has made in
employees and the institutional and community knowledge acquired by those employees over their
tenures.
GovHR understands the high expectations that have been established in the Town of Reading for service
delivery and competitiveness in recruiting and retaining excellent employees. These factors have been
taken into consideration in the analysis and reflected in the Study results.
A. Scope of Work
The scope of work called for GovHR to carry out the following:
Job Evaluation Analysis and Job Classification System
Below is a list of tasks included in this component of the Study (listed in the order that the work was
performed):
• Study preparation and project meetings. Met with Town] Administration to discuss Study
methods and expectations, and to review the current Classification and Compensation Plan and
organizational structure. Determined problem areas, answered questions, and reviewed the
scope and schedule of work.
• Material distribution. Prepared a memorandum of explanation, which was distributed to
employees. Held meetings with employees to discuss the Job Analysis Questionnaire (JAQ) and
to explain the scope and purpose of the Study. Employees were allowed about ten (10) days to
complete the questionnaire. The completed questionnaires were then reviewed by each
employee’s Supervisor and/or Department Head and Town Administration. The JAQs were
returned to GovHR within approximately five (5) weeks of distribution.
GovHR USA, LLC Town of Reading, MA Page 2
• Determined comparable communities and collected compensation data. GovHR, along with the
Town, determined a logical survey sample of “like” communities that impact the compensation
market of Reading. Then, GovHR designed and sent out the survey for the benchmark positions
and benefits covered in the Study.
• Job Evaluation Analysis and Establishment of a Classification Plan. Upon return of the JAQs by
the Town, GovHR performed the following:
Read each JAQ and corresponding Job Description in its entirety.
Conducted virtual interviews with at least one (1) employee in each position covered by
the Study to further understand the scope of duties and responsibilities of the position.
Applied a measurement system of Job Evaluation Factors to all positions, which formed
the basis for internal rankings (equity) of positions.
Upon completion of the Job Evaluation measurements, a new Classification Plan was
developed.
Salary Survey
The following tasks were included in this component of the Study:
• Tabulated, summarized, and analyzed comparative compensation information obtained from
the comparable communities. Prepared pay tabulations that compared the salary ranges of
Reading to the salary ranges of its comparable communities. Prepared comparison
calculations at the 50th, 60th, 65th, 75th and 80th percentiles. Displayed data for each jurisdiction
and for each position and summarized the data in table form. Based on discussions with the
Town and the gathered data, developed salary ranges that would establish Reading as a payer
at the 75th percentile of the salary data from the comparable communities.
• Based on the above data, developed, and recommended new salary schedules and
recommended new Job Titles for some positions.
Draft and Final Report Preparation
• A preliminary analysis of the data and recommended Classification and Compensation Plan
was shared with the Town. Feedback from Town Administration was reviewed and
incorporated into the recommendations.
• This draft report has been prepared by GovHR and sent electronically to the Town.
• A presentation of these draft findings will be conducted for Town leadership.
• Once the presentation is made and review comments are returned by the Town a final report
will be prepared and transmitted electronically.
GovHR USA, LLC Town of Reading, MA Page 3
II. EXECUTIVE SUMMARY
A Classification and Compensation Study encompasses a significant amount of information that can be
time consuming to condense and organize into an abbreviated format. Therefore, GovHR has compiled
this Executive Summary in order to provide a quick synopsis regarding the major components, findings
and recommendations of this Study. The purpose of a well-designed Classification and Compensation
Study is twofold. First, it establishes internal equity (ranking) among employees across Departments in
the Town. Second, it assures external equity/competitiveness by comparing the compensation of Reading
employees against market data.
A. Internal Equity - Classification Plan Development
The Study developed a new Classification Plan for seventy-nine (79) positions in the Town of Reading. To
complete this task, the Consultant completed a Job Evaluation. The Job Evaluation included the
completion of a questionnaire by all employees covered in the Study and interviews with at least one (1)
employee working in each position covered by the Study (see Appendix A). Upon the completion of those
tasks, the Consultants assigned a numerical value to each position so that like positions within the
organization would be grouped together in a classification to produce an internal equity hierarchy. Nine
(9) factors were used for the evaluation of Reading’s positions:
1) Preparation and Training
2) Experience Required
3) Decision Making and Independent Judgment
4) Responsibility for Policy Development
5) Planning of Work
6) Contact with Others
7) Work of Others (Supervision Exercised)
8) Working Conditions
9) Use of Technology/Specialized Equipment
The product of this internal ranking is shown in Table 1, which lists the Town’s positions with their
numerical Job Evaluation score, also known as a Classification Plan. The higher the Job Evaluation Score,
the higher the position is within the Classification Plan.
GovHR USA, LLC Town of Reading, MA Page 4
B. Job Title Changes
After conducting the Job Evaluation noted above, the Consultants observed some inconsistencies with the
market and the actual duties assigned to some positions. Therefore, the following Job Title changes have
been recommended based on clarification of duties and market trends.
Current Title Proposed New Title
Administrative Secretary Administrative Assistant
Administrative Specialist (A/P) Accounting Specialist
Administrative Specialist (Town Manager) Executive Assistant
Business Administrator Dtr. of Communications & Risk Mgmt.
Senior Administrative Assistant Administrative Specialist
Technology Director Chief Technology Officer
Town Accountant/Finance Director Chief Financial Officer/Town Accountant
Treasurer/Assistant Finance Director Asst. Chief Financial Officer/Treasurer
C. External Equity – Market Competitiveness
The next component of the Classification and Compensation Study involved establishing external
competitiveness. The Town identified twenty-three (23) comparable communities for survey purposes.
The comparable communities are listed below:
Andover Mansfield Tewksbury
Bedford Marshfield Wakefield
Belmont Milton Walpole
Burlington Natick Westborough
Canton North Andover Westford
Danvers North Reading Wilmington
Dedham Shrewsbury Winchester
Lynnfield Stoneham
D. Salary Data
GovHR then prepared and distributed a salary survey to the twenty-three (23) comparable communities
and to their libraries. Eighteen (18) of the communities and nineteen (19) of the libraries responded to
the survey either by directly responding to the survey or supplying GovHR with a copy of their most recent
GovHR USA, LLC Town of Reading, MA Page 5
Compensation Plan. The salary summary results can be found in Table 2 and the detailed salary data can
be found in Appendix B. To provide external competitiveness for the Town’s salaries, the salary ranges
derived from this data collection were used to help establish the proposed Compensation Plan. In some
cases where there was not enough salary range data, actual salaries were used. The recommended pay
ranges are contained within Table 3 of the report.
E. Proposed Classification and Compensation Plan
The goal of this Study was to recommend a Classification and Compensation Plan that is internally
equitable and externally competitive. To accomplish this, a Compensation Plan was developed using the
75th percentile comparison of the salary ranges that were acquired through the salary survey. The resulting
Classification and Compensation Plan consists of fourteen (14) pay grades; one (1) being lowest and
fourteen (14) being highest and is broken down into the following three (3) bands:
Grades 1 – 3: Administrative and Technical Staff
Grades 4 – 10: Supervisors and Advanced Technical Staff
Grades 11 – 14: Directors and Senior Manager
All proposed pay ranges are open ranges. There is an 20% gradation between Grades 1 – 3, a 5% gradation
between Grades 4 – 10 and a 10% gradation between Grades 11 – 14. Grades 1 – 10 have a 35% range
spread from minimum to maximum and Grades 11 – 14 have a 40% range spread from minimum to
maximum.
F. Future Administration of the Classification and Compensation Plan
Within the body of this report, GovHR has outlined how the Town can maintain the Classification and
Compensation Plan. GovHR will supply the Town with a User’s Manual and all associated documents to
maintain the Classification and Compensation Plan and the steps to ensure the Town remains competitive
with the market in the years to come.
GovHR USA, LLC Town of Reading, MA Page 6
III. JOB EVALUATION
GovHR’s approach to Job Evaluation involves a quantitative point and factor comparison method, which
cross-compares all positions in the organization against numerous factors such as educational
requirements, experience, work conditions, etc. Therefore, all jobs in each organizational unit (e.g.,
Police, Administration, Finance, etc.) may be compared against each other, based upon the same factors.
In conducting the Job Evaluation exercise, it must be emphasized that the position, and not the
incumbent’s qualifications, performance, or years of service in the position, is evaluated. An incumbent
employee may feel he/she should be placed in a higher level (i.e., receive more points) because the
individual performs well, has a long tenure with the organization, and/or has additional education or skills
not required to perform that job, or may feel he/she does more tasks than a similar employee in another
Department, but these are not valid determinants for a position.
Before reviewing the results of the evaluation of the positions, it is important to note that the purpose of
a Job Evaluation is to identify whether a job is more or less advanced than, or equal to, other jobs in the
organization, based on nine (9) objective factors. While these factor definitions are guidelines, they are
constructed to allow limited flexibility of interpretation while at the same time providing a strict
framework and structure for comparison. The nine (9) factors used for the evaluation of Reading’s
positions are as follows:
1) Preparation and Training
2) Experience Required
3) Decision Making and Independent Judgment
4) Responsibility for Policy Development
5) Planning of Work
6) Contact with Others
7) Work of Others (Supervision Exercised)
8) Working Conditions
9) Use of Technology/Specialized Equipment
GovHR USA, LLC Town of Reading, MA Page 7
As part of the Job Evaluation process, the duties, responsibilities, and qualification requirements for
each position were reviewed via a thorough reading of the incumbent’s current job description and a
Job Analysis Questionnaire (JAQ) completed by each employee (Appendix A). In addition, GovHR
conducted interviews with at least one (1) employee in each of the positions covered by the Study.
Points were then assigned to each factor by selecting the description that best fit the appropriate level
of compliance. In other words, a position that requires a master’s degree would receive more points
under the “Preparation and Training” factor than positions that did not require this advanced degree.
Points for each factor were then totaled for each position. Using this method, the positions were found
to fall into distinguishable Job Factor Analysis (JFA) scores. Table 1 contains the Classification Plan,
including the Position Title, the Proposed New Title (if applicable), the JFA Score, Skill Level and
proposed Grade for the evaluated positions.
As part of the service provided in the Compensation Study, GovHR makes Job Title change
recommendations to either reflect a better description of the job being performed or to be consistent
with trends in the organization or the marketplace. Based on this, GovHR recommends the following Job
Title changes:
Current Title Proposed New Title
Administrative Secretary Administrative Assistant
Administrative Specialist (A/P) Accounting Specialist
Administrative Specialist (Town Manager) Executive Assistant
Business Administrator Dtr. of Communications & Risk Mgmt.
Senior Administrative Assistant Administrative Specialist
Technology Director Chief Technology Officer
Town Accountant/Finance Director Chief Financial Officer/Town Accountant
Treasurer/Assistant Finance Director Asst. Chief Financial Officer/Treasurer
A. Determination of Fair Labor Standards Act Designation
The Fair Labor Standards Act (FLSA) imposes certain minimum wage and overtime pay requirements on
employers for jobs that are covered under the Act. Most jobs, including the majority of public-sector jobs,
are covered under the Act and entitled to overtime pay. But certain positions, mostly office jobs, are
“exempt” from coverage under the Act and therefore not entitled to overtime pay.
Employers often misclassify employees as exempt (and therefore not entitled to overtime pay) because
of a misunderstanding of the law or unfamiliarity with the rules. An incorrect determination regarding
whether certain positions within an organization are entitled to overtime pay can subject an employer to
GovHR USA, LLC Town of Reading, MA Page 8
back pay, penalties and expensive fines if the employees file a complaint with the Department of Labor
and if the Department decides to file a lawsuit against the employer. Thus, it is very important to make
the proper determination regarding the status of each job within the organization, and whether that job
is entitled to the rights and protections afforded to workers under the FLSA.
Before any determination can be made, it is important to become familiar with the many rules, regulations
and exceptions contained in the Fair Labor Standards Act. These rules can be complex, and the
determination regarding whether a particular position is covered by the Act is not always clear-cut. GovHR
began its analysis by having employees complete a questionnaire that has been specifically designed to
elicit responses from the employees regarding the types of duties they are required to perform on a
regular basis (see Appendix A). The answers provided were generally sufficient for GovHR to determine
if the position was or was not exempt under the Act. GovHR also gathered additional information during
the employee interviews, including concrete examples of the types of policies the employees had been
involved in formulating, or whether the employees had significant input or sole discretion on things such
as hiring, firing and discipline of other employees in their departments.
It is important to note that the FLSA provides certain minimum standards that the employer must provide,
and that cannot be waived or reduced by the nonexempt employee either individually or through a
collective bargaining agreement. The employer can, of course, choose to also apply minimum wage and
overtime pay requirements to otherwise exempt employees, or to exceed the minimum requirements for
some or all of its employees by agreement.
As a result of a review of the positions covered by the Study, GovHR discussed its findings with the Town
to consider moving forward.
GovHR USA, LLC Town of Reading, MA Page 9
IV. THE CLASSIFICATION PLAN
A Classification Plan provides for a systematic arrangement of positions into classifications. A position,
often referred to as a job (e.g., Administrative Assistant), contains a specific set of duties and
responsibilities and that is the objective of the classification process – not the person currently holding
that job. A classification is a grouping of positions which have similar levels of knowledge, skills and
abilities needed to perform the job. The positions are also similar in nature of work, level of work
difficulty and responsibilities. Positions allocated to the same classification are sufficiently similar with
respect to the types of factors enumerated above to permit them to be compensated at the same
general level of pay. The positions do not have to be identical, they can be in different departments,
dealing with different subject matters and performing different duties.
It is this arrangement of positions and resulting classification structure that forms the basis for the
Classification Plan. As noted in the previous section, a Job Evaluation and Classification Plan is not
intended to assess individual performance. To that end, a position that belongs in a certain classification
is not entitled to be placed in a higher classification simply because the individual performs with a high
degree of success and efficiency, nor is it placed in a lower classification simply because the incumbent
performs with low competence or productivity. Variations in individual performance are not recognized
by differences in classifications, instead they are management issues. Similarly, there is a tendency in
some work forces to use the Classification Plan to reward longevity, even though the duties and
responsibilities of individual positions may not have changed over time. Longevity is not a classification
factor and the Classification Plan should not be used in this manner.
As an assessment of duties performed and of responsibilities exercised, a Classification Plan is an
exceedingly useful managerial tool. It provides the fundamental rationale for the Compensation Plan
and helps management identify positions which have taken on (or in some cases reduced) duties and
responsibilities. Through proper maintenance of the Classification Plan, employees are assured of
management’s continuing concern about the nature of work that they carry out and its reward in the
form of appropriate pay levels and relationships. The Classification Plan also provides the basis for
recruitment, screening, and selection of employees in direct relationship to job content. Promotional
ladders as well as opportunities for lateral career development are also evidenced by the logical
grouping of allied occupational classifications and hierarchies.
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V. SALARY DATA
The Town of Reading initiated this Study with the objective of assuring that its Compensation Plan is both
internally equitable and externally competitive. The Job Evaluation System (outlined in Section III) is
performed to address the issue of internal equity. To achieve external competitiveness, a market survey
of comparable jurisdictions was conducted. The following explains the labor market review and collection
of salary data.
A. Selection of Comparable Jurisdictions for Data Purposes
Selecting jurisdictions for the comparison group is an important element in a Classification and
Compensation Study. The Town identified twenty-three (23) comparable communities for survey
purposes. The comparable communities are listed below:
Andover Mansfield Tewksbury
Bedford Marshfield Wakefield
Belmont Milton Walpole
Burlington Natick Westborough
Canton North Andover Westford
Danvers North Reading Wilmington
Dedham Shrewsbury Winchester
Lynnfield Stoneham
B. Selection of Benchmark Positions for Survey Purposes
When developing the salary survey, it is important to select positions that are likely to have data available
from the surveyed municipalities. These positions are referred to as benchmark positions. Based on the
size of the Study and number of positions in Reading, GovHR recommended limiting the benchmark
positions in the survey to approximately forty (40) positions. This is because as the number of positions
surveyed increases there tends to be a decline the number of organizations responding to the
survey. This decline in response rates is thought to be due to the amount of work organizations need to
devote to completing a lengthier survey. Positions recommended as benchmarks are those that:
1) Are representative of each occupational grouping (e.g., Administration, Finance, Police, etc.).
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2) Include multiple numbers of Town employees, when possible.
3) Can be described in a concise manner that accurately identifies the nature of work and level of
difficulty.
4) Are known to commonly exist in other communities.
After discussion with Town Administration, thirty-eight (38) positions were selected as benchmark
positions for the survey to be sent to comparable Towns. Additionally, a separate survey was prepared
for the comparable community libraries with ten positions. Below is a list of all the surveyed positions:
Town Survey:
Administrative Assistant Executive Assistant (Office Manager)
Assistant Collector Facilities Director
Assistant Director of Public Works Finance Director/Town Accountant
Assistant Town Accountant GIS Administrator
Assistant Town Clerk Head Public Safety Dispatcher
Assistant Town Manager Health Director
Benefits Coordinator Health Inspector
Building Commissioner Human Resources Director
Building Inspector Human Resources Generalist
Case Manager – Elder & Human Svcs. Parking Enforcement Officer
Chief of Police Permits Coordinator
Clerk Plumbing/Gas Inspector
Collector Procurement Officer
Community Development Director Public Health Nurse
Community Services Director Public Safety Clinician
Computer Technician Senior Computer Technician
Conservation Administrator Senior Planner
Deputy Chief of Police Technology Director
Director of Public Works Town Clerk
Library Survey:
Assistant Library Director Library Communication Specialist
Director of Equity & Social Justice Library Director
Librarian I Library Division Head
Librarian II – Circulation Services Library Technician
Library Associate Senior Library Associate
C. Salary Survey
After identifying the benchmark positions, the Consultants then prepared and distributed a salary survey
to the twenty-three (23) comparable communities. Eighteen (18) of the Towns and nineteen (19) of the
Libraries responded to the survey or supplied GovHR with a copy of their Compensation Plan/Union
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Contracts. Table 2 is a summary of the benchmark salary survey data. The detailed salary survey data for
each position is contained in Appendix B.
It is important to make a few of observations regarding Table 2 and Appendix B.
1) The salary data is information that was available as of July 2022. The new recommended salary
ranges for the Town were developed using this salary data from the comparable communities.
2) Some of the comparable municipalities provided salary range minimums and maximums for
comparison purposes, while others (those that don’t utilize salary ranges as part of their pay
plans) provided actual salaries for surveyed positions. The salary range minimums and maximums
were analyzed to determine the 50th, 60th, 65th, 75th and 80th percentiles to identify wage ranges
for “average” and “above average” payers. Any actual salaries provided by the comparable
municipalities were only analyzed in a few instances when there was not enough salary range
information. Salary ranges are a better gauge of market salaries than an actual salary and are
thus preferred to conduct analysis.
3) Salary ranges associated with positions that have been reclassified may not be consistent with
other salary ranges in a particular Grade.
4) Data contained within Appendix B has been thoroughly reviewed. If the Consultants determined
the data was not relevant, it was removed. Thus, if a specific position within the salary survey has
two worksheets associated with it in Appendix B, then data was removed. The second data sheet
will have the word “Edited” after the title of the position surveyed. If a specific data point was
removed, it is highlighted on the first and second worksheets and then removed on the second
worksheet associated with the position.
D. Appraisal and Use of Salary Data
While comparing Reading’s current salaries to those paid by other employers in the comparable
communities, it must be noted that variations in compensation may be due to several factors, including:
1) Organizational size and economic conditions can have an impact on positions. In smaller
organizations, employees are often asked to "wear many hats" and therefore take on more duties
and responsibilities than would normally be required of a certain position. In addition, the
economic downturn forced organizations to "do more with less", compelling staff to take on more
duties and responsibilities than they have in the past. Therefore, it becomes increasingly harder
to compare “like” positions within organizations.
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2) Some employers place a different relative worth on certain groups of employees. For example,
some employers are forced to place a higher value on certain employees or groups of employees
because of the market, and therefore, pay them more. Overall, the policies and value judgments
of different employers in compensating the same kind of work can vary widely. There is rarely a
single prevailing rate for any particular kind of work, even within the same labor market.
3) It can be difficult to make exact comparisons among the different employers of the duties and
responsibilities of ostensibly similar jobs.
Nevertheless, comparative salary data is widely recognized as a good measure of the appropriate
compensation rates with respect to the prevailing market. This data is also useful as an indication of
prevailing opinions concerning the compensation relationships that should exist among different
classifications of work. Of equal importance, however, are the internal relationships for the various
positions that were accomplished in the Job Evaluation portion of this Study.
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VI. COMPENSATION PLAN DEVELOPMENT AND RECOMMENDATIONS
A. Development of the Compensation Plan
A basic element in any human resources management program is adequate and equitable employee
compensation. A Compensation Plan of this nature is essential if qualified employees are to be recruited
and retained. To achieve this goal, there must be a reasonable and widely accepted model of Job Factors
upon which the Compensation Plan rests. Application of this model was the purpose of the Job Evaluation
aspect of this Study. The Plan presented in this report is designed to accomplish the Study goals by:
1) Providing for equal compensation for work of equivalent job content and responsibility.
2) Facilitating adjustments to compensation levels based on changing economic and employment
conditions that impact these interrelationships.
3) Establishing compensation ranges that compare favorably with those of other equivalent
jurisdictions within the appropriate labor market.
In preparing this Plan, the Study only looked at base compensation. The compensation associated with
longevity or other fringe benefits was not analyzed or factored into the Compensation Plan.
B. Compensation Plan Options for the Town’s Consideration
One of the purposes of this Study was to provide an updated Compensation Plan that relates to the
external market and is internally equitable. Below is a detailed explanation of three (3) different
Compensation Plans:
1) Defined Increment Plan: This is a Compensation Plan that has salary ranges with a minimum and
a maximum with defined percentage increments (e.g., 3%) in between. If an employee has a
satisfactory performance evaluation, he/she systematically advances through the compensation
range. The performance evaluation and resulting salary increment increase occurs annually.
2) Open Range Merit Plan: This is a Compensation Plan that also has salary ranges with minimums
and maximums, but without defined percentage increments in between. Employees are
advanced through the compensation range based on an annual satisfactory performance
evaluation, with the percentage of their increase determined annually by Town Administration.
3) Blended Merit Plan: This is a Compensation Plan that uses techniques from both a Defined
Increment Plan and an Open Range Merit Plan.
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In considering which Plan to use, it is important to understand that employees at various levels of
responsibility may react differently toward, and be motivated differently by, the Compensation Plan
they work under. Management personnel that are goal-oriented may have a higher acceptance of the
Open Range Merit Plan, and thus tend to be more comfortable with this method of compensation. Mid
to lower-level positions may want the assurance of a defined salary increase based on satisfactory
performance. Possible advantages and disadvantages of each Plan are summarized below.
Defined Increment Plan
Advantages
Town: A Defined Increment Plan has the advantage of creating financial predictability because it is
easier for management to predict and plan for salary increases on an annual basis.
Employees: Employees like a Defined Increment Plan because it offers security and predictability for
advancement through the range. Another advantage of this Plan is that it offers a high degree of
internal equity and fairness – the expectation that fellow workers in this Plan are all being treated the
same.
Disadvantages
Town: The Town may feel that a Defined Increment Plan simply rewards compensation increases on
a routine basis. However, by tying the increase to a satisfactory performance evaluation, the Town
can be assured that only employees with acceptable performance will receive a salary increase.
Employees: Employees may feel unmotivated to perform at an above average or at a superior level,
knowing their salary increase amount is pre-determined. One way to remove this negative notion is
to allow an employee with a superior performance evaluation to get a two (2) increment increase.
This, however, would be the exception and not the rule. Most employees would be considered
“average” performers and receive a one (1) increment increase.
Open Range Merit Plan
Advantages
Town: The Open Range Merit Plan tends to motivate employees to perform at a higher level, thereby
achieving greater production/benefit for the Town. This Plan also enables the supervising authority
to reward high-performing employees with a salary increase greater than a defined increment.
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Employees: Employees who are high performers like working under this Plan as they can earn a higher
percentage salary increase.
Disadvantages
Town: Anticipating the cost of merit increases has less financial predictability, as it is not always
possible to know how many employees will be high performers in any given year. However, the Town
can fund a “merit increase pool” for all Open Range Merit Plan employees to receive an average
percentage (i.e., a 2-3% increase), knowing that some employees will receive less (or no) increase and
some employees will earn more.
Employees: An Open Range Merit Plan can create a perceived inequity regarding how individuals are
granted salary increases. It is incumbent upon management to use an equitable performance
evaluation system when implementing this Plan. It is also incumbent on management to ensure that
the performance evaluation system is applied fairly and that supervisors receive appropriate training
on conducting the evaluation and using the evaluation tool properly.
Blended Merit Plan
There are positives and negatives for both Defined Increment and Open Range Merit Plans. However,
it is also possible to design a pragmatic salary system that uses elements of both Defined Increment
and Open Range Merit Plans. It is becoming increasingly common for organizations to have a Blended
Merit Plan for various levels of positions that reflects the particular circumstances and culture of the
organization. A Plan of this type is customizable to the needs of the organization. It is also the
preferred Plan for organizations that are transitioning from a Defined Increment Plan to an Open
Range Merit Plan. The following is one example of a Blended Merit Plan:
Exempt: All exempt employees are in an Open Range Merit Plan.
Non-exempt: Non-exempt employees are in a Blended Merit Plan. In this Plan, salary ranges begin at
the minimum with, for example, three (3) defined increments and then transition into an open range.
The initial increment of the assigned range is intended as the normal hiring/promoting rate.
Increments two (2) and three (3) would be awarded upon successful completion of the employee's
initial evaluation period and/or after another period that is set by the Town (e.g., increment two (2)
after the initial evaluation and increment three (3) after an additional year of employment.) After
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that, the employee may advance through the open range as a result of a successful performance
evaluation.
C.Recommendation: Open Range Merit Plan
GovHR is recommending that the Town adopt an Open Range Merit Plan. An Open Range Merit Plan has
salary ranges with minimums and maximums, but without defined percentage increments in between.
Employees are advanced through the ranges based on an annual satisfactory performance evaluation,
with the percentage of their increase determined by their supervisor and Town Administration.
The Open Range Merit Plan also allows maximum flexibility for the Town relative to recruitment and
funding as employees can be hired within the range and the increases provided annually for meritorious
performance can fluctuate based on available funding. Given Reading’s goal to recruit, reward and retain
motivated, high-performing employees, the Open Range Merit Plan has been selected for
recommendation.
D.Pay Philosophy
An important component in the process of developing a Compensation Plan is understanding and applying
the pay philosophy of the Town. In Reading, the Town subscribes to a pay philosophy of compensation
employees at a rate at the 75th percentile.
E.Proposed Compensation Plan and Structure
The next step in this process is to combine the JFA scores included in Tables 1 and 2 with the proposed
salary ranges in Table 3. The Classification and Compensation Plan consists of fourteen (14) pay grades;
one (1) being lowest and fourteen (14) being highest and is broken down into the following three (3)
bands:
Grades 1 – 3: Administrative and Technical Staff
Grades 4 – 10: Supervisors and Advanced Technical Staff
Grades 11 – 14: Directors and Senior Manager
All proposed pay ranges are open ranges. There is an 20% gradation between Grades 1 – 3, a 5% gradation
between Grades 4 – 10 and a 10% gradation between Grades 11 – 14. Grades 1 – 10 have a 35% range
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spread from minimum to maximum and Grades 11 – 14 have a 40% range spread from minimum to
maximum.
Note 1: Different compensation grades may have different ranges from minimum to maximum
compensation. It is appropriate for the lower grades in a Compensation Plan to have a smaller
spread from minimum to maximum as it is likely that new employees would start at the minimum
compensation of the range. Conversely, it is more likely that more experienced employees or
Department Head level employees may be hired at a rate above the minimum compensation of a
range, thus it is necessary to have a greater spread from minimum to maximum compensation.
Note 2: Gradation refers to the relationship between the minimum compensation of one grade
to the minimum compensation of the next grade. In this case, the starting compensation for
employees in Grade 2 is 20% higher than Grade 1 and so on. The gradation will vary depending
upon the relationship between the salary data for the grade, the number of grades in the
compensation band and the established compensation range.
Table 2 combines all of the classification and compensation data at the 75th percentile.
F.Implementation and Administration of the Compensation Plan
Implementation of the Compensation Plan, as it affects individual employees, should be under the
following pattern of adjustments:
1)Employees whose present compensation is below the minimum compensation of the range for
their classification should be raised to the minimum of the range.
2)The compensation of employees whose present compensation is within the range for their
classification should be slotted into the new Compensation Plan at their current pay rate.
3)The compensation of employees whose present compensation is above the maximum
compensation of the range should be held at their present rate, without a reduction in
compensation, until such time that further market analysis indicates commensurate alignment
with the marketplace. However, the Town can consider lump sum increases for these employees,
which does not impact base compensation levels, until the ranges adjust to include the individual
employee compensation rates.
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In other studies, GovHR has been asked for ideas on how to address the situation of long-term employees
whose current compensation falls near the bottom (within 5 - 10%) of the proposed range. If this occurs,
it illustrates that the position has been compensated at less than the market rate for someone with similar
tenure. Thus, some communities elect to make additional adjustments for those employees at
implementation. This program is discretionary for the Town to adopt and only occurs one time, at the
implementation of the new Classification and Compensation Plan. If the Town wishes to consider such a
program, an example is illustrated below:
Service Adjustment
1 - 3 Years 0%
Over 3 and up to 8 Years 1%
Over 8 and up to 15 Years 2%
Over 15 Years 3%
G.Employee Advancement through the Ranges
To implement the new Compensation Plan, GovHR recommends that the starting salary of the range
(minimum) is the normal hiring/promoting rate. Exceptions to this starting point should be limited to
hiring situations involving:
1)Applicants with exceptional background and qualifications.
2)A promotion in which the employee’s current compensation is higher than the minimum of the
new range.
3)In the case of a labor market situation where it is impossible to recruit qualified candidates at the
minimum.
In these cases, employees may be appointed to their positions anywhere within the defined range
(generally up to the midpoint), depending on their experience and qualifications, and based on the
provisions of the Town’s policies (if applicable). Employees should not be hired below the minimum of
their compensation range.
Salary advancement between the hiring rate and the top of the range (maximum) is done throughout the
employee’s tenure with the organization. Advancement through the range would be done on an annual
basis and be dependent on a satisfactory performance evaluation. Incumbents progressing through the
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range should understand that standards of performance would become more exacting or controlling as
compensation levels advance. Typical movement through the range could be in increments of 1% to 3%,
depending on the employee’s performance evaluation and goal attainment, as well as the financial
resources of the Town.
The Town may also wish to provide a merit bonus for exemplary performance after an employee reaches
the maximum compensation for the range. If this option is exercised, then an employee would be eligible
to receive a payment after a successful performance evaluation each year. This payment should not be
worked into the base salary. It can be in the form of a lump sum payment that is a set amount calculated
each year and the same for all employees, such as $500 for meeting expectations and $1,000 for exceeding
expectations. Another option is to calculate a percentage of the employee’s base compensation and
provide a lump sum payment equivalent to that amount, such as 1% for meeting expectations and 2% for
exceeding expectations.
It is recommended that the Town set aside a "merit pool" every year, to fund increases for employees in
this Plan. This money would then serve as the pool for merit payments, knowing that some employees
will be high performers, getting a higher percentage, and some employees will be lower performers,
getting a lower percentage.
Again, it should also be noted that the implementation and use of a formal performance evaluation
process for all staff members is a key component to the success of this Plan. Equally, if not more
important, is that supervisors are adequately trained to perform the formal performance evaluation
process.
H. Future Administration of the Compensation Plan
To maintain competitive salary levels there should be an annual review of the Town’s salary ranges. The
twenty-three (23) communities used in the survey group for this Study have been determined to be
comparable jurisdictions to the Town. Therefore, Reading can continue to use these jurisdictions as a
comparable salary survey group for annual salary comparison purposes, until it is determined that they
are no longer valid comparables. As mentioned earlier, the salary levels for these comparables are current
as of July 2022. It is GovHR’s recommendation that an annual survey of these communities be conducted
to determine the percentage increase each organization in the comparable group is granting, either as an
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annual across-the-board increase to their employees or as a general adjustment to their compensation
ranges. The Town may wish to provide an across-the-board increase to all employees based on the
information received from the comparable communities. If this is the case, then the increases would be
granted separately from any merit increase that would be awarded as a result of a successful performance
evaluation.
It is the further recommendation of GovHR that the compensation ranges for each grade be increased by
the average percentage increase of the comparable group, even if an across-the-board increase is not
given to all employees. Employees would continue to advance through the compensation ranges
(provided that the employee is not at the maximum of the compensation range) by virtue of a merit
increase granted for satisfactory or above satisfactory performance of their job duties. Finally, it is
recommended that the Town review the compatibility of the municipalities after five (5) years.
I. Future Administration of the Classification Plan
The administration of a Classification Plan is an ongoing process. It must be recognized that it is not static
and is not intended to affix positions permanently into classifications. Instead, the Plan must be
administered continually to adapt it to changing conditions.
Three (3) specific types of changes in the Plan itself are possible: abolition of a position, creation of a
position, or a revision of a position.
1) When a position in a classification is eliminated or when a position has significantly changed work
duties and responsibilities to the extent that the position becomes inappropriate or inaccurate,
the position should be abolished.
2) New positions should be created when new work situations arise that are not covered by the
established positions. However, caution should be exercised in this respect, particularly to assure
that new positions are justified, are not merely duplicating established positions, cannot be
accommodated through changes in existing positions, and reflect substantially permanent rather
than temporary situations.
3) The adjustment or revision of a position should be done when there are substantial changes to
the requirements of the position or to the nature and complexities of the duties being performed.
In this instance, a position may need to be re-scored and move up or down into a new
classification.
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All changes should be thoroughly evaluated for their effect on employee morale and the integrity of the
classification relationships established in the Classification and Compensation Plan. Town Administration
has been provided with the Job Analysis Questionnaire as well as the Job Factor Scoring Sheet, enabling
the Town to grade a newly created or revised position. GovHR provides scoring assistance in such cases
free of charge for one (1) year after the delivery of this report.
Appreciation
GovHR has appreciated the opportunity to work with the Town of Reading on this Classification and
Compensation Study. A special thank you to the employees for all of the information provided to allow
for the analysis and to the Town Administration for the significant amount of work and support dedicated
to the project.
TOWN OF READING
CLASSIFICATION PLAN
Table 1
Current Position Title Proposed Title
JFA
Total Skill Level Grade
Directors and Senior Managers
Fire Chief 775 760 to 790 14
Police Chief 775
Assistant Town Manager 770
Director of Public Works 765
Technology Director Chief Technology Officer 765
Town Accountant / Finance Director Chief Financial Officer/Town Accountant 765
Facilities Director 760
Health Director 730 720 to 750 13
Assistant Fire Chief 720
Deputy Police Chief 720
Library Director 720
Assistant Director of Public Works 715 685 to 715 12
Treasurer / Asst Finance Director Asst. Chief Financial Officer/Treasurer 690
Human Resources Director 690
Community Development Director 670 650 to 680 11
Assistant Director- Library 680
Town Clerk 665
Building Commissioner 660
Comm Services Director 655
Business Administrator Dir. of Communications and Risk Mgmt.655
Assistant Facilities Director 650
Supervisors and Advanced Technical
Division Head - Library Public Services 625 615 to 645 10
Division Head - Library Collection Svcs.625
Director Equity and Social Justice 620
Coalition Director 610
Collector 605 580 to 610 9
Elder/ HS Adminstrator 600
Economic Development Director 600
Head Dispatcher 600
Conservation Administrator 555 545 to 575 8
Senior Planner 555
Procurement Officer 545
Recreation Adm 545
Librarian II - Borrower Services 535 510 to 540 7
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TOWN OF READING
CLASSIFICATION PLAN
Table 1
Current Position Title Proposed Title
JFA
Total Skill Level Grade
Librarian II -Adult/Teen Services 535
Building Inspector 520
GIS Administrator 515
Senior Computer Technician 515
Software Coord. - App. Support Spec.515
Electrical Inspector 495 470 to 500 6
Plumbing and Gas Inspector 495
Executive Assistant (Police, Town Mgr)485
Public Safety Clinician 485
Administrative Specialist (Town Mgr)Executive Assistant 480
Assistant Town Accountant 475
Human Resources Generalist 470
Water Quality Safety Administrator 470
Health Inspector 465 435 to 465 5
Assistant Town Clerk 460
Asst Treasurer 460
Public Health Nurse 450
Senior Case Manager 450
Assistant Collector 450
Nurse Advocate 440
Benefit Coordinator 440
Administrative Specialist - AP Accounting Specialist 435
Permitting Coordinator 435
Librarian I - Collection Services 420 400 to 430 4
Communications Specialist 420
Librarian I - Community Health 420
Librarian I - Local History 420
Librarian I - Teen Services 420
Librarian I - Children's Services 420
Senior Administrative Assistant Administrative Specialist 415
Administrative Specialist (DPW)405
Administrative Specialist (Fire)405
Outreach Coordinator 400
Asst. Appraiser (JAQ) Assessor (S/S)400
Computer Technician 400
Administrative and Technical
Admin Assistant (AP, DPW, Police/Fire)380 365 to 395 3
Admin Secretary (Collector, Town Clerk)Administrative Assistant 370
Senior Center Coordinator 370
Senior Library Associate 370
Senior Library Associate - ILL 370
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TOWN OF READING
CLASSIFICATION PLAN
Table 1
Current Position Title Proposed Title
JFA
Total Skill Level Grade
Veterans Services Officer 370
Van Driver 355 330 to 360 2
Parking Enforcement Officer 345
Library Associate 340
Clerk 340
No Positions in Grade -To 325 1
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TOWN OF READING
COMPREHENSIVE TABLE
Table 2
Skill Currrent
Position Title Total Level Grade Actual Salary
Directors and Senior Managers
Fire Chief 775 760 to 790 14 108,791$ 140,732$ 150,114$ 113,135$ 158,389$
Police Chief 775 123,909$ 168,720$ 108,791$ 140,732$ 142,293$
Assistant Town Manager 770 115,381$ 150,401$ 108,791$ 140,732$ 140,732$
Director of Public Works 765 123,248$ 162,758$ 108,791$ 140,732$ 138,694$
Technology Director 765 101,577$ 138,772$ 89,895$ 116,318$ 124,072$
Town Accountant / Finance Director 765 109,943$ 145,901$ 98,885$ 127,940$ 127,940$
Facilities Director 760 107,139$ 146,725$ 108,791$ 140,732$ 150,114$
Health Director 730 720 to 750 13 90,947$ 119,981$ 98,885$ 127,940$ 115,869$ 102,850$ 143,990$
Assistant Fire Chief 720 89,895$ 116,318$ 105,339$
Deputy Police Chief 720 114,279$ 145,625$ 89,895$ 116,318$ 114,608$
Library Director 720 92,333$ 124,516$ 98,885$ 127,940$ 115,869$
Assistant Director of Public Works 715 685 to 715 12 91,656$ 127,343$ 89,895$ 116,318$ 110,157$ 93,500$ 130,900$
Treasurer / Asst Finance Director 690 90,394$ 124,033$ 81,725$ 105,729$ 99,626$
Human Resources Director 690 105,196$ 140,529$ 81,725$ 105,729$ 88,472$
Community Development Director 670 650 to 680 11 102,103$ 142,388$ 81,725$ 105,729$ 99,626$ 85,000$ 119,000$
Assistant Director- Library 680 76,635$ 104,867$ 74,315$ 96,116$ 82,037$
Town Clerk 665 83,506$ 112,668$ 74,315$ 96,116$ 96,116$
Building Commissioner 660 89,580$ 123,115$ 81,725$ 105,729$ 95,745$
Comm Services Director 655 88,960$ 122,983$ 81,725$ 105,729$ 88,472$
Business Administrator 655 81,725$ 105,729$ 93,893$
Assistant Facilities Director 650 81,725$ 105,729$ 110,552$
Supervisors and Advanced Technical
Division Head - Library Public Services 625 615 to 645 10 65,985$ 85,811$ 74,315$ 96,116$ 80,438$ 79,736$ 107,643$
Division Head - Library Collection Svcs.625 65,985$ 85,811$ 74,315$ 96,116$ 87,068$
Director Equity and Social Justice 620 74,315$ 96,116$ 78,858$
Coalition Director 610 74,315$ 96,116$ 96,116$
Salary Survey Data Reading Current Proposed
75th Percentile Salary Range Salary Range (75th)
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TOWN OF READING
COMPREHENSIVE TABLE
Table 2
Skill Currrent
Position Title Total Level Grade Actual Salary
Salary Survey Data Reading Current Proposed
75th Percentile Salary Range Salary Range (75th)
Collector 605 580 to 610 9 74,315$ 96,116$ 80,438$ 75,939$ 102,517$
Elder/ HS Adminstrator 600 67,548$ 87,380$ 74,588$
Economic Development Director 600 81,725$ 105,729$ 95,745$
Head Dispatcher 600 64,604$ 75,163$ 61,406$ 79,443$ 83,924$
Conservation Administrator 555 545 to 575 8 77,126$ 101,963$ 61,406$ 79,443$ 76,343$ 72,323$ 97,636$
Senior Planner 555 77,692$ 106,960$ 67,548$ 87,380$ 70,278$
Procurement Officer 545 75,000$ 100,153$ 74,315$ 96,116$ 85,352$
Recreation Adm 545 67,548$ 87,380$ 79,151$
Librarian II - Borrower Services 535 510 to 540 7 56,169$ 71,260$ 61,406$ 79,443$ 69,147$ 68,879$ 92,986$
Librarian II -Adult/Teen Services 535 61,406$ 79,443$ 73,398$
Building Inspector 520 68,760$ 94,640$ 81,725$ 105,729$ 93,893$
GIS Administrator 515 75,700$ 98,331$ 74,315$ 96,116$ 85,352$
Sr. Computer Technician 515 77,434$ 104,215$ 67,548$ 87,380$ 80,730$
Software Coord. - App. Support Spec.515 67,548$ 87,380$ 76,070$
Electrical Inspector 495 470 to 500 6 55,829$ 72,228$ 59,241$ 65,599$ 88,558$
Plumbing and Gas Inspector 495 63,444$ 91,927$ 55,829$ 72,228$ 69,401$
Executive Assistant (Police, Town Mgr)485 64,555$ 86,131$ 67,548$ 87,380$ 73,847$
Public Safety Clinician 485 69,981$ 109,422$ 67,548$ 87,380$ 79,151$
Administrative Specialist (Town Manager)480 55,829$ 72,228$ 65,423$
Asst Town Accountant 475 70,506$ 92,028$ 61,406$ 79,443$ 76,343$
HR Generalist 470 63,784$ 83,952$ 61,406$ 79,443$ 67,802$
Water Quality Safety Administrator 470 67,548$ 87,380$ 87,838$
Health Inspector 465 435 to 465 5 64,509$ 94,179$ 55,829$ 72,228$ 60,411$ 62,475$ 84,341$
Assistant Town Clerk 460 63,170$ 84,444$ 61,406$ 79,443$ 63,102$
Asst Treasurer 460 65,281$ 84,773$ 61,406$ 79,443$ 71,936$
Public Health Nurse 450 69,450$ 94,237$ 61,406$ 79,443$ 70,532$
Senior Case Manager 450 61,451$ 87,860$ 55,829$ 72,228$ 64,136$
GovHR USA, LLC Town of Reading, MA Page 27
TOWN OF READING
COMPREHENSIVE TABLE
Table 2
Skill Currrent
Position Title Total Level Grade Actual Salary
Salary Survey Data Reading Current Proposed
75th Percentile Salary Range Salary Range (75th)
Assistant Collector 450 65,281$ 84,773$ 55,829$ 72,228$ 60,411$
Nurse Advocate 440 61,406$ 79,443$ 73,398$
Benefit Coordinator 440 61,566$ 84,874$ 55,829$ 72,228$ 66,710$
Administrative Specialist - AP 435 55,829$ 72,228$ 61,620$
Permitting Coordinator 435 67,548$ 87,380$ 71,682$
Librarian I - Collection Services 420 400 to 430 4 60,436$ 80,379$ 55,829$ 72,228$ 66,710$ 59,500$ 80,325$
Communications Specialist 420 64,253$ 80,321$ 55,829$ 72,228$ 61,620$
Librarian I - Community Health 420 60,436$ 80,379$ 55,829$ 72,228$ 72,228$
Librarian I - Local History 420 60,436$ 80,379$ 55,829$ 72,228$ 58,071$
Librarian I - Teen Services 420 60,436$ 80,379$ 55,829$ 72,228$ 58,071$
Librarian I - Children's Services 420 60,436$ 80,379$ 55,829$ 72,228$ 60,411$
Senior Administrative Assistant 415 50,759$ 65,657$ 58,091$
Administrative Specialist (DPW)405 55,829$ 72,228$ 70,785$
Administrative Specialist (Fire)405 55,829$ 72,228$ 62,868$
Outreach Coordinator 400 50,759$ 65,657$ 57,135$
Asst. Appraiser (JAQ) Assessor (S/S)400 55,829$ 72,228$ 68,055$
Computer Technician 400 63,214$ 83,593$ 55,829$ 72,228$ 62,868$
Administrative and Technical
Admin Assistant (AP, DPW, Police/Fire)380 365 to 395 3 55,084$ 71,268$ 46,137$ 59,690$ 52,508$ 54,000$ 72,900$
Administrative Secretary (Collector, Town Cle 370 41,945$ 54,269$ 47,275$
Senior Center Coordinator 370 46,137$ 59,690$ 47,990$
Senior Library Associate 370 47,895$ 65,848$ 41,945$ 54,269$ 48,978$
Senior Library Associate - ILL 370 47,895$ 65,848$ 41,945$ 54,269$ 46,313$
Veterans Services Officer 370 55,829$ 72,228$ 62,868$
Van Driver 355 330 to 360 2 41,945$ 54,269$ 48,165$ 45,000$ 60,750$
Parking Enforcement Officer 345 44,917$ 65,256$ 41,945$ 54,269$ 47,249$
Library Associate 340 42,635$ 57,769$ 38,142$ 49,335$ 42,417$
Clerk 340 46,187$ 59,408$ 38,142$ 49,335$ 41,028$
GovHR USA, LLC Town of Reading, MA Page 28
TOWN OF READING
COMPREHENSIVE TABLE
Table 2
Skill Currrent
Position Title Total Level Grade Actual Salary
Salary Survey Data Reading Current Proposed
75th Percentile Salary Range Salary Range (75th)
No Positions in Grade To 325 1 37,500$ 50,625$
GovHR USA, LLC Town of Reading, MA Page 29
TOWN OF READING
PROPOSED PAY RANGES
Table 3
75th Percentile
Administrative and Technical
20% between Ranges
35% Range Spread
1 $37,500.00 1.35 $50,625.00
2 $45,000.00 1.35 $60,750.00
3 $54,000.00 1.35 $72,900.00
Supervisors and Advanced Technical
5% between Ranges
35% Range Spread
4 $59,500.00 1.35 $80,325.00
5 $62,475.00 1.35 $84,341.25
6 $65,598.75 1.35 $88,558.31
7 $68,878.69 1.35 $92,986.23
8 $72,322.62 1.35 $97,635.54
9 $75,938.75 1.35 $102,517.32
10 $79,735.69 1.35 $107,643.18
Directors and Senior Managers
10% between Ranges
40% Range Spread
11 $85,000.00 1.4 $119,000.00
12 $93,500.00 1.4 $130,900.00
13 $102,850.00 1.4 $143,990.00
14 $113,135.00 1.4 $158,389.00
GovHR USA, LLC Town of Reading, MA Page 30
APPENDIX A
GovHR USA, LLC Town of Reading, MA Page 31
EMPLOYEE JOB ANALYSIS QUESTIONNAIRE (JAQ)
TOWN OF READING, MASSACHUSETTS
NAME: DATE:
YEARS OF EXPERIENCE WITH EMPLOYER: JOB TITLE:
YEARS OF EXPERIENCE ON THIS JOB: YOUR JOB IS: FULL TIME PART TIME
YOUR YEARS OF EXPERIENCE IN THIS FIELD: YOUR EDUCATION:
High Sch. Assoc. Deg. Bach. Deg. Mas. Deg.
NAME OF IMMEDIATE SUPERVISOR: HIS/HER TITLE:
INSTRUCTIONS
The purpose of this questionnaire is to obtain additional information about your job that may not be included in your
current job description. Please answer each question thoughtfully and frankly. After you have finished your portion of
the questionnaire, give it to your immediate supervisor, who will complete his/her section.
General Summary: In three or four sentences, please summarize the major purpose or primary function of your job.
Please indicate if you have reviewed your current job description.
If you have any changes to your current job description, please mark them on the JD and attach it to this JAQ, or
indicate changes here:
If you do not have a job description available to review, please list your job duties. Try to place your duties in order of
importance and group “like” tasks together (e.g., “clerical duties including word processing, opening mail, filing, etc.”
or “front desk responsibilities including greeting visitors, answering telephones and routing calls, etc.”). Job duties:
1.
2.
3.
4.
5.
6.
7.
8.
GovHR USA, LLC Town of Reading, MA Page 32
9.
10.
11.
12.
13.
14.
15.
Feel free to add more numbers/duties if necessary.
FACTOR 1. Education & Training: In your opinion, what kind of education and training is necessary to perform your
job?
LEVEL 1: Level of knowledge that is below what is normally attained through high school graduation.
LEVEL 2: High school diploma (GED) or equivalent.
LEVEL 3: High school, plus elementary technical training, acquired on the job or through one year or less of
technical or business school.
LEVEL 4: Extensive technical or specialized training such as would be acquired by an Associate’s Degree or two
years of technical or business school.
LEVEL 5: Completion of four-year college degree program.
LEVEL 6: Additional professional level of education beyond a four-year college program, such as a CPA or
Professional Engineer (P.E.) training.
LEVEL 7: Completion of graduate coursework equal to a Master’s Degree or higher.
What specific degree/coursework is NECESSARY?
What specific degree/coursework is PREFERRED?
If a specific certificate or license is mandated by an outside agency to perform your duties, name the certificate or
license:
What special skills, knowledge, and abilities are required to perform your job? Please list:
FACTOR 2. Years of Experience: How much previous work experience do you feel is necessary to perform your job?
LEVEL 1: LEVEL 2: LEVEL 3: LEVEL 4: LEVEL 5:
Less Than 1 Year 1 to 3 Years 4 to 6 Years 7 to 10 Years More than 10 Years
What is the minimum number of years required?
What specific experience is necessary?
GovHR USA, LLC Town of Reading, MA Page 33
FACTOR 3. Independent Judgment and Decision Making
Part 1: How much discretion do you have in making decisions with or without the input or direction of your
supervisor?
LITTLE: Little discretion or independent judgment exercised.
SOME: Some discretion or judgment exercised, but supervisor is normally available.
OFTEN: Job often requires making decisions in absence of specific policies and/or guidance from supervisors,
but some direct guidance is received from supervisors.
HIGH: High level of discretion with decisions restricted only by Departmental policies and little direct
guidance from supervisors.
VERY HIGH: Very high level of discretion with decisions only restricted by the broadest policies of the Organization.
Part 2: If you make an erroneous decision, what impact would this decision have on your work unit, department, and/or
the Organization?
MINOR: Some inconvenience and delays but minor costs in terms of time, money, or public/employee good
will.
MODERATE: Moderate costs in time, money, or public/employee good will would be incurred. Delays in important
projects/schedules likely.
SERIOUS: Important goals would not be achieved and the financial, employee, or public relations posture of the
Organization would be seriously affected.
CRITICAL: Critical goals and objectives of the Organization would be adversely and very seriously affected. Error
could likely result in critical financial loss, property damage, or bodily harm/loss of life.
FACTOR 4. Responsibility for Policy Development: Does your job require you to participate in the development of
policies for your unit/division/department/the Organization?
LEVEL 1: Position involves only the execution of policies or use of existing procedures.
LEVEL 2: May provide some input to supervisor when policies and procedures are updated.
LEVEL 3: Position involves some development of policies/procedures for the Department and/or the
interpretation or explanation of departmental policies for others in the organization or residents.
LEVEL 4: Position involves significant or primary responsibility for the development of policies and procedures
for a division or organizational component of a department, as well as the interpretation, execution
and recommendation of changes to department policies.
LEVEL 5: Position involves significant or primary responsibility for the development of policies and procedures
for an entire department, plus occasional participation in the development of policies which affect
other departments in the organization.
LEVEL 6: Position involves the primary responsibility for the development of departmental policies and
procedures and regular participation in the development of policies that affect other departments and
occasionally involves participation in the development of organization-wide policies.
Give some examples of the types of policies you’ve written or been a part of creating:
FACTOR 5. Planning: How much latitude do you have to set your own daily work schedule and priorities for a given
workday?
GovHR USA, LLC Town of Reading, MA Page 34
LEVEL 1: Position requires that my daily work load and activities are assigned to me by my supervisor.
LEVEL 2: Position requires that I plan my own daily work load and work independently according to established
procedures or standards.
LEVEL 3: Position requires that I plan my own daily work load and those of others in the department (first-level
supervision).
LEVEL 4: Position requires an above average ability to analyze data and develop departmental plans, including
plans where a number of difficult, technical and/or administrative problems must be addressed
(Manager/Division level planning).
LEVEL 5: Position requires a high level of analytical ability to develop plans for a department or complex
situation, including plans that involve integrating/involving/impacting other departments (Department
Head level planning).
FACTOR 6. Contacts with Others: In the course of performing your job, what contacts with people in your department,
other departments within the organization, and/or people from outside the organization are you required to make?
LEVEL 1: Position involves interaction with fellow workers on routine matters with relatively little public contact.
LEVEL 2: Position involves frequent internal and external contact, but generally on routine matters such as
furnishing or obtaining information.
LEVEL 3: Position involves frequent internal contact and regular contact with outsiders generally on routine
matters, including contacts with irate outsiders which require some public relations skill for taking
complaints for others to follow up upon.
LEVEL 4: Position involves frequent internal and external contacts which require public relations skills in handling
complaints. Contacts involve non-routine problems and require in-depth discussion and/or persuasion
in order to resolve the problem. Handles more difficult contacts that are referred by front line
employees.
LEVEL 5: Position involves frequent internal and external contacts which require skill in dealing with, and
influencing others, and initiating changes in policy/procedures to address the issue so as to avoid having
to deal with the issue again in the future.
LEVEL 6: Position involves frequent internal and external contacts in which I act as the spokesperson for the
department and am authorized to make commitments of significant resources on behalf of the
department.
LEVEL 7: Position involves frequent internal and external contacts where I represent the entire organization and
am authorized to make commitments in matters of broad or critical interest to the entire organization.
With which internal individuals or groups do you have the most contact?
With which external individuals or groups do you have the most contact?
FACTOR 7. Supervision Given:
Do you supervise or assign work to other employees? Yes No
If yes:
LEVEL 1: Position is regularly responsible for assigning work to an employee or employees, without acting in a
supervisory role. To whom does this position assign work?
LEVEL 2: Position is responsible for the supervision of one full time or several part time employees.
GovHR USA, LLC Town of Reading, MA Page 35
LEVEL 3: Position is responsible for the supervision of two to five full time (or full time equivalent) employees.
LEVEL 4: Position is responsible for the supervision of six to 15 full time (or full time equivalent) employees.
LEVEL 5: Position is responsible for direct and/or indirect supervision of 16 to 29 full time (or full time equivalent)
employees.
LEVEL 6: Position is responsible for direct and/or indirect supervision of 30 to 50 full time (or full time equivalent)
employees.
LEVEL 7: Position is responsible for direct and/or indirect supervision of more than 51 full time (or full time
equivalent) employees.
Actual number of full-time (or full-time equivalent) employees supervised:
FACTOR 8. Physical Demands: Please describe any physical demands required to perform your job.
Demand No Yes How often? (Rarely, Occasionally or Daily)
Lifting to 20 pounds
Lifting 20-50 pounds
Lifting 50+ pounds
Climbing
Walking
Kneeling
Crouching
Crawling
Bending
Sitting
Prolonged Standing
Prolonged Visual Concentration
Unpleasant or Hazardous Conditions: Please describe any unpleasant or hazardous conditions you are exposed to in
performing your job and how often you are exposed to those conditions. Include only those conditions which are
directly related to your work rather than specific work area conditions.
Condition No Yes How Often? (Rarely, Occasionally or Daily)
Lighting-dimness or brightness
Dust
Heat
Cold
Odors
Noise
Vibration
Wetness/Humidity
Toxic Agents
Electrical Currents
Heavy Machinery
Violence
Disease
Smoke `
Other
GovHR USA, LLC Town of Reading, MA Page 36
FACTOR 9. Use of Technology/Specialized Equipment: Please check the level of technology or specialized equipment
use needed for you to perform your job.
LEVEL 1: Position has no responsibility for, or use of, technology.
LEVEL 2: Position has some basic use of computers for data entry and some use of the telephone, copier, etc.
LEVEL 3: Position has daily use of computers for data entry and use of the telephone, fax machine, copier, etc.
Position has daily use of light equipment such as push mowers, weed whackers, pole saws, custodial
equipment, etc.
LEVEL 4: Position has daily use of computers, the Internet, Smartphones, etc. to create databases, spreadsheets,
or reports. Position designs and creates customized reports, presentations, and/or documents using
advanced software skills.
LEVEL 5A: Position provides routine consultation and technology support for everyday computer programming
and/or software requests/questions to others in the organization; is an applications super user; or uses
specialized software such as GIS, SCADA or telecommunications software.
LEVEL 5B: Position uses, troubleshoots, and/or repairs various pieces of specialized equipment such as HVAC,
lighting, gas flares, blowers, engines, heavy equipment, diagnostic equipment, large vehicles (vacuum
trucks, street sweepers, fire apparatus) and/or medical or public safety equipment.
LEVEL 6: Position is responsible for advanced computer programming, system security, maintenance, training,
and purchasing of items such as computers, printers, scanners, etc., for the computer system for the
organization (IT personnel).
LEVEL 7: Position is responsible for the overall direction and supervision of the staff that are responsible for the
computer and technology needs of the organization, including responsibility for developing technology
policies for the organization (IT personnel).
10. FLSA EXEMPT OR NON-EXEMPT DETERMINATION
Do you receive overtime or comp time for hours worked beyond your normal work week? Yes No
Is your position considered any one of the following: Executive, Administrative, Professional, or Computer? If so, please
answer the questions in the applicable sections below. If not, please skip to Question 11.
Please answer for only one category:
A. Executive No Yes Unsure
Are you paid the equivalent of at least $684 per week on a salary basis?
Is your primary duty managing the department or unit of a local government?
Percent of time spent managing
Do you customarily direct the work of two or more other employees
(or the equivalent of two or more, e.g., 4 part-timers)?
Do you have the ability to hire and fire, or do your recommendations carry
significant weight even if you are unauthorized to make the final decision?
GovHR USA, LLC Town of Reading, MA Page 37
B. Administrative No Yes Unsure
Are you paid the equivalent of at least $684 per week on a salary basis?
Is this a “staff” position where your primary duty is performing office or
non-manual work directly related to the management or general operations
of the organization, division or unit?
Do you exercise discretion and independent judgment with respect to
matters of significance, have the authority to formulate/interpret policy,
and have a high level of operational responsibility?
C. Professional No Yes Unsure
Are you paid the equivalent of at least $684 per week on a salary basis?
Does your primary duty include the performance of work that requires
advanced knowledge in a field of science or learning that is customarily
acquired by a prolonged course of specialized instruction?
Is a specialized advanced degree a prerequisite for your job?
If yes, what is the degree or certification?
D. Computer No Yes Unsure
Are you paid the equivalent of at least $684 per week on a salary basis?
Do your primary duties involve:
The application of systems analysis techniques and procedures,
including consulting with users, to determine hardware, software
or system functional specifications; OR
The design, development, documentation, analysis, creation, testing
or modification of computer systems or programs, including prototypes,
based on or related to user or system design specifications; OR
The design, documentation, testing, creation or modification of
computer programs related to organizational operating systems; OR
A combination of the aforementioned duties, the performance
of which requires the same level of skills?
11. Comments/Additional Information: Feel free to add additional information below. If using a printed copy of this
form, use the back of the form to add your comments.
Type your name and the date below, then save this form as a Word document with the file name of
“JobTitle.LastName.FirstName” and email it to your supervisor. If using a printed copy of this form, sign and date it
and then deliver to your supervisor.
EMPLOYEE’S SIGNATURE OR TYPED NAME DATE
GovHR USA, LLC Town of Reading, MA Page 38
THIS SECTION TO BE COMPLETED BY IMMEDIATE SUPERVISOR AND/OR DEPARTMENT HEAD
Please provide your comments below. If using a printed copy of the form and additional space is needed, please use
the back of this form or attach an additional sheet. Please do not mark in employee’s portion of the questionnaire.
1. Do you agree with the employee’s answers to all of the above questions? If not, please explain.
2. List any job duties or assignments which the employee performs which are in addition to those listed on the job
description or this form.
3. How long has this employee worked for you?
4. Additional comments from the employee’s immediate supervisor:
Type your name and the date below, then email this form to your Supervisor or Department Head. If using a printed
copy of this form, sign and date it before forwarding.
SUPERVISOR’S SIGNATURE OR TYPED NAME DATE
If Supervisor isn’t Department Head, Department Head should review this form as well.
I have read the above and substantially concur.
I have read the above and have the following comments:
Type your name and the date below, and then email this form to Human Resources. If using a printed copy of this
form, sign and date it before forwarding.
DEPARTMENT HEAD SIGNATURE OR TYPED NAME DATE
IMPORTANT DATES:
May 16th: Employees complete and submit the JAQs to their Supervisors. Please save file as follows:
JobTitle.LastName.FirstName
May 27th: Supervisors and Department Heads review and then submit the JAQs to Human Resources
June 6th: Human Resources reviews and then submits the JAQs to GovHR USA
Week of June 13th: GovHR USA conducts virtual interviews with employees
GovHR USA, LLC Town of Reading, MA Page 39
APPENDIX B
GovHR USA, LLC Town of Reading, MA Page 40
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
Andover $115,781.00 ATM. Also a DTM at $146196
Bedford $101,787.91 $142,508.09 40
Belmont $115,268.31 $164,266.42 Assistant Town Administrator/Finance Director
Burlington New position budgets for FY23; no contract yet
Canton
Danvers $100,097.70 $133,631.22 ATM also serves as Communications Dtr & oversees HR
Dedham $115,418.62 $150,595.12
Lynnfield $97,661.99 Assistant Town Administrator 35
Mansfield $163,677.00 $195,609.00
Marshfield
Milton
Natick $125,000.00 $181,500.00 Deputy Town Administrator
North Reading N/A
North Andover $102,103.00 $142,944.00 Oversees 6 Divisions and Risk Management 37.5
Shrewsbury $105,140.00 $147,191.84
Stoneham
Tewksbury $116,833.23 $145,901.45
Wakefield
Walpole $103,505.00 $136,573.00 Assistant Town Administrator
Westborough $97,812.00 $132,080.00 Oversees Rec, Sr. Ctr., Y&FS (& indirectly Lib) & is HR Director
Westford $113,911.00 $142,388.00
Wilmington $101,798.58 $128,817.59 ATM/HR Director 35
Winchester $98,831.00 $149,818.00
Reading $108,790.50 $140,731.50 $140,731.50 37.5
Average $111,513.10 $149,558.84 $106,721.50
50th Percentile $104,322.50 $144,422.73 $106,721.50
60th Percentile $112,156.80 $146,933.76 $108,533.40
65th Percentile $114,521.79 $148,373.61 $109,439.35
75th Percentile $115,381.04 $150,400.84 $111,251.25
80th Percentile $115,984.46 $156,063.64 $112,157.20
Assistant Town Manager
GovHR USA, LLC Town of Reading, MA Page 41
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$135,660.00
$107,697.32 $153,517.01
$85,724.57 $115,532.84 35
$94,432.62 $126,066.90
$106,376.61 $138,797.35
N/A
$119,038.00 $142,261.00
$100,000.00 $159,500.00 Director of Human Resources/Labor Relations
$122,259.21 35
$84,383.00 $118,136.00 37.5
$89,089.33 $124,737.11
$90,227.67 $112,667.84
ATM is also HR Director
$104,016.00 $131,665.00
See ATM
$83,185.00 $123,852.00
$81,724.50 $105,729.00 $88,471.50 37.5
$96,742.74 $131,521.19 $128,959.61
$94,432.62 $126,066.90 $128,959.61
$100,000.00 $131,665.00 $130,299.68
$102,008.00 $135,231.17 $130,969.72
$105,196.30 $140,529.17 $132,309.80
$106,376.61 $142,261.00 $132,979.84
Human Resources Director
GovHR USA, LLC Town of Reading, MA Page 42
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$72,609.57 $103,691.63 Asst. HR Director. Does all benefits; payroll is out of Treasury
$57,674.95 $77,729.77 Human Resources Coordinator 35
$64,252.50 $80,320.50 Annualized to 37.5 hrs/wk
$62,376.68 $76,007.02 Does not process payroll or accruals
$59,992.62 $78,276.76
$76,500.00 Payroll & Benefits Administrator 35
$66,132.00 $79,034.00 HR Specialist
$48,000.00 $88,000.00 HR Coordinator
$56,220.00 $84,217.00 Also does benefits 37.5
$61,609.00 $83,158.00 HR Coordinator. Payroll is processed by Finance team
$59,397.06 $75,162.65 35
$61,405.50 $79,443.00 $67,801.50 37.5
$60,826.44 $82,559.73 $76,500.00
$60,800.81 $79,677.25 $76,500.00
$61,916.07 $81,455.50 $76,500.00
$62,261.53 $82,732.38 $76,500.00
$63,783.55 $83,952.25 $76,500.00
$64,628.40 $84,973.60 $76,500.00
Human Resources Generalist
GovHR USA, LLC Town of Reading, MA Page 43
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$156,062.00 Chief Information Officer
$107,901.58 $151,062.62 40
$77,560.40 $110,721.59 Information Technology Manager
$121,075.79 $121,075.79 35
$94,432.62 $126,067.27
$98,042.96 $127,923.82 Information Technology Director
N/A
$83,506.00 $107,508.00 Information Technology Director
$100,000.00 $159,500.00 Director of Information Technology
$102,103.00 $142,944.00 Information Technology Director 37.5
$90,227.67 $112,667.84 Technology Operations Manager
$88,755.00 $117,111.00
$88,920.00 $120,068.00 Information Technology Director
$113,911.00 $142,388.00 Director of Technology
$87,275.77 $110,439.28 Director of Information Technology 35
$83,185.00 $123,852.00
$89,895.00 $116,317.50 $124,072.00 Range based on 37.5 hrs/wk 40
$95,492.63 $126,666.37 $156,062.00
$92,330.15 $122,463.90 $156,062.00
$97,320.89 $125,624.22 $156,062.00
$98,923.63 $126,902.72 $156,062.00
$101,577.25 $138,771.96 $156,062.00
$104,422.43 $142,610.40 $156,062.00
Technology Director
GovHR USA, LLC Town of Reading, MA Page 44
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$71,927.42 $95,308.85 GIS Analyst 40
$66,112.43 $94,428.77
N/A
$83,283.11 $108,665.57 GIS Manager
$71,400.00 GIS Field Inspector 35
$75,363.00 $89,789.00
$62,791.43 $80,945.44 CADD/GIS Technician
$75,000.00 35
$76,712.00 $107,396.00 Project Engineer 37.5
$61,609.00 $83,158.00 MIS/GIS Administrator
$69,284.28 $87,669.01 GIS Manager 35
$74,314.50 $96,115.50 $85,351.50 37.5
$70,885.33 $93,420.08 $73,200.00
$70,605.85 $92,108.89 $73,200.00
$72,614.54 $94,604.79 $73,560.00
$73,816.99 $94,912.81 $73,740.00
$75,700.25 $98,330.64 $74,100.00
$76,172.40 $102,561.14 $74,280.00
GIS Administrator
GovHR USA, LLC Town of Reading, MA Page 45
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$77,675.00 $104,867.00 Information Technology/Network Engineer 40
$61,882.95 $88,423.35 Sr. Systems Administrator. Mobile devices are under Facilities
$62,888.41 $84,756.06 Applications & Systems Administrator 35
$57,752.24 $70,386.50 Technical Support Specialist
$70,745.28 $92,306.54 Information Technology Application Specialist
N/A
$82,065.00 $97,468.00
$75,000.00 $137,500.00 Deputy IT Director/Systems Network Administrator
$72,793.00 35
$76,712.00 $107,396.00 Network Systems Manager 37.5
$80,810.20 $102,260.75 System Administrator 35
$64,233.00 $95,636.00 Network Administrator
$67,548.00 $87,379.50 $80,730.00 37.5
$70,976.41 $98,100.02 $72,793.00
$72,872.64 $96,552.00 $72,793.00
$75,684.80 $99,385.10 $72,793.00
$76,455.20 $101,541.84 $72,793.00
$77,434.25 $104,215.44 $72,793.00
$78,302.04 $105,372.80 $72,793.00
Senior Computer Technician
GovHR USA, LLC Town of Reading, MA Page 46
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$71,927.42 $95,308.85 Technical Support Specialist 40
$50,744.19 $72,605.93 Desktop Support Technician
$52,934.50 $71,340.96 Network Support Technician 35
N/A
$41,964.00 $78,000.00 Part-time. Hourly rate annualized to 37.5 hrs/wk
$60,000.00 $115,500.00 Information Systems Network Administrator
$56,220.00 $78,708.00 Information Technology Admin/Technical Assistant 37.5
$60,400.00 $79,696.00 PC Support Technician
$58,344.00 $81,640.00 Network Specialist
$69,846.00 $84,244.00 Information Technology Technician
$64,151.80 $81,174.06 Information Systems Specialist 35
$55,828.50 $72,228.00 $62,868.00 37.5
$58,653.19 $83,821.78
$59,172.00 $80,435.03
$60,160.00 $81,360.44
$60,340.00 $81,570.11
$63,213.85 $83,593.00
$65,290.64 $86,456.97
Computer Technician
GovHR USA, LLC Town of Reading, MA Page 47
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary
Actual
Salary Title (If Different)Hrs/wk
$71,927.42 $95,308.85 Technical Support Specialist 40
$50,744.19 $72,605.93 Desktop Support Technician
$52,934.50 $71,340.96 Network Support Technician 35
N/A
$41,964.00 $78,000.00 Part-time. Hourly rate annualized to 37.5 hrs/wk
Information Systems Network Administrator
$56,220.00 $78,708.00 Information Technology Admin/Technical Assistant 37.5
$60,400.00 $79,696.00 PC Support Technician
$58,344.00 $81,640.00 Network Specialist
$69,846.00 $84,244.00 Information Technology Technician
$64,151.80 $81,174.06 Information Systems Specialist 35
$55,828.50 $72,228.00 $62,868.00 37.5
$58,503.55 $80,301.98
$58,344.00 $79,696.00
$59,988.80 $80,878.45
$61,150.36 $81,267.25
$64,151.80 $81,640.00
$66,429.48 $82,681.60
Computer Technician (Edited)
GovHR USA, LLC Town of Reading, MA Page 48
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
No Pro. Officer; each department handles their own
$78,617.54 $105,954.55 Budget Director 35
$67,377.49 $82,069.81 Procurement Specialist
$76,758.63 $100,152.60 Director of Grants & Procurement
N/A
$75,000.00 $137,500.00 Director of Procurement
Combined w. ATM/Director of Operators
$70,450.00 $92,957.00 Purchasing Agent
$73,528.00 $99,216.00 Grants Administrator/Procurement Officer
$71,331.30 $96,387.30 Project/Procurement Specialist
$59,397.06 $75,162.65 Procurement & HR Coordinator 35
$64,509.00 $94,179.00 Procurement Administrator
$74,314.50 $96,115.50 $85,351.50 37.5
$70,774.34 $98,175.43
$71,331.30 $96,387.30
$73,088.66 $98,650.26
$73,822.40 $99,403.32
$75,000.00 $100,152.60
$75,703.45 $102,473.38
Procurement Officer
GovHR USA, LLC Town of Reading, MA Page 49
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$95,880.00
$77,675.00 $104,867.00 40
$106,556.00 Elected
$73,474.34 $99,022.94 35
$80,243.25 $107,124.70
$90,362.17 $117,902.14
$78,812.21 35
$83,506.00 $107,508.00
Elected
$87,500.00 35
$84,383.00 $118,136.00 37.5
$76,259.45 $106,763.07
$90,227.67 $112,667.84
$76,087.00 $100,396.00
$80,808.00 $109,148.00 Elected
$79,362.00 $107,245.00
$74,823.37 $94,684.91 35
$83,185.00 $123,852.00
$74,314.50 $96,115.50 $96,115.50 37.5
$80,799.71 $108,409.05 $92,187.05
$80,243.25 $107,245.00 $91,690.00
$81,283.40 $107,836.00 $94,204.00
$82,709.60 $108,820.00 $95,461.00
$83,506.00 $112,667.84 $98,549.00
$84,032.20 $115,808.42 $100,150.40
Town Clerk
GovHR USA, LLC Town of Reading, MA Page 50
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$60,543.65 $78,702.98 40
$69,412.78 $99,152.02
$48,848.80 $74,874.80 Admin. Asst. II. Receives $2000/yr stipend to be Asst. TC
$59,689.50 $74,607.00 Annualized to 37.5 hrs/wk
$62,376.68 $76,007.20
$63,962.50 $84,671.86
$52,710.84 35
$58,413.00 $69,319.00
$60,000.00 $115,000.00
$46,173.40 $69,613.36 Union. Stipend $1700 35
$60,155.00 $84,217.00 37.5
$51,674.70 $67,177.09
$58,644.30 $73,268.51
$55,174.00 $78,052.00
$66,106.00 $79,733.00 OPEIU position
$70,016.00 $104,239.00
$61,405.50 $79,443.00 $63,102.00 37.5
$59,412.69 $81,908.99 $52,710.84
$60,000.00 $78,052.00 $52,710.84
$60,310.46 $79,114.99 $52,710.84
$60,726.95 $80,181.40 $52,710.84
$63,169.59 $84,444.43 $52,710.84
$64,391.20 $87,567.90 $52,710.84
Assistant Town Clerk
GovHR USA, LLC Town of Reading, MA Page 51
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
Andover $156,062.00 Finance Director. TA is separate position
Bedford $107,901.58 $151,062.62 40
Belmont $88,286.83 $125,953.16 Our Town Acct is separate from ATA/Finance Directo
Burlington $92,435.38 $124,577.14 Town Acct. New ATA in FY23 will include role of Finance Dtr.
Canton
Danvers $106,103.81 $141,648.42 Finance Director. TA is separate position
Dedham
Lynnfield $129,924.00 Assistant Finance Director/Town Accountant 35
Mansfield $91,531.00 $117,138.00 Town Accountant
Marshfield
Milton
Natick $125,000.00 $181,500.00 Deputy Town Administrator/Director of Finance
North Reading $140,000.00 35
North Andover $102,103.00 $142,944.00 37.5
Shrewsbury $89,089.33 $124,737.11 Town Accountant
Stoneham
Tewksbury $116,833.23 $145,901.45 Finance Director
Wakefield
Walpole $103,505.00 $136,573.00
Westborough $97,812.00 $132,080.00
Westford $122,981.00 $153,726.00
Wilmington $109,943.45 $139,122.64 35
Winchester
Reading $98,884.50 $127,939.50 $127,939.50 37.5
Average $104,117.35 $139,766.43 $141,995.33
50th Percentile $103,505.00 $139,122.64 $140,000.00
60th Percentile $106,463.36 $141,907.54 $143,212.40
65th Percentile $107,542.03 $142,684.88 $144,818.60
75th Percentile $109,943.45 $145,901.45 $148,031.00
80th Percentile $114,077.32 $148,998.15 $149,637.20
Finance Director/Town Accountant
GovHR USA, LLC Town of Reading, MA Page 52
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$60,543.65 $78,702.98 Assistant Accountant 40
$77,560.40 $110,721.59
$48,848.80 $74,874.80 35
$67,377.49 $82,069.81
$63,962.50 $84,671.86
$61,450.48 35
$62,032.00 $73,632.00
$75,000.00 $137,500.00 Staff Accountant
$82,949.00 35
$56,220.00 $78,708.00 Accounting Specialist 37.5
$59,834.21 $80,776.27
$69,680.04 $86,983.31 Assistant Accountant
$65,281.00 $86,137.00
$61,609.00 $83,158.00
$71,331.30 $96,387.30 Assistant Town Accountant/Finance & Budget Analyst
$69,284.28 $87,669.01 Assistant Finance Director 35
$76,313.00 $113,623.00 Assistant Comptroller
$61,405.50 $79,443.00 $76,342.50 37.5
$65,658.51 $90,374.33 $72,199.74
$65,281.00 $84,671.86 $72,199.74
$68,140.21 $86,475.52 $74,349.59
$69,323.86 $87,051.88 $75,424.52
$70,505.67 $92,028.16 $77,574.37
$72,065.04 $99,254.16 $78,649.30
Assistant Town Accountant
GovHR USA, LLC Town of Reading, MA Page 53
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$127,744.00 Treasurer/Collector
$77,675.00 $104,867.00 Treasurer/Collector 40
$110,871.00 Treasurer/Collector. Elected position
$92,435.38 $124,577.14 Treasurer/Collector 35
$88,669.23 $118,372.44 Treasurer/Collector
$90,362.17 $117,902.14 Treasurer/Collector
$98,353.50 Treasurer/Collector 35
$91,531.00 $117,138.00 Treasurer/Collector
$75,000.00 $137,500.00 Treasurer/Collector
$83,487.00 Treas/Coll. Coll: 79987; Cert Stip: 1000; Treas Stip: 2500
Combined with Treasurer/Collector
$89,089.33 $124,737.11 Treasurer/Collector
$90,227.67 $112,667.84 Treasurer/Collector
$88,755.00 $117,111.00 Treasurer/Collector
$90,490.00 $122,283.00 Treasurer/Collector
$87,275.77 $110,439.28 Treasurer/Collector 35
$83,185.00 $123,852.00 Treasurer/Collector
$74,314.50 $96,115.50 $96,115.50 37.5
$87,057.96 $119,287.25 $105,113.88
$88,922.17 $118,137.29 $104,612.25
$89,772.33 $120,718.78 $108,367.50
$90,247.85 $122,518.35 $110,245.13
$90,394.13 $124,033.29 $115,089.25
$90,464.43 $124,432.11 $117,620.20
Collector
GovHR USA, LLC Town of Reading, MA Page 54
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$70,383.98 $84,772.90 Asst. T/C. FY20 rates from SEIU contract
$50,468.60 $77,459.20
$64,252.50 $80,320.50 Assistant Treasurer/Collector. Annualized to 37.5 hrs/wk
$67,377.49 $82,069.81
$63,962.50 $84,671.86 Assistant Treasurer/Collector
$59,291.37 Assistant Treasurer/Collector 35
$62,032.00 $73,632.00 Assistant Treasurer/Collector
$60,000.00 $115,500.00 Assistant Treasurer/Collector
$46,173.40 $69,596.80 Assistant Treasurer/Collector. Union stipend $1700 35
Combined with Assistant Treasurer/Collector
$59,834.21 $80,776.27 Assistant Treasurer/Collector
$69,680.04 $86,983.31 Assistant Treasurer/Collector
$65,281.00 $86,137.00 Assistant Treasurer/Collector
$55,677.00 $68,201.00 Assistant Tax Collector. OPEIU position
$52,152.36 $65,989.56 Deputy Treasurer/Collector. Union 35
$55,828.50 $72,228.00 $60,411.00 37.5
$60,559.62 $81,239.25 $59,291.37
$62,032.00 $80,776.27 $59,291.37
$64,020.50 $82,590.22 $59,291.37
$64,194.50 $84,151.45 $59,291.37
$65,281.00 $84,772.90 $59,291.37
$66,538.89 $85,591.36 $59,291.37
Assistant Collector
GovHR USA, LLC Town of Reading, MA Page 55
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$102,000.00 Benefits Manager
Assistant HR Director does benefits
$48,848.80 $74,874.80 Benefits Administrator 35
$62,376.68 76.007.20
$52,797.62 $69,892.09
$76,500.00 Payroll & Benefits Coordinator 35
$60,000.00 $115,500.00 Benefits Manager
$74,000.00 35
See HR Generalist
$54,394.94 $73,432.99
$60,400.00 $79,696.00
$61,609.00 $83,158.00 HR Coordinator. Works under direction of ATM/HR Director
$61,926.00 $84,874.00
$55,000.84 $69,595.78 Payroll & Benefits Coordinator 35
$61,435.00 $89,583.00 Human Resources/Benefits Coordinator
$55,828.50 $72,228.00 $66,709.50 37.5
$57,878.89 $82,289.63 $84,166.67
$60,200.00 $79,696.00 $76,500.00
$60,814.00 $82,465.60 $81,600.00
$61,279.75 $83,501.20 $84,150.00
$61,565.50 $84,874.00 $89,250.00
$61,672.40 $86,757.60 $91,800.00
Benefits Coordinator
GovHR USA, LLC Town of Reading, MA Page 56
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
Andover $131,721.00 Director of Planning
Bedford $83,881.22 $113,240.59 Planning Director 40
Belmont $123,336.68 $175,724.56 CDD is also Town Eng over Pln, Bld, Eng & Elec/Gas/Plmb divs
Burlington N/A
Canton
Danvers $94,432.62 $126,067.27 Dtr-Land Use & Comm. Svcs. (Hlth, Rec, Insp, COA, Vet)
Dedham $90,362.17 $117,902.14 Planning Director
Lynnfield $85,747.69 Director of Planning/Conservation 35
Mansfield
Marshfield
Milton
Natick $100,000.00 $159,500.00 Director of Community & Economic Development
North Reading $94,800.00 35
North Andover $102,103.00 $142,944.00 ATM/Director of Community & Economic Development
Shrewsbury $76,259.45 $106,763.07 Director of Planning & Economic Development
Stoneham
Tewksbury $107,186.83 $133,854.51
Wakefield
Walpole $88,755.00 $117,111.00 Community Planning Director
Westborough $97,812.00 $132,080.00 Oversees Bldg, ED & Conservation; coordinates w. Planning
Westford $113,911.00 $142,388.00 Director of Land Use Management
Wilmington $94,255.33 $119,275.53 Director of Planning & Conservation 35
Winchester $83,185.00 $123,852.00 Planning & Community Development Director
Reading $81,724.50 $105,729.00 $99,625.50 Actual annualized to 37.5 hrs/wk 33
Average $96,575.41 $131,592.51 $104,089.56
50th Percentile $94,432.62 $126,067.27 $94,800.00
60th Percentile $98,249.60 $132,434.90 $102,184.20
65th Percentile $99,562.40 $133,499.61 $105,876.30
75th Percentile $102,103.00 $142,388.00 $113,260.50
80th Percentile $105,153.30 $142,721.60 $116,952.60
Community Development Director
GovHR USA, LLC Town of Reading, MA Page 57
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$116,898.00 Conservation Director
$71,927.42 $95,308.85 40
$72,150.00 Conservation Agent, less than 20 hrs, annualized to 35/wk
$73,474.34 $99,022.94 35
$76,758.63 $100,152.60 Conservation Agent
$85,747.69 Director of Planning/Conservation 35
$82,065.00 $97,467.00 Conservation Agent
$60,000.00 $115,500.00 Open Space Planner/Conservation Agent
Vendor
$76,712.00 $107,396.00 37.5
$59,834.21 $80,776.27
$69,680.04 $86,983.31 Town Planner/Conservation Agent
$70,450.00 $92,957.00 Conservation Agent
$80,808.00 $109,148.00 Conservation Director
$78,227.00 $94,357.00 Conservation Resource Planner. OPEIU position
Handled by Director of Planning & Conservation
$61,435.00 $89,583.00
$61,405.50 $79,443.00 $76,342.50 37.5
$71,780.97 $97,387.66 $91,598.56
$72,700.88 $96,387.93 $85,747.69
$75,416.94 $98,400.56 $91,977.75
$76,718.99 $99,192.39 $95,092.78
$77,125.72 $101,963.45 $101,322.85
$77,933.33 $105,947.32 $104,437.88
Conservation Administrator
GovHR USA, LLC Town of Reading, MA Page 58
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$71,927.42 $95,308.85 Assistant Planner 40
$80,035.82 $111,996.63
$68,576.47 $92,421.98 35
$64,192.49 $83,871.61 Union. Reports to Dtr of Planning & ED
$52,797.62 $69,892.09
$85,747.69 Director of Planning/Conservation 35
$60,000.00 $115,500.00
$92,821.00 $129,949.00 Assistant Director of C & ED/Planner 37.5
$65,817.77 $88,853.92 Town Planner/ED Coordinator
$69,680.04 $86,983.31 Town Planner
$76,087.00 $100,396.00 Town Planner
$80,808.00 $109,148.00 Town Planner. Reports to Planning Board
$78,227.00 $94,357.00 Town Planner. OPEIU position
$59,397.06 $75,162.65 Assistant Planner 35
$64,233.00 $95,636.00 Assistant Town Planner
$67,548.00 $87,379.50
$70,328.62 $96,391.22 $85,747.69
$69,128.26 $94,832.93 $85,747.69
$71,477.94 $95,570.57 $85,747.69
$73,799.23 $97,778.00 $85,747.69
$77,692.00 $106,960.00 $85,747.69
$78,950.53 $110,287.45 $85,747.69
Senior Planner
GovHR USA, LLC Town of Reading, MA Page 59
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$121,964.00 Inspector of Buildings
$89,744.00 $123,392.00 40
Comm. Dev. Directors also serves as Building Commissioner
$85,724.57 $115,532.84 Inspector of Buildings 35
$101,628.80 $121,825.60
$80,243.25 $107,124.70 Reports to Dtr. of Land Use & Comm. Svcs.
$90,362.17 $117,902.14
N/A
$75,000.00 $137,500.00
$101,168.00 35
$84,383.00 $118,136.00 37.5
$89,089.33 $124,737.11 Inspector of Buildings
$82,780.38 $103,377.17
$88,755.00 $117,111.00 Building Inspector/Commissioner
$80,808.00 $109,148.00 This position is classified, but currently CDD is Bldg. Comm.
$90,490.00 $122,283.00
$74,823.37 $94,684.91 Building Inspector 40
$83,185.00 $123,852.00
$81,724.50 $105,729.00 $95,745.00 37.5
$85,501.21 $116,900.46 $111,566.00
$85,053.79 $118,019.07 $111,566.00
$88,148.91 $121,087.68 $113,645.60
$88,905.45 $122,031.43 $114,685.40
$89,580.33 $123,114.75 $116,765.00
$89,991.27 $123,576.00 $117,804.80
Building Commissioner
GovHR USA, LLC Town of Reading, MA Page 60
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$71,927.42 $95,308.85 Local Building Inspector 40
$70,384.58 $84,772.90 Local Building Inspector. FY20 rates from SEIU contract
$61,672.00 $94,640.00 Local Building Inspector 40
$67,377.49 $82,069.81
$68,759.69 $91,022.25 Assistant Building Inspector
$91,106.40 Building Inspector 35
$91,531.00 $117,138.00 Inspector of Buildings/Zoning Enforcement Officer
$60,000.00 $115,500.00 Local Building Inspector
$60,155.00 $84,217.00 37.5
$54,394.94 $73,432.99 Assistant Building Inspector
$63,928.68 $79,830.96 Local Building Inspector
$58,489.60 $77,188.80 LBI. Or Deputy BI at $63,690-$84,032 40
$61,256.00 $85,592.00 Asst. Building Commissioner/Inspector. Union, FY22 rate still
See Building Commissioner entry
$64,509.00 $94,179.00
$81,724.50 $105,729.00 $93,892.50
$65,721.95 $90,376.35 $91,106.40
$63,928.68 $85,592.00 $91,106.40
$65,082.70 $91,653.60 $91,106.40
$66,803.79 $93,547.65 $91,106.40
$68,759.69 $94,640.00 $91,106.40
$69,734.62 $95,041.31 $91,106.40
Building Inspector
GovHR USA, LLC Town of Reading, MA Page 61
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$71,927.42 $95,308.85 40
$67,314.00 Annualized to 37.5 hrs/wk 20
$61,672.00 $94,640.00 40
$57,633.03 $75,289.94 Union position
$68,759.69 $91,022.25 Plumbing Inspector
$34,125.00 $67,275.00 Plumbing & Wiring Inspector. PT, annualized to 37.5/wk
$52,650.00 Hrly rate annualized to 37.5/wk 20
$57,954.00 $72,852.00 37.5
$61,256.00 $85,592.00 FY22 rate - Union/No new FY23 CBA
Part-time 19 hours
$61,435.00 $89,583.00
$55,828.50 $72,228.00 $69,400.50 Actual annualized to 37.5 hrs/wk 21
$59,345.27 $83,945.38 $59,982.00
$61,345.50 $87,587.50 $59,982.00
$61,482.40 $89,870.85 $61,448.40
$61,565.35 $90,374.59 $62,181.60
$63,443.92 $91,926.69 $63,648.00
$65,924.61 $93,192.90 $64,381.20
Plumbing/Gas Inspector
GovHR USA, LLC Town of Reading, MA Page 62
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$39,707.26 $47,788.65 AA I, 30 hrs/wk supports Bldg div., FY20 rates from SEIU CBA
N/A
$61,450.48 Administrative Assistant Building/Appeals 35
$67,548.00 $87,379.50 $71,682.00 37.5
$39,707.26 $47,788.65 $61,450.48
$39,707.26 $47,788.65 $61,450.48
$39,707.26 $47,788.65 $61,450.48
$39,707.26 $47,788.65 $61,450.48
$39,707.26 $47,788.65 $61,450.48
$39,707.26 $47,788.65 $61,450.48
Permits Coordinator
GovHR USA, LLC Town of Reading, MA Page 63
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
Andover $140,590.00
Bedford $107,901.58 $151,062.62 Health & Human Services Director 40
Belmont No similar position
Burlington N/A
Canton $85,280.00 $106,600.00 Director of Elder & Human Services 40
Danvers
Dedham $83,283.11 $108,665.57 2 separate positions: COA Director; Youth Comm. Director
Lynnfield
Mansfield
Marshfield
Milton
Natick $100,000.00 $159,500.00
North Reading $80,000.00 $100,000.00 Director of Public Services. Recruiting
North Andover Combined with Deputy Town Manager
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford $79,362.00 $107,245.00 Director of Elder Services
Wilmington $69,284.28 $87,668.88 Director of Elderly Services 35
Winchester $76,313.00 $113,623.00 Director COA
Reading $81,724.50 $105,729.00 $88,471.50 37.5
Average $85,178.00 $116,795.63 $140,590.00
50th Percentile $81,641.55 $107,955.28 $140,590.00
60th Percentile $83,682.49 $109,657.05 $140,590.00
65th Percentile $84,381.40 $111,392.15 $140,590.00
75th Percentile $88,960.00 $122,982.91 $140,590.00
80th Percentile $94,112.00 $136,086.77 $140,590.00
Community Services Director
GovHR USA, LLC Town of Reading, MA Page 64
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$65,995.42 $87,439.18 Social Worker (COA; Community; or Youth)40
$61,882.95 $88,423.35 Social Worker. 20 hrs/wk COA, 20 hrs/wk Health
$50,468.60 $77,459.20 COA Social Worker 35
$53,481.43 $65,142.53 Social Services/Outreach Coordinator
$68,759.69 $91,022.25 Youth Services Counselor
$49,367.00 $58,507.00 Outreach Worker - COA
$48,000.00 $88,000.00 Social Worker
$75,000.00 $90,000.00 Position open
$60,155.00 $84,217.00 Assistant Director of Elder Services 37.5
$54,394.94 $73,432.99 Outreach Coordinator
$53,580.80 $70,699.20 Outreach Worker 40
$55,172.00 $78,052.00 Outreach Case Manager. FY22 rate-union/no new FY23 CBA
$55,000.87 $69,595.78 Case Worker 35
$55,726.00 $81,355.00 Geriatric Social Worker
$50,758.50 $65,656.50 $64,135.50 Actual annualized to 37.5 hrs/wk 35
$57,641.76 $78,810.39
$55,086.44 $79,703.50
$55,615.20 $83,644.60
$57,719.05 $85,666.98
$61,450.96 $87,859.80
$63,527.94 $88,169.34
Case Manager - Elder & Human Services
GovHR USA, LLC Town of Reading, MA Page 65
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$121,964.00 Director of Health
$83,881.22 $113,240.59 40
$94,062.42 $134,154.77
$85,724.57 $115,532.84 35
$101,628.80 $121,825.60 Director of Public Health 40
$80,243.25 $107,124.70
$90,362.17 $117,902.14
$91,800.00 Board of Health Director 35
$91,531.00 $117,138.00 Health Agent
$75,000.00 $137,500.00 Director of Public Health
$119,000.00 35
$84,383.00 $118,136.00 37.5
$82,780.38 $103,377.17
$88,755.00 $117,111.00
$80,808.00 $109,148.00
$104,016.00 $131,665.00
$74,823.37 $97,684.91 Public Health Director 35
$76,313.00 $113,623.00 Director Public Health
$98,884.50 $127,939.50 $115,869.00 37.5
$86,287.48 $117,010.91 $110,921.33
$84,383.00 $117,111.00 $119,000.00
$86,936.74 $117,443.66 $119,592.80
$88,915.72 $117,925.53 $119,889.20
$90,946.59 $119,980.80 $120,482.00
$92,037.28 $123,793.48 $120,778.40
Health Director
GovHR USA, LLC Town of Reading, MA Page 66
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$71,927.42 $95,308.85 40
$91,065.52 35 hours/wk; shared with another community
$58,458.40 $89,798.80 Supervising Nurse 35
$64,252.50 $80,320.50 Annualized to 37.5 hrs/wk
$67,377.49 $82,069.81
$68,759.69 $91,022.25
$60,000.00 $115,500.00
$97,500.00 Hourly rate annualized to 37.5/wk. Position open
$64,366.00 $90,113.00 37.5
$69,680.04 $86,983.31
$55,728.40 $73,528.00 35
$71,331.30 $96,387.30
$53,722.50 Part-time, hourly rate annualized to 37.5 hrs/wk PT
$61,405.50 $79,443.00 $70,531.50 Actual annualized to 37.5 hrs/wk 10
$65,188.12 $90,103.18 $80,762.67
$65,871.75 $89,955.90 $91,065.52
$67,930.37 $90,476.70 $92,352.42
$68,552.36 $90,885.87 $92,995.86
$69,449.95 $94,237.20 $94,282.76
$70,010.29 $95,524.54 $94,926.21
Public Health Nurse
GovHR USA, LLC Town of Reading, MA Page 67
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$65,995.42 $87,439.18 Health Agent 40
$72,609.52 $103,691.63 Asst. Health Dtr. AHD and HD both do inspections
$63,463.40 $97,333.60 40
$59,689.50 $74,607.00 Sanitarian. Annualized to 37.5 hrs/wk
$53,384.24 $69,886.36 Public Health Sanitarian/Inspector. Union position
$63,962.50 $84,671.86
$60,000.00 $115,500.00 Environmental Health Agent
$56,220.00 $78,708.00 37.5
$63,928.68 $79,830.96 Health Agent
$58,489.60 $77,188.80 Board of Health Technician 40
$61,256.00 $85,592.00 Sanitarian. FY22 rate - union/no new FY23 CBA
$69,846.00 $84,244.00 Health Agent. OPEIU position
$64,509.00 $94,179.00
$55,828.50 $72,228.00 $60,411.00 37.5
$62,565.68 $87,144.03
$63,463.40 $84,671.86
$63,935.44 $85,961.44
$63,955.74 $87,069.74
$64,509.00 $94,179.00
$65,400.85 $96,071.76
Health Inspector
GovHR USA, LLC Town of Reading, MA Page 68
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
Andover $134,701.00 37.5
Bedford $89,744.00 $123,392.00
Belmont $100,643.24 $143,499.33
Burlington $85,724.57 $115,532.84
Canton
Danvers $80,000.00 $120,000.00 Not an official rate, but the range that was given for position
Dedham
Lynnfield $100,000.00 35
Mansfield $83,509.92 $107,508.96 Union position 36
Marshfield
Milton $93,034.50 $119,788.50 37.5
Natick
North Reading $101,886.00
North Andover $102,103.00 $142,944.00 37.5
Shrewsbury $89,089.33 $124,737.11 37.5
Stoneham
Tewksbury $90,227.67 $112,667.84
Wakefield $114,900.00 Contract with Library Board
Walpole $88,755.00 $117,111.00
Westborough $80,808.00 $109,148.00 40
Westford $104,021.55 $131,681.03 37.5
Wilmington $74,823.58 $94,685.15 35
Winchester $83,185.00 $123,852.00
Reading $98,884.50 $127,939.50 $115,869.00 37.5
Average $88,976.38 $120,467.70 $112,871.75
50th Percentile $88,922.17 $119,894.25 $108,393.00
60th Percentile $89,613.07 $122,713.60 $112,297.20
65th Percentile $89,961.65 $123,599.00 $114,249.30
75th Percentile $92,332.79 $124,515.83 $119,850.25
80th Percentile $96,078.00 $127,514.68 $122,820.40
Library Director
GovHR USA, LLC Town of Reading, MA Page 69
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$80,887.00 $105,041.00 37.5
$77,675.00 $104,867.00
No Assistant Director
$58,458.40 $93,384.20 35
$66,982.00 $85,111.00 35
$68,759.69 $91,022.25 Assistant Library Director of Administration
$53,480.88 $67,352.56 35
$54,887.04 $67,055.04 Assistant Director/Head of Reference 36
$76,635.00 $92,410.50 37.5
$70,259.00
$84,383.00 $118,136.00 37.5
$72,399.53 $97,739.41 37.5
$69,680.04 $86,983.31
$94,789.50 $112,125.00 37.5
$70,450.00 $92,957.00 Adult Svcs. Librarian/Assistant Director
$58,344.00 $89,128.00 40
$71,331.30 $96,387.30 37.5
$64,151.96 $81,174.56 35
$76,313.00 $113,623.00
$74,314.50 $96,115.50 $82,036.50 37.5
$70,565.14 $93,793.95 $70,259.00
$70,450.00 $92,957.00 $70,259.00
$71,972.24 $95,186.06 $70,259.00
$73,964.92 $96,928.14 $70,259.00
$76,635.00 $104,867.00 $70,259.00
$77,467.00 $105,006.20 $70,259.00
Assistant Library Director
GovHR USA, LLC Town of Reading, MA Page 70
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
N/A
N/A
N/A
N/A
N/A
N/A. Asst. Dtr./Head of Adult Svcs plans diverse programs
N/A
N/A
$74,314.50 $96,115.50 $78,858.00 37.5
Director of Equity & Social Justice
GovHR USA, LLC Town of Reading, MA Page 71
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$74,881.00 $97,199.00 37.5
$71,927.00 $95,308.00 Senior Librarian. Department Head
$68,449.05 $82,086.66 3 Div. Heads: Child Svcs; Ref; Pub Svcs & Tech. FY22 rates
$53,963.00 $86,122.40 35
$56,169.00 $71,260.00 Head of X Service. Referred to as Department Heads 35
$48,533.76 $61,807.02 Department Head 35
$49,271.04 $61,439.04 Head of Youth Services 36
$64,740.00 $78,078.00 37.5
$59,610.33 $80,474.94 Four divisions, each has a head 37.5
$59,933.00 $74,842.00 Professional Librarian 37.5
$66,400.62 $75,150.66 Dept. Head L-10 35.5
$61,935.30 $84,877.20 Division are: Info, Youth, Circulation & Tech Services 37.5
$57,870.86 $73,224.79 35
$64,509.00 $94,179.00 Department Head 35
$74,314.50 $96,115.50 $83,752.50 Actual average of 2 incumbents 37.5
$61,299.50 $79,717.76
$60,934.15 $79,276.47
$63,994.26 $81,764.32
$64,612.95 $83,342.40
$65,985.47 $85,811.10
$67,219.99 $89,345.04
Library Division Head
GovHR USA, LLC Town of Reading, MA Page 72
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$59,046.66 $70,798.27 Professional Librarian. FY22 rates
N/A
$56,169.00 $71,260.00 Head of Access Services. Considered a department head
$42,675.18 $53,943.53 35
$50,329.50 $59,904.00 37.5
$30,248.40 $41,095.60 Tech II 35
$49,549.00 $59,338.00 Head of Circulation Services 37.5
$59,610.33 $80,474.94 Head of Circulation Services 37.5
$46,296.00 $57,767.00 Library Associate 37.5
$52,468.00 $81,432.00 Circulation Supervisor 40
N/A
$61,405.50 $79,443.00 $69,147.00 37.5
$49,599.12 $64,001.48
$50,329.50 $59,904.00
$52,040.30 $68,619.42
$53,208.20 $70,890.62
$56,169.00 $71,260.00
$57,320.06 $74,945.98
Librarian II - Circulation Services
GovHR USA, LLC Town of Reading, MA Page 73
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$64,231.00 $83,350.00 Reference Librarian
$60,543.00 $78,702.00 Librarian
$55,879.44 $66,998.71 Reference Librarian. FY22 rates
$50,468.60 $80,553.20 YA Librarian & Assistant Ref. Librarians 35
$64,252.50 $80,320.50 Librarian (Child; Circ; Comm Out; Ref; YA; Tech; Tech & IS)
$47,562.00 $60,639.00 Assistant Head of X Service 35
$39,525.12 $50,844.98 35
$56,608.50 $68,269.50 37.5
$43,348.00 $51,909.00 Professional Librarian 37.5
$54,180.36 $73,155.42 Librarian (Ref, Dig Svcs, Yth Svcs or YA). All w. MLIS 37.5
N/A
$63,613.16 $69,188.08 Librarian L-9 35.5
$60,400.00 $79,696.00 Children's Librarian
$58,344.00 $89,128.00 Librarian 40
$52,480.58 $68,434.20 Staff Librarian 37.5
$49,614.89 $62,778.20 35
$55,726.00 $81,355.00 Professional Librarian 35
$55,828.50 $72,228.00 $63,219.00 Range and actual based on 37.5 hrs/wk Varies
Actual average of 8 incumbents
$54,798.57 $71,582.61
$55,802.72 $71,171.75
$56,608.50 $78,702.00
$57,910.13 $79,447.50
$60,435.75 $80,378.68
$60,543.00 $80,553.20
Librarian I
GovHR USA, LLC Town of Reading, MA Page 74
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$64,231.00 $83,350.00 Programming & Partnerships Librarian
$65,379.26 $78,401.07 Community Outreach Librarian. FY22 rates
N/A
$64,252.50 $80,320.50 Community Outreach Librarian. Annualized to 37.5 hrs/wk
$56,169.00 $71,260.00 Head of Community & Outreach Svcs. Considered a DH
These duties fall under Assistant Director
N/A
N/A - many staff contribute to marketing & communications
These tasks are part of Assistant Director responsibilities
$41,454.40 $63,710.40 Marketing & Social Media Manager. Annualized to 40 hrs/wk
N/A
$55,828.50 $72,228.00 $61,620.00 Actual annualized to 37.5 hrs/wk 25
$58,297.23 $75,408.39
$64,231.00 $78,401.07
$64,239.60 $79,168.84
$64,243.90 $79,552.73
$64,252.50 $80,320.50
$64,477.85 $80,926.40
Library Communication Specialist
GovHR USA, LLC Town of Reading, MA Page 75
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$61,462.00 $79,811.00 Library Assistant III
$55,045.00 $71,562.00 Sr. Library Technician. Non-prof. position
$36,573.15 $44,008.87 Library Assistant II. FY20 rates
$41,223.00 $65,847.60 Assistant Children's Librarian 35
$55,087.50 $68,874.00 Annualized to 37.5 hrs/wk
N/A
$34,603.66 $45,377.33 Senior Library Technician 35
$37,271.52 $46,481.76 Senior Library Technician 36
$47,287.50 $57,252.00 37.5
$40,996.00 $53,948.00 Librarian 35
$47,895.12 $62,255.70 ILL Spec; Asst Child Lib; AA-Child Svcs; Tech Svcs or Circ Asst
$39,276.00 $54,664.00 Specialist. Union position 37.5
$45,097.78 $50,395.80 Sr. Library Assistant L-5 (FT)35.5
$41,750.00 $60,947.00 Circulation Clerk 35
$41,944.50 $54,268.50 $48,311.25 Range and actual based on 37.5 hrs/wk Varies
Actual average of 4 incumbents
$44,889.86 $58,571.16
$41,750.00 $57,252.00
$45,535.72 $61,208.74
$46,849.56 $61,993.96
$47,895.12 $65,847.60
$52,185.05 $67,663.44
Senior Library Associate
GovHR USA, LLC Town of Reading, MA Page 76
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$52,723.00 $68,434.00 Library Assistant II
$39,150.00 $47,016.00 Library Assistant
$33,439.23 $40,228.01 Library Assistant I. FY20 rates
$39,967.20 $63,809.20 Senior Library Tech 35
$45,903.00 $57,408.00 Circulation Assistant. Annualized to 37.5 hrs/wk
$32,578.00 $41,004.60 Assistant Librarian. Hrly rate annualized to 35/wk PT
$30,438.72 $37,982.88 Library Technician
$41,398.50 $50,193.00 37.5
$36,075.00 $45,279.00 Library Assistant 37.5
See Sr. Library Associate entry
$34,720.00 $48,323.00 Library Clerical Assistant. Union position 37.5
$43,085.64 $46,777.64 Library Assistant L-4. Annualized to 35.5 hrs/wk PT
$41,454.40 $63,710.40 Library Assistant. Annualized to 40 hrs/wk
$42,184.13 $55,084.05 37.5
$45,941.58 $58,130.81 35
$35,136.00 $51,293.00 Library Aide 35
$38,142.00 $49,335.00 $42,417.38 Range and actual based on 37.5 hrs/wk Varies
Actual average of 4 incumbents
$39,612.96 $51,644.91
$39,967.20 $50,193.00
$41,420.86 $52,809.42
$41,527.37 $55,316.45
$42,634.88 $57,769.41
$43,649.11 $59,246.73
Library Associate
GovHR USA, LLC Town of Reading, MA Page 77
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$48,834.00 $63,406.00 Library Assistant I
$31,320.00 $32,484.00 Page
$36,573.15 $44,008.87 Library Assistant II Technical Services. FY22 rates
$36,163.40 $57,621.20 Library Aide. Hourly rate annualized to 35 hrs/wk
$26,371.80 $33,761.00 Library Page. Annualized to 35 hrs/wk
$30,385.63 $40,794.75 Annualized to 35 hrs/wk
$26,676.00 Page. Minimum wage, annualized to 36 hrs/wk
$24,862.50 $29,250.00 Annualized to 37.5 hrs/wk
$28,828.80 $39,148.20 Tech I. Annualized to 35 hrs/wk
$26,325.00 Library Page
$29,250.00 Library Page. Annualized to 37.5 hrs/wk
$30,225.00 Library Page. Annualized to 37.5 hrs/wk PT
$22,503.00 $28,528.50 Library Page. Hourly rates annualized to 37.5 hrs/wk
$29,640.00 Library Page. Minimum wage. Annualized to 40 hrs/wk
$36,996.75 $48,252.38 Annualized to 37.5 hrs/wk
$26,663.00 $32,778.20 Library Shelver. Annualized to 35 hrs/wk
$34,671.00 $44,850.00 $37,518.00 Range and actual based on 37.5 hrs/wk 25
$31,772.91 $40,912.10 $28,423.20
$30,385.63 $39,148.20 $29,250.00
$31,320.00 $40,794.75 $29,406.00
$33,741.70 $42,401.81 $29,484.00
$36,368.28 $46,130.62 $29,640.00
$36,573.15 $48,252.38 $29,757.00
Library Technician
GovHR USA, LLC Town of Reading, MA Page 78
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
Andover $137,681.00
Bedford $107,901.58 $151,062.62 40
Belmont $115,268.31 $164,266.42 Supports both Town and School buildings
Burlington N/A - stipend provided to DPW Dtr. to perform these duties
Canton
Danvers $81,659.76 $106,746.82 Building Supervisor. Union position
Dedham $106,376.61 $138,797.35 Project Manager - Facilities
Lynnfield $103,305.22 35
Mansfield $91,531.00 $117,138.00 Operations Manager - Public Buildings
Marshfield
Milton
Natick $100,000.00 $159,500.00 Director of Facilities Management
North Reading $85,000.00
North Andover $92,821.00 $129,949.00 37.5
Shrewsbury
Stoneham
Tewksbury $82,780.38 $103,377.17
Wakefield
Walpole
Westborough
Westford $113,911.00 $142,388.00
Wilmington $101,798.58 $128,817.59 Public Buildings Superintendent 40
Winchester $83,185.00 $123,852.00 Facilities Manager
Reading $108,790.50 $140,731.50 $150,113.60 Range based on 37.5 hrs/wk 40
Average $97,930.29 $133,263.18 $108,662.07
50th Percentile $100,000.00 $129,949.00 $103,305.22
60th Percentile $101,798.58 $138,797.35 $110,180.38
65th Percentile $104,087.59 $140,592.67 $113,617.95
75th Percentile $107,139.09 $146,725.31 $120,493.11
80th Percentile $107,901.58 $151,062.62 $123,930.69
Director of Facilities
GovHR USA, LLC Town of Reading, MA Page 79
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$158,331.00
$112,875.36 $160,846.40 40
$123,336.68 $175,724.56
$105,839.35 $142,641.96 35
$124,301.41 $165,942.16 Director of Public Works & Electric Utility
$125,229.20 $163,395.71
$140,763.54 35
$148,797.00 $177,826.00
$100,000.00 $159,500.00
$131,350.00 40
$112,313.00 $157,239.00 Also oversees Water Treatment Plant 37.5
$105,140.00 $147,191.84
$116,833.23 $145,901.45
$111,786.00 $147,499.00
$146,000.00 Contract
$122,981.00 $153,726.00
$109,943.45 $139,122.64 40
$107,726.00 $160,389.00
$108,790.50 $140,731.50 $138,694.40 Range based on 37.5 hrs/wk 40
$116,221.55 $156,924.69 $144,111.14
$112,594.18 $158,369.50 $143,381.77
$116,041.66 $160,211.20 $144,952.71
$119,599.73 $160,594.83 $145,738.18
$123,247.76 $162,758.38 $149,082.75
$123,722.57 $164,414.29 $150,932.40
Director of Public Works
GovHR USA, LLC Town of Reading, MA Page 80
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$77,675.00 $104,867.00 40
$94,062.42 $134,154.77
$85,724.57 $115,532.84 Operations Manager 35
$100,095.45 $133,631.56 Director of Operations
$79,347.76 Business Manager 35
$92,821.00 $129,949.00 Assistant DPW Director/Town Engineer 37.5
$89,089.33 $124,737.11
$82,780.38 $103,377.17
$88,920.00 $120,068.00
$90,490.00 $122,283.00
$87,275.77 $110,439.28 Deputy Director of Public Works 40
$83,185.00 $123,852.00 DPW - Operations Manager
$89,895.00 $116,317.50 Range based on 37.5 hrs/wk 40
$88,374.45 $120,262.88 $79,347.76
$88,920.00 $122,283.00 $79,347.76
$89,089.33 $123,852.00 $79,347.76
$89,789.67 $124,294.56 $79,347.76
$91,655.50 $127,343.06 $79,347.76
$92,821.00 $129,949.00 $79,347.76
Assistant Director of Public Works
GovHR USA, LLC Town of Reading, MA Page 81
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
Andover $205,544.00
Bedford $112,875.36 $160,846.40 40
Belmont $195,182.01
Burlington $105,839.35 $142,641.96 35
Canton
Danvers $113,000.61 $150,856.02
Dedham
Lynnfield $170,000.00 35
Mansfield $148,797.00 $177,826.00
Marshfield
Milton
Natick $125,000.00 $181,500.00
North Reading $190,369.00 40
North Andover $123,545.00 $172,963.00 37.5
Shrewsbury $105,140.00 $147,191.84
Stoneham
Tewksbury $107,186.83 $133,854.51
Wakefield
Walpole $111,786.00 $147,499.00
Westborough Contract
Westford $142,210.00 $167,306.00
Wilmington $101,798.58 $128,817.59 Receives Quinn 20%40
Winchester $107,726.00 $160,389.00
Reading $108,790.50 $140,731.50 $142,292.80 Range based on 37.5 hrs/wk 40
Average $117,075.39 $155,974.28 $190,273.75
50th Percentile $112,330.68 $155,622.51 $192,775.51
60th Percentile $112,950.51 $160,663.44 $194,219.41
65th Percentile $114,582.27 $161,815.34 $194,941.36
75th Percentile $123,908.75 $168,720.25 $197,772.51
80th Percentile $124,709.00 $171,831.60 $199,326.81
Chief of Police
GovHR USA, LLC Town of Reading, MA Page 82
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$154,704.88 Assistant Chief of Police
$92,435.38 $124,577.14 35
$94,432.62 $126,067.27 Police Captain
$119,038.00 $142,261.00
$100,000.00 $159,500.00
$98,338.57 $122,818.76
$143,866.32 $146,746.08
$95,836.00 $126,454.00
$88,920.00 $120,068.00
$122,981.00 $153,726.00
$87,295.77 $110,439.28 40
$89,895.00 $116,317.50 $114,608.00 Range based on 37.5 hrs/wk 40
$104,314.37 $133,265.75 $154,704.88
$97,087.29 $126,260.64 $154,704.88
$99,003.14 $132,776.80 $154,704.88
$99,750.79 $139,889.95 $154,704.88
$114,278.50 $145,624.81 $154,704.88
$119,826.60 $148,142.06 $154,704.88
Deputy Chief of Police
GovHR USA, LLC Town of Reading, MA Page 83
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
Police Social Worker is pd thru grant and not on sal sched
$25.50 Recovery Coach. Part-time, grant funded 18
$60,000.00 $115,500.00 Social Worker Administrator
$82,001.00
$76,712.00 $107,396.00 Community Support Coordinator 37.5
$64,151.80 $81,174.06 Recovery & Health Coordinator. Is an LCISW, tho not req'd
$67,737.00 $100,003.00 Mental Health/Wellness Social Worker
$67,548.00 $87,379.50 $79,150.50 37.5
$67,150.20 $101,018.27 $41,013.25
$65,944.40 $103,699.50 $41,013.25
$67,019.96 $105,917.40 $49,210.80
$67,557.74 $107,026.35 $53,309.58
$69,980.75 $109,422.00 $61,507.13
$71,327.00 $110,637.60 $65,605.90
Public Safety Clinician
GovHR USA, LLC Town of Reading, MA Page 84
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$72,609.57 $103,691.63 Public Safety Operations Manager
N/A
$54,805.09 $67,207.92 Dispatch Supervisor. Union position
$64,604.00 $71,635.00 40
$49,161.00 $67,854.00 Head Dispatcher. AFSCME 40
$59,397.06 $75,162.65 Dispatch Supv. Reports to Fire Chief 40
$61,405.50 $79,443.00 $83,924.40 Range based on 37.5 hrs/wk 39.615
$60,115.34 $77,110.24
$59,397.06 $71,635.00
$61,479.84 $73,046.06
$62,521.22 $73,751.59
$64,604.00 $75,162.65
$66,205.11 $80,868.45
Head Public Safety Dispatcher
GovHR USA, LLC Town of Reading, MA Page 85
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$32,097.00 $45,064.50 Hourly rate annualized to 37.5 hrs/wk
N/A
$36,509.93 $44,475.89 Parking Clerk. Part-time position
$53,669.00 $63,675.00 Parking Clerk
$42,000.00 $70,000.00
$41,944.50 $54,268.50 $47,248.50 Range and actual based on 37.5 hrs/wk 32
$41,068.98 $55,803.85
$39,254.97 $54,369.75
$40,901.99 $59,952.90
$41,725.50 $62,744.48
$44,917.25 $65,256.25
$46,667.60 $66,205.00
Parking Enforcement Officer
GovHR USA, LLC Town of Reading, MA Page 86
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
Andover $84,221.00 Confidential Executive Secretary
Bedford
Belmont $61,882.95 $88,423.35 Administrative Supervisor
Burlington $48,848.40 $74,874.80 Administrative Assistant II 35
Canton $68,854.50 $86,112.00 Executive Assistant to BOS. Annualized to 37.5 hrs/wk
Danvers $62,376.68 $76,007.20
Dedham $52,797.62 $69,892.09 Office Manager (union). Also AA to BOS at $59993-$78277
Lynnfield
Mansfield $77,234.00 $89,579.00 DPW Office Manager
Marshfield
Milton
Natick $51,645.07 $63,067.11 Executive Assistant
North Reading $46,187.96 $69,613.18 Union 35
North Andover $47,287.00 $66,202.00 37.5
Shrewsbury
Stoneham
Tewksbury $59,933.45 $74,841.53 Executive Assistant
Wakefield $60,606.00 $73,091.20 Office Administrator. Union
Walpole $65,281.00 $86,137.00
Westborough
Westford
Wilmington $74,823.37 $94,684.91 Administrative Assistant. 25 years with the Town
Winchester $58,513.00 $85,201.00 Administrative Coordinator
Reading $67,548.00 $87,379.50 $73,846.50 Actual average of 2 incumbents 37.5
Average $59,733.64 $78,409.03 $84,221.00
50th Percentile $60,269.73 $75,441.00 $84,221.00
60th Percentile $61,627.56 $83,362.24 $84,221.00
65th Percentile $62,105.13 $85,610.95 $84,221.00
75th Percentile $64,554.92 $86,130.75 $84,221.00
80th Percentile $66,710.40 $87,051.54 $84,221.00
Executive Assistant (Office Manager)
GovHR USA, LLC Town of Reading, MA Page 87
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$55,045.94 $71,562.02 Administrative Assistant I 40
$57,758.12 $82,601.71 Administrative Coordinator
$41,233.00 $63,317.80 AA I. Was previously Principal Clerk when Town was Civ. Svc.
$55,087.50 $68,874.00 Annualized to 37.5 hrs/wk
$57,752.24 $70,386.50
$49,114.06 $65,015.90 Union
$53,694.68 Administrative Assistant Collector's Office 35
$50,870.00 $60,795.00
$49,226.01 $59,176.57
$40,640.60 $61,272.12 Union 35
$39,039.00 $49,062.00 Administrative Secretary 37.5
$48,069.55 $62,490.35
$50,440.00 $62,997.77
$55,655.60 $67,121.60 Principal Department Assistant. Union
$60,400.00 $79,696.00
$43,513.60 $60,964.80 40
$54,267.00 $74,339.00
$44,712.23 $56,575.24 Senior Clerk. Union 35
$55,073.00 $77,484.00 Administrative Secretary III
$46,137.00 $59,689.50 $52,507.93 Range and actuals based on 37.5 hrs/wk Varies
Actual average of 7 incumbents
$50,438.75 $66,318.47 $53,694.68
$50,655.00 $64,166.85 $53,694.68
$54,422.79 $67,472.08 $53,694.68
$55,047.29 $68,949.63 $53,694.68
$55,083.88 $71,268.14 $53,694.68
$55,428.36 $73,228.21 $53,694.68
Administrative Assistant
GovHR USA, LLC Town of Reading, MA Page 88
TOWN OF READING
DETAILED SALARY DATA
Comparable
Community
Andover
Bedford
Belmont
Burlington
Canton
Danvers
Dedham
Lynnfield
Mansfield
Marshfield
Milton
Natick
North Reading
North Andover
Shrewsbury
Stoneham
Tewksbury
Wakefield
Walpole
Westborough
Westford
Wilmington
Winchester
Reading
Average
50th Percentile
60th Percentile
65th Percentile
75th Percentile
80th Percentile
Minimum
Salary
Maximum
Salary Actual Salary Title (If Different)Hrs/wk
$45,100.80 $57,509.78 Department Assistant II 40
$45,379.73 $54,615.60 Administrative Assistant. FY20 rates under SEIU contract
$38,656.80 $59,204.60 Office Assistant. All are part-time (20+ hrs)
$45,903.00 $57,408.00 Senior or Principal Clerk. Annualized to 37.5 hrs/wk
$48,965.28 $62,033.97 Union position
$41,714.40 Administrative Clerk DPW 35
$46,282.00 $59,476.00
$46,652.79 $56,363.13 Department Assistant
$36,400.00 $63,111.41 Secretary. Union 35
$37,596.00 $47,229.00 37.5
$44,715.78 $58,130.47 Office Assistant
$38,941.56 $48,596.61 Principal Clerk
$47,811.40 $55,910.40 Office Assistant. Union
$42,536.00 $56,118.40 Senior Clerk 40
$45,506.00 $66,444.00 Administrative Secretary I
$38,142.00 $49,335.00 $41,028.00 Actual average of 3 incumbents 37.5
$43,603.37 $57,296.53 $41,714.40
$45,240.27 $57,458.89 $41,714.40
$45,480.75 $58,006.33 $41,714.40
$45,684.65 $58,613.83 $41,714.40
$46,187.25 $59,408.15 $41,714.40
$46,430.32 $60,499.19 $41,714.40
Clerk
GovHR USA, LLC Town of Reading, MA Page 89
VOTERS
BOARD OF
LIBRARY TRUSTEES
(elected)
SELECT BOARD
(elected)
Town Manager
ADMINISTRATIVE
SERVICES
Administrative Services
Director
PUBLIC SERVICES
Assistant
Town Manager
FINANCE
Town Accountant
PUBLIC SAFETY
Police Chief &
Fire Chief &
Health Director
PUBLIC WORKS
Director of Public Works
PUBLIC LIBRARY
Library Director
Select Board
Finance Committee
Town Manager Office
Law
Insurance
Human Resources
Operations
Technology
Town Clerk
Elections
Public Svc Administration
Community Development
Building
Planning
Historical
Conservation
Community Services
Elder/Human
Recreation
Veterans
Accounting
Assessment
Collections
Treasury
Police
Fire
Dispatch
Emergency Management
Coalition for Prevention
& Support
Public Health
DPW Administration
Engineering
Highway
Equipment Maintenance
Parks/Forestry/Cemetery
Rubbish/Recycling
Street Lighting
Snow/Ice
Water EF
Sewer EF
Stormwater EF
Library Administration
Public Services
Access Services
Equity & Social Justice
Town Counsel
Town of Reading, MA
Executive Branch
Table of Organization
(April 2022 Town Meeting)
Town Accountant
SCHOOL COMMITTEE
(elected)
FACILITIES
Facilities
Director
Core Facilities
Town Buildings
School
Buildings
School
Department
Community Development
Planning, Historical,
Conservation, Building
Community Services
Elder, Rec, VSO,
Town Clerk / Elections
Operations
Law/Insurance
Town Manager Office
Human Resources
Economic Development
VOTERS
BOARD OF
LIBRARY TRUSTEES
(elected)
SELECT BOARD
(elected)
Town Manager
TECHNOLOGY
Chief Information
Officer
ADMINISTRATIVE/PUBLIC
SERVICES
Assistant
Town Manager
PUBLIC SAFETY
Police Chief &
Fire Chief &
Health Director
PUBLIC WORKS
Director of Public Works
PUBLIC LIBRARY
Library Director
Network
Phone Infrastructure
Shared Services
Fiber
Desktop Support
Accounting
Assessment
Collections
Treasury
Finance Committee
Police
Fire
Dispatch
Emergency Management
Coalition for Prevention
& Support
Public Health
DPW Administration
Engineering
Highway
Equipment Maintenance
Parks/Forestry/Cemetery
Rubbish/Recycling
Street Lighting
Snow/Ice
Water EF
Sewer EF
Stormwater EF
Library Administration
Public Services
Access Services
Equity & Social Justice
Town Counsel
Town of Reading, MA
Executive Branch
Table of Organization
(April 2023 Town Meeting)
Town Accountant
SCHOOL COMMITTEE
(elected)
Core Facilities
Town Buildings
School
Buildings
School
Department
FINANCE
Chief Financial
Officer/
Town
Accountant
FACILITIES
Facilities
Director
Schedule A-1
A Library Technician
B Clerk Library Associate
C Administrative
Secretary
Parking Enforcement
Officer
Senior Library
Associate Van Driver
D Administrative
Assistant Senior Center Coordinator
E Case Manager
Coalition Outreach
Coordinator
Regional Housing Services
Coordinator
Senior Administrative
Assistant
Administrative
Specialist Assistant Assessor Assistant Collector Benefits Coordinator Computer Technician Health Inspector Librarian I
Lib. Communications
Specialist
Plumbing/Gas
Inspector
Senior Case Manager Veteran's Service
Officer Wiring Inspector
G Assistant Town
Accountant
Assistant Town
Clerk Assistant Treasurer Conservation
Administrator
Head Public Safety
Dispatcher Human Resources Generalist Librarian II Nurse Advocate Public Health Nurse
H Public Safety
Clinician
Elder/Human Services
Administrator Executive Assistant Permits Coordinator Recreation Administrator
Senior Computer
Technician Senior Planner Software Coordinator
Water Quality &
Safety Administrator
I Assistant Library
Director Collector Director of Equity &
Social Justice GIS Administrator Coalition Director
Library Collection Services
Division Head
Library Public Services
Division Head Town Clerk Procurement Officer
Assessor Assistant Facilities
Director Building Commissioner Building Inspector Business Administrator
Community Development
Director
Community Services
Director
Economic Development
Director
Human Resources
Director
Treasurer/Assistant
Finance Director
K Assistant DPW
Director Assistant Fire Chief Deputy Police Chief Technology Director
L Administrative
Services Director Health Director Library Director
Town Accountant/ Finance
Director
M Assistant Town
Manager DPW Director Facilities Director Fire Chief Police Chief
TOWN OF READING CLASSIFICATION PLAN effective October 31, 2022
F
J
10/25/2022
1 | P a g e
Summary
Assists the Town Manager with the general administration of the Town’s general government operations and serves as
the Acting Town Manager in the Town Manager’s absence. Implements Town projects, initiatives, and strategic
objectives as established by the Town Manager and the Select Board. Assists the Town Manager’s Office with respect to
constituent services and enhancing the relationships between Town boards, committees, and residents.
Assists in the day-to-day management and workflow of the Town of Reading organization. This role directly oversees the
operations in both the Administrative Services and Public Services Departments which currently includes: Building,
Planning, Conservation, Recreation, Elder and Human Services, Veteran’s Services, Town Clerk, Elections, Procurement,
Risk Management, Communications and Legal Services.
In addition, it also fills the role of Ombudsman as defined by the Reading Home Rule Charter.
Essential Functions
Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
1. To act as an Ombudsman to all citizens in their day-to-day contacts and dealings with the Town, its officials, and
boards:
a. to direct the citizens to the proper Town Officer, Board or Committee to deal with the issue or concern of
the citizen;
b. to set up appointments for citizens to meet with directors, department heads and Boards as appropriate;
c. to provide citizens with access to public information within the Town and;
d. to otherwise serve the public in connection with their dealings with the Town.
2. Facilitates communication between the citizenry and staff; interfaces with appropriate departments and
community leaders to foster relationships with the public and Town government.
3. Acts as liaison for public information requests, general inquiries, appointment requests and other requests from
residential, commercial and media constituents on behalf of the Town Manager; prepares necessary written or
verbal responses including press releases.
4. Communicates official plans, policies and procedures to staff and members of the general public on behalf of the
Town Manager. Provides outreach to community organizations, residents and business owners in a pro-active
manner.
5. Conducts strategic evaluations of Town government’s internal Operations and external Communications.
6. Attends meetings and conferences representing the Town Manager to provide and obtain information; may
address public agency and community groups as the representative for the Town Manager upon request.
7. Develops and maintains professional relationships with local, state, county, state and federal officials.
8. Conducts research and analysis on issues of importance to the Town Manager.
9. Provides advice, input and recommendations on issues affecting the Town Manager, Town departments and
constituents.
37.5 Hrs. Assistant Town Manager Position Description
Direct Report Town Manager Grade M
Department Administrative Services/Public Services FLSA Exempt
Division Administrative Services/Public Services Bargaining Unit Non- Union
Date October 2022 Location Town Hall
10/25/2022
2 | P a g e
10. Assists the Town Manager in the oversight and coordination of the Town’s legal functions in including dealing
with Town Counsel, Labor Counsel and outside litigation counsel. Is included on most communications between
Town departments and various attorneys. Helps to oversee the Town’s legal budget.
Peripheral Duties
1. Serves on employee committees as required
2. Attends Board/Committee meetings as requested by the Town Manager.
Supervisory Responsibility
1. Oversees all staff members in Administrative and Public Services. Direct reports include all Division Heads.
Competencies
Personal Effectiveness Credibility / Confidentiality Thoroughness
Collaborative Skills Communication Proficiency Flexibility
Work Environment
This position operates in a professional office environment. This position routinely uses standard office equipment such
as computers, phones, photocopiers, fax machines and utilizes the typical office storage equipment such as file cabinets,
shelving, desks, etc.
Physical Demands
This is largely a sedentary role; however, some filing is required. This would require the ability to lift files, open filing
cabinets and bend or stand as necessary.
Work Hours
This is a full time position with typical 37.5 hours per week 7:30 AM to 5:30 PM Monday through Thursday (except 7pm
on Tuesday) plus night meetings as required.
Minimum Qualifications
1. Master’s Degree in public administration, law, political science, human resources, business management or
closely related field;
2. Seven (7) years of related experience;
3. Any equivalent combination of education and progressively responsible experience, with additional work
experience substituting for the required education on a year for year basis.
Additional Knowledge, Skills and Abilities:
1. Working knowledge of the principle practices of public administration, communication, human resources;
2. Excellent working knowledge of the principles, procedures, policies, and operations of local government, including
financial operations, procurement related procedures, Town Meeting, Board and Committee work, and all related
laws, codes, and regulations;
3. Ability to establish and maintain professional working relationships with staff, supervisors and deliver a high
level of customer service to members of the general public;
4. Ability to maintain confidentiality, communicate effectively, multi-task and prioritize.
5. Excellent leadership skills and ability to supervise, guide, direct, and motivate employees and volunteers.
10/25/2022
3 | P a g e
6. Excellent problem-solving, negotiation, and decision-making skills, including the ability to think clearly and be
proactive under pressure and stress;
7. Ability to provide effective conflict resolution with staff and the public;
8. Excellent customer service and public relations skills;
9. Ability to communicate effectively verbally and in writing;
Other Duties
Please note this position description is not designed to cover or contain a comprehensive listing of activities, duties or
responsibilities that are required of the employee for this position. Duties, responsibilities and activities may change at
any time with or without notice as needed by the Town of Reading within the scope of departmental needs.
Signatures
This position description has been approved by all levels of management:
Town Manager: _____________________________________ HR: _______________________________________
Employee signature below constitutes employee’s understanding of the requirements, essential functions and duties of
the position.
Employee: _____________________________________________________ Date: ___________________________
MATTHEW A. KRAUNELIS
CAREER HISTORY
TOWN OF READING, MASSACHUSETTS May 2015 – Present
Director of Administrative Services
Serves as the Department Head for Administrative Services which includes Human Resources,
Technology, Operations/Procurement, Town Clerk/Elections, and the Town Manager’s Office.
Deals with management, operational and legal issues affecting those and other departments. Acts as
the Ombudsman to all citizens in their day-to-day dealings with the town and handles
communications, public information requests and media relations on behalf of the Town Manager.
Directly responsible for the development and management of a department budget of $3.5 million,
and the oversight of 18 staff members. Provides outreach to community organizations, residents,
and businesses in a proactive manner. Represents the Town Manager at meetings and community
events. Develops and maintains professional relationships with local, state, and federal officials.
Provides advice, input and recommendations on issues affecting the Town Manager and the town at
large. Led the redesign of the town’s website. Served as chief negotiator for the town’s cable
television license agreements. Involved in major hiring decisions, including that of the Police
Chief. Serves as a Public Records Access Officer. Served as Liaison Officer during the COVID-19
Pandemic.
COMMONWEALTH OF MASSACHUSETTS January 2012 – May 2015
OFFICE OF CONSUMER AFFAIRS & BUSINESS REGULATION
Deputy Chief of Staff to the Undersecretary
Assisted with the day-to-day operations of a large agency consisting of the Office of Consumer
Affairs, Division of Insurance, Division of Banks, Division of Telecommunications & Cable,
Division of Professional Licensure and Division of Standards. Directed daily administrative
activities of the Undersecretary’s office; coordinated with agency directors and senior staff to
execute office priorities. Advised the Undersecretary and senior staff on issues impacting
consumers and businesses. Prepared reports and briefings for the Secretary and Governor’s Office
as needed and met with the Governor’s staff to discuss issues, goals, and policy. Supervised the
state’s Lemon Law Arbitration Program and Home Improvement Contractor Arbitration and
Disciplinary Programs. Appointed to two state-wide boards. Routinely provided leadership and
assistance to staff in the areas of legal, legislative, policy, human resources, and communications.
Assisted with regulation drafting, review, and approval. Conducted hearings on proposed
regulations. Worked on special investigations and projects concerning consumer protection issues.
Served as the agency’s Information Security Officer. Assumed many of the responsibilities of the
agency’s Chief of Staff, General Counsel & Deputy General Counsel by filling in for long-term
vacancies. Completed Leadership Excellence for Senior Managers training program.
CITY OF METHUEN, MASSACHUSETTS January 2006 – December 2011
Chief of Staff to the Mayor
Mayor William M. Manzi III
Served as the city’s chief appointed administrative officer, assisting with the oversight and day-to-
day operations of a municipal government with over 1,300 employees and an annual operating
budget of approximately $135 million. Exercised management control over a variety of projects and
activities through ongoing supervision of city department heads and key public safety, financial,
legal, planning and operations personnel. Acted as the mayor’s general counsel, providing him with
legal advice on all aspects of municipal government. Served as a liaison between the mayor’s office
and the media, local, state, and federal officials, municipal employees, and the public. Assisted with
the hiring of personnel. Provided communications support including speechwriting, press release
and policy drafting. Served as hearing officer in union grievance matters. Represented the mayor
and the city at events and meetings on a regular basis. Assumed many of the responsibilities of the
city’s Economic & Community Development Director and Human Resources Director by filling in
for long-term vacancies.
COMMONWEALTH OF MASSACHUSETTS January 2001 – January 2006
DEPARTMENT OF MENTAL HEALTH
Assistant General Counsel
Concentration in the fields of mental health, health and hospital law including civil commitment
hearings and appeals; Rogers guardianships; forensic issues; tort litigation; eligibility appeals;
children & adolescent mental health matters; HIPAA privacy & medical records issues; medical
staff & peer review issues. Conducted trainings on legal issues for physicians and other health care
professionals. Drafted regulation and policy. Represented the Commonwealth in Probate, District,
Housing, Juvenile and Superior Courts, and in administrative hearings. Assisted the Attorney
General’s Office on Appeals Court cases.
KRAUNELIS LAW OFFICE, Methuen & North Andover, MA
Attorney, Owner - Full and part time from December 1994 – 2012
Concentration in the fields of health & hospital law; probate & elder law; estate planning;
personal injury law & municipal law. General civil matters in Massachusetts and New
Hampshire.
McCABE & DELYANI P.C., Andover, MA April 1996 – November 1998
Managing Attorney
General practice of law in Massachusetts & New Hampshire including mental health,
health & hospital law; probate & elder law; family law; estate planning; personal injury
law and municipal law. Managed associate attorneys and legal staff.
METROPOLITAN P&C, Tewksbury, MA July 1995 – April 1996
Injury Claims Associate
Responsible for investigating, negotiating, and settling property and bodily injury claims dealing
with automobile and homeowner policies. Represented the company at surcharge hearings and in
small claims court; New Hampshire claims license.
OFFICE OF THE MIDDLESEX COUNTY DISTRICT ATTORNEY 1993-1994
Lowell District Court, Lowell, Massachusetts
Prosecutors Clinical Program - Rule 3.03 Certified. Participation in courtroom criminal
procedure including plea bargaining, taking admissions, arguing motions, and assisting
during trials.
EDUCATION
SUFFOLK UNIVERSITY LAW SCHOOL, Boston, Massachusetts
Juris Doctor, 1994
MERRIMACK COLLEGE, North Andover, Massachusetts
B.A. English, 1991 Minor: Political Science
BAR ADMISSIONS
Massachusetts, December 1994; MA Federal District, March 1995
New Hampshire, October 1995; NH Federal District, October 1995
PROFESSIONAL AFFILIATIONS
Massachusetts Municipal Lawyers Association
New Hampshire Bar Association
Volunteer Lawyers for the Arts of Massachusetts
Massachusetts Public Information Officers Network
PUBLIC SERVICE
Methuen City Councilor, Three terms (2000-2005)
Member, Methuen Open Space & Recreation Planning Committee (2021)
Former Member, Methuen Cultural Council
Former Member, Methuen Charter Review Committee
Former Member, Methuen City Solicitor Search Committee
Former Member, Methuen Chapter 40B Audit Commission
COMMUNITY INVOLVEMENT
Stearns Charitable Trust, Trustee
Russell Charitable Trust, Trustee
Cedar Homes Elderly Housing, Board of Directors
Arts Institute of the Merrimack Valley, Board of Directors
Friends of the Nevins Memorial Library
Academy of American Poets
Grey Court Poets, Founding Member
Methuen Arts, Member
The Robert Frost Foundation, Founding Member
CLASS, Inc. Board of Directors, Clerk, 2000-2005
CLASS, Inc. Human Rights Committee 1995-2000
To: Reading Select Board; Reading Town Meeting Members
From: Marianne McLaughlin-Downing, Chair
cc: Fidel Maltez, Reading Town Manager; Reading ARPA Advisory Committee (RAAC)
Date: October 19, 2022
Re: Summary of the work of RAAC from March 8, 2022 through October 12, 2022
Introduction
The purpose of this memo is to summarize the ten months long work of the Reading ARPA Advisory
Committee (RAAC) for town meeting members and to answer what are likely to be a number of town
meeting member questions about RAAC’s work, including:
1. What is the ARPA grant?
2. How and why did Reading decide to have an ad hoc committee to recommend ARPA spending,
what is its charge, and how long will exist?
3. Who is on the RAAC committee?
4. How did RAAC evaluate the ARPA grant spending suggestions, requests, and ideas and how did
RAAC reach out to the community?
5. What were the final spending recommendations for the ARPA grant?
1. What is the ARPA grant?
In March 2021, Congress passed and President Biden signed into law the American Rescue Plan Act,
known as ARPA. ARPA provides substantial pandemic rescue and recovery funds for state, local,
territorial, and tribal governments, to help with responses to the impacts of COVID 19 on the
respective communities. The federal government encouraged local governments to “take time and
careful consideration” of how to spend their ARPA grants, because the ARPA grants provide
opportunities for localities to make strategic community investments that address the immediate
needs of residents, employees, business owners, community organizations, and students, particularly
those most impacted by the impacts of COVID 19 and its associated shutdowns.
Under the ARPA grant, Reading received $7,592,234 dollars. These funds must be obligated by
12/31/2024 and spent by 12/31/2026. The federal government allowed communities to opt to treat
the first ten million dollars that they received like lost revenue, meaning it could be spent on eligible
town expense and need not be limited to most other types of guidelines and more limited purposes
that the federal government imposed on the ARPA grants. Reading’s Select Board voted to opt for this
“lost revenue” option, and, since Reading’s grant was under $10 million, the entire grant was allowed
to be spent on any legitimate municipal purpose for the provision of general government services,
without having to prove actual revenue loss to the federal government. However, there are two
municipal purposes that remain ineligible for ARPA spending: putting money into a rainy day fund or
other reserve funds, or making a deposit into a pension fund.
2
2. How and why did Reading decide to have an ad-hoc committee to recommend ARPA spending,
what is its charge, and how long will it exist?
In February 2022, the Reading Select board voted to establish an ad-hoc Reading ARPA Advisory
Committee (RAAC) to “serve as an advisory Committee to the Reading Select Board for the purpose of
recommending allowed use of local and county American Rescue Plan Act (ARPA) grant funds to fund
community priorities”. Per the RAAC charge document, RAAC shall “gather input from its members and
the broader community, and shall consider in forming its recommendations inputs such as “free cash”
balances, current and future planned debt, the capital plan and potential additional ARPA grants as
may be available from the Commonwealth of MA…[and] provide guidance and direction consistent with
recovery of the effects of COVID, lost revenue and other allowed uses under the provisions of the
American Rescue Plan Act.” Although RAAC’s charge is to make recommendations, the Select Board is
not legally bound by these recommendations and has the final say, by law, to vote on any actual
appropriations of the ARPA grant. For example, before RAAC was formed, the Select Board voted to
spend some ARPA grant money on the Board of Health for immediate COVID-19 related needs. In
addition, in one instance, the Select Board voted to increase an amount that RAAC had recommended.
RAAC was required to begin its work by April 2022 (its first meeting was held 3/8/2022) and submit
its spending recommendations to the Select Board no later than 10/31/2022 (its final meeting was held
10/12/2022). RAAC shall sunset on 12/31/2022 unless extended by a Select Board vote.
3. Who is on the RAAC committee?
Per its charge, RAAC has eight (8) members comprised of the following members (all ex officio and
appointed by their respective boards):
• 2 Select Board Members (Mark Dockser and Christopher Haley)
• 3 Finance Committee Members (Marianne McLaughlin-Downing, Geoffrey Coram, and Joseph
McDonough)
• 2 School Committee Members (Shawn Brandt and Thomas Wise)
• 1 Board of Library Trustees Member (Andrew Grimes)
At its 3/8/2022 meeting, RAAC elected Marianne McLaughlin-Downing as chair and Mark Dockser as
vice-chair.
4. How did RAAC evaluate the ARPA grant spending suggestions, requests, and ideas and how did
RAAC reach out to the community?
For ten months, RAAC has met regularly, in twelve open public meetings, to hear presentations
about ARPA grant requests, ask questions, discuss and debate the requests and amounts sought,
engage requestors with follow up meetings, if needed, and then vote to recommend proposed
allocations of the ARPA grant, for consideration and final vote by the Reading Select board. The initial
requests that came into RAAC, when coupled with various options that RAAC members themselves
suggested (but which ultimately never made it to final consideration and vote) amounted to over $17.8
million dollars, more than double the actual ARPA grant to Reading. RAAC also conducted a
community survey on ARPA priorities (discussed further below). RAAC did its best to meet the
3
requirements and spirit of both its charge by the Reading Select Board and the Federal Guidelines and
preferences for ARPA spending. RAAC has taken an approach that few communities in Massachusetts
have undertaken, by entertaining proposals and requests for spending, both time sensitive and not,
not only from town and school administration and leadership, but also from many of its appointed
public bodies, from local nonprofits and churches, from charitable groups, from town and school
employees, and even from private organizations.
RAAC’s town wide survey ran from 5/28/2022 through 6/15/2022, asking the community their
views on priorities for the spending of the ARPA grant via five survey questions. The survey was
emailed, posted on social media and on the town website, and provided via paper copies at town hall,
the senior center, and the library. The survey received 1162 responses, and the community prior itized
the following areas for ARPA spending, in order of weighted average from h ighest to lowest. Note that
numbers 2 and 3 were very close; similarly, numbers 4 through 7 were fairly close:
1. Expand educational programming
2. Improve/add to town-owned conservation land, town forest, green space, etc.
3. Water, sewer, and flood control infrastructure
4. Improve/augment recreation facilities
5. Improve town buildings and infrastructure
6. Support essential workers
7. Roadway infrastructure
8. Augment senior programming
9. Support local businesses
10. Economic development
Through the 12 RAAC meetings and the 1162 survey responses, as well as many emails from
community members, and conversations with members of many appointed and elected town boards
and committees, RAAC, heard many requests, concerns, perspectives and ideas. Having the
participation of so many Reading community members in this process has been instrumental in helping
RAAC to gain insights about how the pandemic has impacted our community and how investin g RAAC
money can help provide solutions and mitigation for some of these impacts. RAAC believes that its
spending recommendations reflect all that it learned about the community’s needs and COVID 19
impacts.
5. What were the final spending recommendations for the ARPA grant?
The spreadsheet and pie charts at the end of this memo has a section listing all requests made that
have been both recommended by RAAC and approved by the Select Board, including the requesting
party, amount requested, and purpose, along with any pertinent notes. The spreadsheet also has
another section that lists unfunded requests.
4
The following chart summarizes the ARPA allocations that RAAC recommended, in broad categories:
The table on the next pages lists each allocation that was requested and on which RAAC voted,
showing what was requested, what was recommended to the Select Board and, if applicable, what the
Select Board voted to allocate. At the time of preparation of this memo (10/18/2022), there wer e
several recommended allocations, made at the 10/12/2022 RAAC meeting, which had not yet gone to
the Select Board for a vote. The Select Board is expected to take its vote on these recommendations
on 10/25/2022.
5
Requester Purpose Amount
requested
Final RAAC
recommended
allocation as
of 10/12/2022
Select Board
approved amount
as of 10/12/2022
Town Side
Public Health Covid 19 mitigation $250,000 $250,000 $250,000
Town - Water and
Sewer other than
water reserves
Water Capital projects including downtown
water main improvements, Gazebo circle
Booster station, lead service removal
program
$1,350,000 $930,314 $0
Town - water capital
supplement
To subsidize FY23 water rates $650,000 $650,000 $650,000
Town - Recreation
dept. and Recreation
committee
Phase 1 of Birch Meadow project: central
spine, pavilion, imagination station parking
lot improvements, lacrosse wall
$1,500,000 $1,500,000 $1,500,000
Town-Elder services 300k toward senior center feasibility study;
The rest towards supplemental space; more
trips; mental health; virtual prog; vol. coord;
accessibility improvements.
$900,000 $900,000 $900,000
Town Conservation
Dept. - Maillet
Sommes Land
Flood mitigation, restore/improve open
space, money to supplement a federal grant
$100,000 $77,000 $77,000
Due Diligence on 17
Harnden
Money towards due diligence on purchase
of 17 Harnden as potential senior center
$25,000 $25,000 $0
Totals $4,800,000
Schools
Reading Public
Schools
ARC Core literacy curriculum $2,000,000 $2,000,000 $2,000,000
Totals $2,000,000
Town boards
Reading historical
commission
Digitizing photos and maps; temp archivist;
collection software
$13,500 $13,500 $13,500
Conservation
Commission
Birch Meadow stewardship/maintain; land
donations surveys; Mattera bike rack;
manage invasive species, RAAC voted for 1
time sensitive survey for $4k; Select Board
vote opted to pay for two surveys at $8k,
hence the difference
$31,500 $22,500 $30,500
Reading Trails
Committee
Mattera shelving; boardwalk repair supplies $11,620 $11,620 $11,620
Town Forest
Committee
Dead Tree and Invasive Plant Removal
phase 1 (remaining phases to be put before
town meeting)
$200,000 $100,000 $100,000
Totals Town Boards $256,620
6
Requester Purpose Amount
requested
Final RAAC
recommended
allocation as
of 10/12/2022
Select Board
approved amount
as of 10/12/2022
Initially-just Town and
School employees in
collective bargaining
units - RAAC chose
to treat all town and
school employees
who were eligible
equitably, based on
the agreed upon
model, whether or
not they are part of
collective
bargaining units.
Pay to employees who worked in person
between March 2020 and June 2021, who
are still working for town/schools or retired,
based on months worked, amount of contact
(high, medium, low) and pay rate (high,
medium low) ; also covers certain amount of
lost athletic & extracurricular stipends of
$500 per season impacted between March
2020 and June 2021. Original ask was for
RAAC to recommend allocating 11% of
ARPA on premium pay. To cover all
eligible employees equitably, allocation
ended up being 12%.
$835,945 $900,000 $0
Private and
Community
Requests (Non
town/schools)
Reading/North
Reading Chamber of
Commerce
Business support via free memberships;
shop the Readings website, Business
support during construction
$29,000 $29,000 $0
Reading Rotary 3 years @$25k per year of costs to cover
DPW, police, and other costs of Reading
Fall Street Faire (RAAC recommended 1
year)
$75,000 $25,000 $0
Reading Garden Club $4000/year for value of plant sale which
could not be held in 2020, 2021. Requested
3 years; RAAC recommended 1 year
$12,000 $4,000 $0
Reading Food Pantry Two refrigerators, site selection consultant
to find more space for food pantry storage;
Market Basket gift cards for food pantry
recipients.
$84,600 $46,200 $46,200
Recreation Dept.-to
be used to hire
Burbank Y
Providing and/or restoring programs for
youth/adults with disabilities, including more
"adaptive" programs, adaptive swim
$96,100 $96,100 $96,100
First Congregational Asbestos remediation, floor replacement,
landscape planning
$34,000 $4,000 $0
Senior Center Capital Money towards purchase or building of new
senior center
$1,000,000 $0 $0
Total Private $1,330,700
Total requests $9,223,265
Available
ARPA grant
RAAC
recommended
allocations
Select Board
approved as of
10/19/2022
Totals $7,592,234 $7,584,234 $5,674,920
7
July 28, 2022
16 Lowell Street, Reading, MA 01867
Re: Request for Arpa Funding
Dear Mr. Maltez and Select Board,
For more than 30 years the Reading-North Reading Chamber of Commerce has played a
critical role in fostering a strong economic climate in the towns of Reading and North Reading
and advancing “The Readings” as desirable places to work, live and visit. The Reading
Chamber of Commerce was founded in 1989 and merged with the North Reading Business
Association to form the Reading-North Reading Chamber of Commerce in January 2000. The
Chamber provides members with referrals, networking, educational and promotional
opportunities.
The mission of the Reading-North Reading Chamber of Commerce is to foster a thriving
business community that facilitates connections between businesses, engagement between
businesses and residents, and long-term economic growth in our community. We do this by:
● Promoting and supporting businesses through advocacy, marketing, and outreach
● Assisting businesses in their professional development by providing education, support,
and resources
● Providing opportunities to make business and social connections and build relationships
● Create a collaborative environment among businesses, community, and government
within the Readings
● Connect businesses with the local community via events and visibility
At the onset of the pandemic, the Chamber Board immediately agreed that it was important to
support all Reading and North Reading businesses, not just Chamber members, during what
was an extremely stressful time. We created a new landing page on our website with COVID
resources and updated it regularly with local, state, and federal resources, hosted webinars and
fielded daily questions about PPP, EIDL grants, working remotely, and orchestrated the bulk
purchase of masks and distributed them to all local businesses. To further support all local
businesses, we applied for and were granted a Mass Office of Travel and Tourism grant of
$24,745 to create a new Shop Local program: “Shop the Readings”. Further we were able to
increase that budget by and doubled the project budget through support from the North Reading
Economic Development Committee and local sponsors to create Shop the Readings, an
inclusive business database of all local businesses (not just chamber members) with key
features such as contactless pickup, ordering online, and special shopping hours for high-risk
individuals. It is worth noting that we were able to offer this level of support with just 1 full time
and one part time employee, as well as the efforts of our all-volunteer Board of Directors.
Instead of canceling our holiday tree lighting celebrations completely, we instead offered
“Santa’s Holiday Tour”, a traveling parade that traveled 20+ miles through the neighborhoods of
Reading and North Reading, to allow families to continue to kick off the holiday season with a
community event that was safe and child centered.
Two years later, the Chamber membership has lost 90 members, many due to business
closures and the inability of some members to pay membership dues. Despite this, we have
worked hard to maintain a level of service to all businesses and offer guidance and support. We
have worked to secure alternative sources of funding to sustain our initiatives. We have pivoted
and offered safe, outdoor activities such as our Outdoor Drive-In Movie Night and our Santa’s
Holiday Tour parade when our traditional events were not safe. Once COVID restrictions began
to ease we created a new event, Winterfest, which we held in March on Reading Common and
was very well received and attended.
In light of anticipated funding of $25,000 from the State, we submit this updated proposal for
funding. A significant downtown construction project will begin in a few weeks, earlier than
anticipated, and is expected to last for approximately 18 months. This construction will be
extremely disruptive for both residents and businesses alike, and we have included support of
local businesses to support them during construction. We continue to listen to the business
community and craft programs to address their needs, and appreciate your consideration.
Sincerely,
Lisa
Lisa Egan, Executive Director
On behalf of the Reading-North Reading Chamber of Commerce
Item Description Year One Request
Business Support The Chamber will offer
complimentary memberships
to businesses, both brick and
mortar and home-based, so
we can continue to support
those who need it most and
$15,000
not drop those businesses
who cannot afford dues.
Priority will be given to
Reading businesses with
under 10 employees and
those which are minority or
woman owned, so that they
may take advantage of
programming to help recover
from the negative impact of
the pandemic.
This is a year one request
that the activities may extend
into years two and three.
Shop the Readings Expand the website to
include more local events,
resources and add new
businesses that have opened
over the past 18 months.
Create new marketing
campaign to educate
consumers on the importance
and value of shopping locally
as well as to provide one spot
to allow residents and visitors
to discover the many services
available right in town.
$10,000
Business Support During
Upcoming Construction
The Chamber will produce
A- frame signs and banners
to remind people that
businesses are open during
construction and to shop
local. The signage can move
to various locations during
the construction and will help
keep our business community
top of mind during the
disruption.
This is a year one request
with the expectation that we
may be extend the
expenditure into year two.
$4,000
Total $29,000
May 1, 2022
16 Lowell Street, Reading, MA 01867
Re: Request for ARPA Funding
Dear Ms. McLaughlin-Downing, Chair, Mr. Dockser, Vice Chair;
The Reading Fall Street Faire was started as a small celebration of our downtown by the Economic
Development Committee. It was then taken over by the Town itself, and when the Town no longer had
the capacity to run the event, it turned to the Rotary volunteers. Now, going into its 14th year, it
achieves two important town wide objectives: positive community building and support of downtown
businesses.
It is (we think!) the biggest community event Reading hosts annually, attracting residents from babies
through grandparents to come together to enjoy fun, food, and community downtown. Bringing the
town together is particularly vital after the isolation and distance created during the covid pandemic.
We all know small local businesses have been seriously hurt during the pandemic and this event is by far
the largest community event to get thousands of residents downtown and in front of our local
businesses.
RFSF has hit two challenges during the COVID pandemic. Our biggest cost, by far, is the bill we receive
from the town of Reading. The town charges the Reading Rotary approximately $20,000 every year to
cover town costs (DPW, Police, Fire, and Health).
Our revenue is entirely dependent on sponsorships and booth rentals from local businesses. As you can
imagine, after two years of pandemic, all local businesses are hurting. It's harder and harder for them to
support this event.
We believe that by sponsoring the RFSF the Town of Reading will make strides towards accomplishing
two of its important goals: help bring the community together after two years of isolation and help
support our local business community.
We are asking for $75,000 ($25,000 each year - 2022, 2023, and 2024). That represents just 1% of the
ARPA funds. This money would be used by the town to cover the DPW, police, and other costs of the
RFSF. If we can get this funding, it will allow the Rotary to do three things:
1. We will be able to cut in half the level of donations we require from the local business community.
This will make it easier for local businesses to support the event, which in turn benefits them.
2. The funds we don't have to spend on town services can be put into making the Faire even bigger and
better! Over the past several years, we haven't been able to expand due to the significant town cost of
running the event.
3. Finally, the Rotary is a non-profit and our mission is to give back to the community. If we have any
proceeds remaining from the Fall Street Faire, we will commit that 100% of those proceeds will be
invested directly back into the Reading Community. This year alone we have made donations to the
Washington Arms Apartments, Reading Educational Foundation, and the Reading Food Pantry just to
name a few.
On behalf of all our volunteers, we appreciate your consideration.
Thank you,
John Douglass
President, Reading Rotary
To: The Reading ARPA Advisory Committee
Submitted: Tuesday, August 2, 2022
First Congregational Church of Reading, United Church of Christ
25 Woburn Street
Reading, MA 01867
www.churchofreading.org
781-944-0205
To the members of the Reading ARPA Advisory Committee for the Town of Reading:
Thank you for your public service to assist in this exciting opportunity for our community. We
believe that the intention and effort behind the ARPA funding for our town, and t he distribution
of said funds, may mutually benefit our mission and re -invigorate our community after the events
of the pandemic in 2020. Like many businesses and non -profits in our community, we were
affected by the 2020 Pandemic financially through a red uction of income from normal activities
(including church pledges, fundraising, and events like the Olde Redding Faire). Additionally,
major community partners were not able to conduct classes or meeting s which normally would
have occurred in our building. These community partners include Creative Arts, AA and other 12
Step groups, Northeast School of Ballet, Reading Community Concert Band, the Reading Art
Association, and others.
In late 2019, First Congregational Church of Reading (FCCR) began exploring ways to make better
use of its historic building. FCCR has always had a vibrant connection with the arts community
(including hosting the various arts groups and programs listed above). In 2020, just as the
pandemic began, the congregation was making steps towards envisioning what it would be like
to embrace this part of our collective work to steward and support creative expression and the
arts so that all in our community and beyond may have access to the arts and to create a haven
for the arts here in Reading, MA. We have spent the last two years researching, planning, and
assessing. We’ve been interviewing our community partners, artists looking for studio space,
theatre groups dreaming of a stage to practice on, and others. Many, if not all, of these gr oups
would struggle to pay a lease in the real estate market of greater Boston and the North Shore.
Instead, we see it as a part of our stewardship of our resources – which includes our 111-year-
old building – to create a space for our community to have access to the arts, arts education, and
for creativity to thrive in our community. In the next few years, we aim to renovate all our old
Sunday school classrooms and meeting rooms to become music practice rooms, a dance studio,
and shared artist studio spaces. A survey was created and distributed in September 20 21 through
various town and community venues (online on our website, Facebook groups, Reading Arts
Festival, Reading Street Faire, and among our current community partners and its members,
including Creative Arts, the town civic concert band, etc.). Responses indicated a strong interest
in artist studio spaces, exhibit and performance spac e, and a place for community gatherings.
Many creators are tired of working out of their living or dining room and would greatly benefit
from dedicated studio space.
In October of 2021 there was a plumbing issue at FCCR. Lack of activity in the building caused
this to become a major flood because no one was on site to note and react to it. Although
insurance will cover some of the repairs, this is an old building and once one starts to take things
apart, more repairs are required that are not covered by insurance. If you have ever worked on
repairs to an old house, you understand the issues of starting to replace drywall only to find
termite damage in the studs from 50+ years ago, for example. FCCR’s energy and financial
reserves have been needed to address post-flood issues rather than to move forward in our
initiatives to support the arts.
Nevertheless, volunteers and staff from FCCR beg an working on projects that could be
completed through sweat equity: minor repairs, cleaning, and painting former classroom s to
adapt them to artists’ studio spaces. However, several of the underlying floors have asbestos
tiles. We feel it is important to remove and replace these with floori ng that is safe and easy to
maintain. We have an estimate of about $30,000 to replace all these floors , which we envision
could provide studio space for ten or more local artists , as well as continue to provide the
programming we host to various ages, including children, teens, adults, and the elderly in safe
spaces. These are funds that are not available to us in the immediate future between the
reduction of income due to the pandemic in 2020, and a focus on remediating water damage in
2021-2022. Therefore, we respectfully request $30,000 for asbestos remediation and replacement
of flooring.
Additionally, during the pandemic we have all come to appreciate the ability to access and use
outdoor space. Our church is surrounded by greenspace, some more u sable than others. We
would like to consult with a landscape professional on how to make this property more usable
and inviting. This could include working with Northeast School of Ballet, Creative Arts, and the
Town of Reading in developing a plan to impr ove the area around and in between the two stone
buildings and the Town Hall Parking Lot. Many years ago, the church sought to improve access
to the downtown area by contributing our land towards the project of expanding the Town Hall
municipal lot on Salem Street, and so we hope that we could work together to envision what the
next wave of improvement could be for our downtown outdoor space. Estimates of having a
professional work with us to create this plan range from $3,000 to $5,000. Therefore, we
respectfully request $4,000 for landscape planning.
We submit our application hoping that the committee might be able to work with us in these
endeavors. At the very least, we also hope that perhaps this is an opportunity to reach out to the
wider community, artists, patrons of the arts, and those who seek to invigorate our downtown
neighborhood, who might have the resources and connections to help our dreams become a
reality.
Sincerely,
Rev. Emelia Attridge
Minister of First Congregational Church of Reading, United Church of Christ
Barbara Philbrick
Moderator of First Congregational Church of Reading, United Church of Christ
Betsy Schneider
Member of First Congregational Church of Reading, United Church of Christ
Water Capital Improvements ARPA Request
Downtown Water Improvements
Project Cost Funding
Awarded Contract Base + Alt 1 4,189,701.26$ 4,300,000.00$ Authorized by TM
10% Contingency 418,970.13$ 1,500,000.00$ 2022 Nov. TM Article 14 (MWRA LWSAP)
Police 418,970.13$ 350,000.00$ Apil 2023 TM Transfer of previously borrowed funds
Engineering CA 400,000.00$
subtotal 5,427,641.51$
Adding Alt 2. Pipe Jacking 951,231.20$
Additional Contigency 95,123.12$
Additional Police 95,123.12$
subtotal 1,141,477.44$ 419,118.95$ ARPA Request
Total 6,569,118.95$ 6,569,118.95$
Gazebo Circle Booster Station
Project Cost Funding
Revised Construction Estimate 1,404,605.60$ 1,100,000.00$ Authorized by TM
Contingency 210,690.84$
Police 150,000.00$
Engineering CA 200,000.00$ 865,296.44$ ARPA Request
Total 1,965,296.44$ 1,965,296.44$
Lead Removal Program
Project Cost Funding
Lead Service Replacement 1,000,000.00$ 1,500,000.00$ Authorized by TM
20 Additional services 200,000.00$
Contingency 180,000.00$
Police 120,000.00$
Engineering CA 200,000.00$ 200,000.00$ ARPA Request
Total 1,700,000.00$ 1,700,000.00$
10,234,415.39$
8,750,000.00$
1,484,415.39$ 1,484,415.39$
2022 DRAFT - SELECT BOARD AGENDAS 2022
10/19/2022
Staff
Responsibility
Estimated
start time
October 26, 2022 Tuesday
Attend Second Financial Forum
November 8, 2022 State Election Tuesday
November 14, 2022 Monday
November 15, 2022 Tuesday
Overview of Meeting Dockser 7:00
Public Comment Board 7:05
SB Liaison & Town Manager Reports Board 7:10
Vote to Accept Gift of New Baseball Field at
Joshua Eaton Board 8:00
Presentation from Reading Ice Arena Authority
and Discussion on Lease Renewal for Burbank Board 8:20
Hearing Traffic Improvements: Stops Signs to Hillcrest
Rd and Copeland Rd.Lt. Jones 8:45
Discussion and Vote on Select Board
Representative to Symonds Way Exploratory
Committee Board 9:00
Discuss Future Agendas Board 9:15
Approve Meeting Minutes Board 9:30
November 17, 2022 Subsequent Town Meeting II Thursday
November 21, 2022 Subsequent Town Meeting III Monday
November 22, 2022 Tuesday
November 28, 2022 Subsequent Town Meeting IV Monday
December 6, 2022 Tuesday
Overview of Meeting Dockser 7:00
Public Comment Board 7:05
SB Liaison & Town Manager Reports Board 7:10
ReCalc Final Survey Update Umass Boston
Director of Equity and Social Justice Update
Vote to Approve Licenses (delegated to Town
Manager's Office)
Vote to Approve Liquor Licenses
Discuss Future Agendas Board
Approve Meeting Minutes Board
December 7, 2002 Wednesday
Town Department FY24 budgets
December 13, 2022 Tuesday
Town Department FY24 budgets
VASC Policy Changes and Recommendations VASC
2022 DRAFT - SELECT BOARD AGENDAS 2022
10/19/2022
Staff
Responsibility
Estimated
start time
December 14, 2022 Wednesday
Town Department FY24 budgets (if needed)
Future Meetings - Agenda Items
Discuss Early Sunday Hours at Recreational
Fields & Parks Rec Comm
Discuss/Vote to adopt Birch Meadow Master
Plan (discuss with Town Counsel in advance) Rec Comm
Public Safety Quarterly updates Landry/ Dockser
Air BnB update CPDC
Update on 186 Summer Ave / Review of Select
Board role (consult with Town Counsel) Town Counsel
Discuss Police Department Policies with respect
to Police Reform Legislation & Department
Accreditation Landry/ Dockser
Discuss and Approve Flag Policy Board
Discuss Tree Lawn Pesticide Policy BOH
Recurring Agenda Items
Close Warrant: Annual Town Meeting March 3/1/2022
Close Warrant: Subsequent Town Meeting September 9/27/2022
Appoint Town Accountant March Annual
HEARING Approve Classification & Compensation May Annual
Appointments of Boards & Committees May/June Annual
HEARING Approve Tax Classification October Annual
HEARING Approve Licenses December Annual
Liaison: RCTV members Report Annual
Liaison: CAB (RMLD) member Report Annual
Liaison: MAPC member Report Annual
Liaison: Reading Housing Authority Report Annual
Liaison: Reading Ice Arena Report Annual
Town Accountant Report Qtrly
Economic Development Director Semi-ann
Parking/Traffic/Transportation Task Force
Town Board & Committee visits
Town Department visits
Review Select Board Goals
Review Town Manager Goals
2023
DRAFT - SELECT BOARD
AGENDAS
Staff
Responsibility
January 10, 2023 Tuesday
January 24, 2023 Tuesday
February 7, 2023 Tuesday
February 21, 2023 Tuesday
March 7, 2023 Tuesday
March 21, 2023 Tuesday
April 4, 2023 TOWN ELECTION
April 18, 2023 Tuesday
April 24, 2023 ANNUAL TOWN MEETING
April 27, 2023 ANNUAL TOWN MEETING
May 1, 2023 ANNUAL TOWN MEETING
May 4, 2023 ANNUAL TOWN MEETING
May 9, 2023 Tuesday
May 23, 2023 Tuesday
June 6, 2023 Tuesday
June 20, 2023 Tuesday
July 11, 2023 Tuesday
August 1, 2023 Tuesday
August 22, 2023 Tuesday
September 12, 2023 Tuesday
September 26, 2023 Tuesday
October 10, 2023 Tuesday
October 24, 2023 Tuesday
November 7, 2023 Tuesday
November 13, 2023 SUBSEQUENT TOWN MEETING
November 16, 2023 SUBSEQUENT TOWN MEETING
November 20, 2023 SUBSEQUENT TOWN MEETING
November 21, 2023 Tuesday
Novmeber 27, 2023 SUBSEQUENT TOWN MEETING
December 5, 2023 Tuesday
Vote to approve annual licenses
(delegated to TM Office)
Vote to approve Liquor Licenses
December 6, 2023 Wednesday
Department Budget Presentations
December 12, 2023 Tuesday
Department Budget Presentations
Estimated start time
Select Board Draft Minutes
October 11th, 2022
Public Comment
Rosemary DiBenedetto feels the town should buy the Walgreens building and then tear it down and
build a parking garage. She also noted a long list of things that need updating at the Pleasant Street
Center.
John Parsons noted that the Pleasant Street Center hasn’t been fully staffed in a long time and it would
be nice to get a full staff for the seniors.
Liaisons
Bacci attended the Board of Health last week; they are issuing a RFP for a community needs assessment
survey to help with needs regarding covid. The MWRA waste water numbers are up. They also discussed
the rodent issue up at the water tower.
Haley noted he attended the Economic Development Summit last week which was well attended by the
residents of the area. Lots of ideas were discussed and it was filmed by RCTV for anyone who wishes to
watch. He also attended the RMLD Open House which was fantastic. He held office hours earlier today
where most of the comments were in regards to a later agenda item, Walgreens.
Herrick noted she met with Lisa Egan about the proposed Polystyrene Bylaw and her concerns. They are
thinking about adding another public forum for outreach. She attended the Remembrance and Recovery
event. The Council on Aging held a meeting that mostly discussed the Pleasant Street Center and what
ADA complaint means. She also attended the financial forum.
Dockser noted RECALC voted 7-0 in support of moving forward with the Walgreens Building. They also
did a community survey and will receive an update sooner than December to report back.
Town Managers Report
Maltez noted that our trash contractor JRM was bought out by Republic Services. They assured us a
smooth transition, but it has not been going well. He assured the board they are speaking with Republic
and doing everything they can to rectify the situation.
We received a complete streets grant. The last beer garden of the season will be October 22, 2022.
State Warrant
Town Clerk Laura Gemme was present and noted this warrant is for the November 8th State Election and
was provided in the packet for the board.
Haley moved to close the State Election Warrant as presented to be held on November 8th, 2022.
Herrick seconded the motion and the motion passed with the following roll call vote:
Bacci – yes; Haley – yes Herrick – yes; McCarthy – yes; Dockser – yes.
Green Communities
Maltez noted there was legislation signed last week that potentially impacts Article 22 on the warrant
for Town Meeting. The Article may not be necessary anymore and it is Town Counsels recommendation
to table it and wait until next year.
Herrick would like to hear more of Town Counsels reasoning for tabling this. She feels the Article still
may be needed so it would be best to let it move forward at this Town Meeting.
Future Agendas
The board discussed future agenda items.
Minutes
The board edited the previous meeting minutes.
Haley moved to approve the meeting minutes from September 13th, 2022 as amended. The motion
was seconded by McCarthy and approved with a 5-0 vote.
Haley moved to approve the meeting minutes from September 20th, 2022 as amended. The motion
was seconded by Herrick and approved with a 5-0 vote.
17 Harnden Street Proposal
The board discussed the current proposal from the Walgreen building that is on the table. They
specifically discussed the timing of the article for town meeting and potentially holding a special election
in January or February. The board feels that maybe this town meeting is too soon since there are still so
many unknown answers.
Dockser noted he felt ReCalc was interested in the Walgreens building but it needs more discussion
before a final answer which is why they voted to move forward with discussions at this time. The board
agrees as well that while this building could potentially meet a lot of their needs, there are still many
questions as to whether it is the right building for this.
The board discussed some concerns from residents that they feel this is skipping the line ahead of the
Killam Building. It was noted this is not taking priority over Killam, it is just happening at the same time
and are both high priorities.
Maltez gave the board a presentation about some other options for a senior center. Maltez gave this
presentation at the Senior Center Lunch N Learn last week. The presentation can be found in the Select
Board packet on the town website.
The board discussed the different costs associated with each option and then decided to proceed in
Executive Session for further discussion.
At 9:01 PM, Haley moved to go into Executive Session, including staff members Fidel Maltez, Caitlin
Nocella and Ivria Fried and Jennie Merrill from Town Counsel’s office, under Executive Session
Purpose 6 to discuss the acquisition and value of 17 Harnden Street, as the Chair declares that an
open meeting could have a detrimental effect on the bargaining position of the body; and under
Purpose 7, to comply with Section 22 of the Open Meeting Law and that the board will reconvene in
open session to continue discussion on the 17 Harnden Road topic. The motion was seconded by
Herrick and approved with a unanimous roll call vote.
The board returned to open session at 9:54 PM.
The board discussed which member would be the point person on this going forward.
Herrick nominated Dockser while Bacci noted he would be willing to do it. Haley deferred to Bacci while
McCarthy felt Dockser would be a good choice because of his background with the seniors.
Haley moved authorize the Town Manager to send Notice to Award the Contract to BH Waltham II
LLC, c/o Partel Management LLC, for the acquisition of 17 Harnden Street, subject to successful
negotiations, as discussed during tonight’s meeting, and authorize Select Board Member Dockser to
engage in such negotiations on behalf of the Board. The motion was seconded by Herrick and
approved with a 5-0 vote.
Haley moved to adjourn the meeting at 9:58 PM. The motion was seconded by Herrick and approved
with a 5-0 vote.