HomeMy WebLinkAbout2023-03-08 Finance Committee Packet
Town of Reading
Meeting Posting with Agenda
2018-07-16LAG
Board -Committee -Commission -Council:
Finance Committee
Date: 2023-03-08Time: 7:00PM
Building: Reading Town Hall Location: Select Board Meeting Room
Address: 16 Lowell StreetAgenda:
Purpose:General Business
Meeting Called By:Jacquelyn LaVerde on behalf of Chair Ed Ross
Notices and agendas are to be posted 48 hours in advance of the meetings excluding
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operation and make necessary arrangements to be sure your posting is made in an
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Topics of Discussion:
This meeting will be held in-person in the Town Hall Select Board Meeting Room, remotely
via Zoom, and will be broadcast on RCTV.
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AGENDA:
Liaison Reports
FY24 Town Budget Presentations
o Town Accountant Revenue, Financial Forecast, Spending Scorecard, Shared
Costs
o Administrative Services & Technology
o Public Services
o Finance
o Public Library
o Facilities
o Public Works (All + Water/Sewer/StormWater Enterprise Funds)
Future Agendas
ApproveMeetingMinutes
o March 1, 2023
This Agenda has been prepared in advance and represents a listing of topics that the chair reasonably anticipates will be discussed
at the meeting. However the agenda does not necessarily include all matters which may be taken up at this meeting.
Page | 1
TownofReading
FY24ProposedBudget
For the year July 1, 2023 June 30, 2024
FidelMaltez,TownManager@ReadingMA.gov
Table of Contents
BUDGET INTRODUCTION.......................................................................................................................................3
AC ITIZENS G UIDE TO THE B UDGET...................................................................................................................................3
T HE B UDGET D OCUMENT................................................................................................................................................3
T HE B UDGET P ROCESS....................................................................................................................................................4
O RGANIZATIONAL C HART.................................................................................................................................................5
B UDGET T IMELINE..........................................................................................................................................................6
......................................................................................................7
T OWN M ANAGERS FY24B UDGET M ESSAGE......................................................................................................................8
C HIEF F INANCIAL O FFICERS R EPORT................................................................................................................................11
CFO's Recommended FY24 Revenues..................................................................................................................11
Financial Forecast...............................................................................................................................................15
Spending Scorecard.............................................................................................................................................19
Shared Costs FY24 Budget...................................................................................................................................21
TOWN BUDGET BY DEPARTMENT........................................................................................................................25
FY24B UDGETS...........................................................................................................................................................25
A DMINISTRATIVE S ERVICES D EPARTMENT.........................................................................................................................29
Operations Division.............................................................................................................................................32
Human Resources Division..................................................................................................................................34
.......................................................................................................................................36
Town Clerk /Elections Division............................................................................................................................38
T ECHNOLOGY D EPARTMENT...........................................................................................................................................40
P UBLIC S ERVICES D EPARTMENT......................................................................................................................................42
Administration Overview....................................................................................................................................44
Community Services............................................................................................................................................45
Elder & Human Services Division.........................................................................................................................48
Recreation Division.............................................................................................................................................50
Veterans Services Division...................................................................................................................................51
Community Development...................................................................................................................................53
Planning Division.................................................................................................................................................56
Economic Development Division.........................................................................................................................59
Inspections Division.............................................................................................................................................61
Conservation Division..........................................................................................................................................62
Historic Division...................................................................................................................................................63
F INANCE D EPARTMENT.................................................................................................................................................64
Accounting Division.............................................................................................................................................66
Assessing Division...............................................................................................................................................68
General Finance Division.....................................................................................................................................70
P UBLIC S AFETY............................................................................................................................................................72
Public Health.......................................................................................................................................................74
Fire/Emergency Medical Services........................................................................................................................76
Police...................................................................................................................................................................79
Coalition for Prevention and Support..................................................................................................................82
Dispatch..............................................................................................................................................................84
D EPARTMENT OF P UBLIC W ORKS....................................................................................................................................86
Town of ReadingFY24 Proposed Budget1
DPW Administration...........................................................................................................................................92
Engineering Division............................................................................................................................................94
Highway Division.................................................................................................................................................96
Storm Water Division..........................................................................................................................................98
Forestry Division..................................................................................................................................................99
Parks/Cemetery Division...................................................................................................................................101
R EADING P UBLIC L IBRARY............................................................................................................................................103
Administration Division.....................................................................................................................................107
Equity and Social Justice Division......................................................................................................................108
Public Services Division.....................................................................................................................................109
Collection Services Division...............................................................................................................................110
F ACILITIES D EPARTMENT..............................................................................................................................................111
SCHOOL DEPARTMENT BUDGET........................................................................................................................116
ENTERPRISE FUNDS............................................................................................................................................192
W ATER E NTERPRISE F UND...........................................................................................................................................192
S EWER E NTERPRISE F UND............................................................................................................................................195
S TORM W ATER E NTERPRISE F UND................................................................................................................................199
PEGC ABLE A CCESS E NTERPRISE F UND...........................................................................................................................202
L ANDFILL E NTERPRISE F UND.........................................................................................................................................204
CAPITAL & DEBT SERVICE...................................................................................................................................206
C APITAL O VERVIEW....................................................................................................................................................206
D EBT O VERVIEW........................................................................................................................................................207
DPW:B LOWER A TTACHMENT......................................................................................................................................209
DPW:C-10M OWER.................................................................................................................................................210
DPW:C AR 2............................................................................................................................................................211
DPW:F-2U TILITY T RUCK...........................................................................................................................................212
DPW:L OADER..........................................................................................................................................................213
DPW:P-16T RAILER..................................................................................................................................................214
DPW:PFCS UPERVISOR P ICKUP...................................................................................................................................215
DPW:E2S URVEY V EHICLE..........................................................................................................................................216
DPW:H-16D UMP T RUCK..........................................................................................................................................217
DPW:H-17D UMP T RUCK..........................................................................................................................................218
F IRE:P ASSENGER C AR 2..............................................................................................................................................219
APPENDIX A.......................................................................................................................................................220
C APITAL P LAN...........................................................................................................................................................220
APPENDIX B.......................................................................................................................................................221
D EBT S CHEDULE.........................................................................................................................................................221
2FY24 Proposed BudgetTown of Reading
Budget Introduction
hank you for taking the time to read this budget introduction in an effort to better
understand one of the most important documents produced by our community.
The Annual Budget, far more than an organized collection of figures, reflects the
T
values, goals, and priorities of the town. It serves as a policy document, a financial
guide, and a vehicle for communicating with residents. This guide is intended to better
illustrate the structures of town government, the budget process, and orient readers to
the document. This year we have also reformatted the budget for readability and
accessibility, added a new Table of Contents linked from every page in the digital
version, and subject cues in the print version. The capital budget now has project
pages with detailed information. We hope this will be a useful tool for readers as you
better acquaint yourself with the latest financial and planning information for the Town
of Reading.
The Budget Document
n an effort to breakdown Readings FY2024 proposed $135,070,333budget, this
document is organized into sections covering a host of financial and structural
I information about the health of the Town, impact on residents, and what your taxes
will achieve. The budget document includes the following:
Financial Summary: Provides an overview of Readings proposed budget with
specific focus on property taxes, revenues, expenditures, capital, debt, and major
liabilities such as direct debt, pension, and other post-employment benefits. The
Financial Scorecard is also located here.
Town Government:Provides a breakdown of Readings governmental structure
(General Government, Finance, Planning and Land Management, Human Services,
Public Safety, Public Works, and Unclassified) while focusing on their individual budget
highlights, accomplishments, goals, and long-term plans.
Town of ReadingFY24 Proposed Budget3
Accommodatedand SharedCosts:Provides an analysis of the Town and Reading
Public Schools(RPS) responsibilities to Group Insurance, Other Post-Employment
Benefits, Property and Liability Insurance, Unemployment and Workers
Compensation, Retirement, Medicare / Social Security,Regional Vocational Schools,
and Debt Service.
Schools:Provides a detailedsnapshotof Reading PublicSchools (RPS).
Capital Expenditures: Provides a detailed description of each Capital request in this
budget.
Appendices:Providedetailed information onCapital Projects and projected Debt
Service for the next ten (10) years.
The Budget Process
he Town of Reading operates under state statutes and the Home Rule Charter
establishing the Select Board Town Manager form of government. The
legislative body of Reading is a Representative Town Meeting comprised of 192
T
elected Town Meeting Members. Town Meeting has the sole authority to
appropriate funds for the operating budget and capital projects, except for particular
instances where statutes or regulations do not require appropriation or where the
authority is given to the Select Board. Any amendments to appropriations require
Town Meeting vote at either the Annual, Subsequent or Special Town Meeting (called
by a vote of the Select Board). Annual Town Meeting is held the last Monday in April at
7:30 PM and continues Thursdays and Mondays until all articles are reviewed, or Town
Meeting members adjourn sine die.Subsequent TownMeeting is typically held the
second Monday in November. In Reading, Town Meetings typically last three to four
nights, and are held at the Performance Arts Center in the Reading Memorial High
School. Town Meetings are televised by Reading Community Television (RCTV).
Minutes, warrants and relevant records from previous Town Meetings are managed by
our Town Clerk and kept to the Towns website.
4FY24 Proposed BudgetTown of Reading
OrganizationalChart
Town of ReadingFY24 Proposed Budget5
Budget Timeline
SEPTEMBER/OCTOBER
st
Budget process begins for the next Fiscal Year beginning July 1
Financial Forums and next Fiscal Year guidance from FINCOM
Subsequent Town Meeting Warrant closes
NOVEMBER
Subsequent Town Meeting: second Monday (or second Tuesday if second
Monday is a legal holiday)
DECEMBER
Town department budget preview presentations and requests to Select Board
JANUARY
School Committee Budget presentations
FEBRUARY/MARCH
School Committee presents the budget to Town Manager by February 1st.
Town Manager presents balanced budget to Finance Committee by March 1st.
Finance Committee budget meetings and vote on balanced budget and Town
Meeting Warrant Articles
Annual Town Meeting Warrant closes
APRIL
Town Election: first Tuesday following the first Monday in April
Annual Town Meeting: third Tuesday preceding the fourth Monday in April
JUNE
th
Fiscal Year ends June 30
JULY
st
Fiscal Year begins July 1
6FY24 Proposed BudgetTown of Reading
Recommended Budget
Town ManagerSelect Board
Fidel MaltezMark L. Dockser, Chair
townmanager@ci.reading.ma.us
Karen Gately Herrick, Vice Chair
Christopher Haley, Secretary
Carlo Bacci
Jacqueline McCarthy
selectboard@ci.reading.ma.us
Town Management Team
Matthew Kraunelis, Esq., Assistant Town Manager mkraunelis@ci.reading.ma.us
Sharon Angstrom, CPA, Chief Financial Officer/Town Accountant sangstrom@ci.reading.ma.us
Kevin Furilla, Chief Information Officerkfurilla@ci.reading.ma.us
Gregory Burns, Fire Chief gburns@ci.reading.ma.us
David Clark, Police Chief dclark@ci.reading.ma.us
Adetokunbo Solarin, MPH, Public Health Director asolarin@ci.reading.ma.us
Jane Kinsella, Public Works Director jkinsella@ci.reading.ma.us
Amy Lannon, MLIS, Library Director lannon@noblenet.org
Joseph Huggins, Director of Facilities jhuggins@ci.reading.ma.us
Town of ReadingFY24 Proposed Budget7
Dear Reading Community,
I want to start off by saying thank you for the warm welcome and incredible support
provided to me and Town Staff during my first year as Town Manager in Reading.
Outgoing Town Manager, Bob LeLacheur, was an incredible leader and I knew I had
big shoes to fill. With the help of our incredible team, as well as Bobs mentoring and
guidance, we have not missed a beat and we continue moving Reading forward.
Overview of the Budget Process
Like previous years, following State Law and our Home Rule Town Charter, the budget
milestonesare listed below in chronological order:
Superintendent of Schools delivers budget to School Committee: early January,
School Committee votes on School Department budget: late January,
Town Managerdelivers balanced budget to Finance Committee: end of
February,
Finance Committeereviews and votes on School and Town budget: late March,
Town Meetingreviews and votes School and Town Budget: early May
FY24 Budget Calendar
Given our leadership transitions, our leadership team began working on the budget
early this year, resulting in a thoughtful and inclusive process. Our Department Heads,
with our Town Accountant, reviewed our capital plan in July and August. The global
pandemic, inflation, and extended lead time for equipment resulted in significant
increases to many of the vehicles and projects on our capital plan. For instance, we saw
a 40% increase in the cost of Public Works vehicles. It was critical to learn this early in
our process to present these figures to the Finance Committee (FinCom).
FinCom held two Financial Forums: one in September and one in October. The first
forum largely focused on the Killam School building process, and we were fortunate to
receive a presentation from Sean Cronin,Senior Deputy Commissioner, Division of
Local Services. Mr. Cronins presentation focused on getting our community ready for
the upcoming school project.
8FY24 Proposed BudgetTown of Reading
Following the forums, FinCom voted Free Cash usage of $3.28 million to supplement
our FY24 budget. This included an extra $700,000 for capital expenditures to buffer
the impacts of inflation. This amount of free cash resulted in school operating budgets
increase of 4.33% and town operating budget increase of 4.00%.
The FY24 budget is also marked by significant impact to utility costs, particularly natural
gas and electricity. At the beginning of the budgeting process, we were projecting
large increases to both budget lines. In early January, we were able to make changes
to our natural gas expense projection, which resulted in a lower accommodated cost
budget than originally anticipated. This was reviewed with FinCom at their January 18,
2023, meeting.
FY24 Budget Summary
Total estimated revenues for FY24 are $115.9 million; more detail is presented in our
Town Accountants Recommended Revenues. This is equal to a projected increase of
3.99% in our projected revenues. FinCom voted free cash usage of $2.58 million, in
addition to $700,000 for capital, for a total free cash usage of $3.28 million towards the
FY24 budget. These revenues result in accommodated costs of $43.5 million, or a 3.8%
increase over FY23s. The School Operating budget is $48.2 million, and the Town
Operating budget is $27.7 million, resulting in a 4.33% and 4.00% increase over FY23s
budget.
Major Initiatives in FY24 Budget
In October 2021, Town Meeting funded a pay and class study for non-union employees
of the Town. This effort was led by our Human Resources Director and involved a
thorough review of the salaries of non-union employees, as compared to our peer-
communities. Fortunately, our outgoing Town Manager placed $85,000 in the FY23
budget to give this initiative a head start, and Town Meeting funded an additional
$58,000 at November Town Meeting. It was our priority to implement all the
recommendations of the pay and class study in the FY24 budget. Throughout the
department budgets in this report, we highlight the changes in wages related to the
pay and class study. Reading is an incredible place to work, and I am confident that
given these adjustments, we will remain a very attractive workplace compared to our
peer communities.
This FY24 budget also includes increased funding in our Community Services Division,
which includes a full-time Veterans Service Officer (VS0), and additional staffing for our
Elder and Human Services, including a full-time Senior Center Coordinator and full-
Town of ReadingFY24 Proposed Budget9
time clerk to cover the front desk at the Pleasant Street Center. We also increased the
expense line related to programming and support at the Pleasant Street Center.
Grants Secured in FY22 and FY23
One nugget of exciting news is the increase in grant awards in FY23. While outside of
the operating budget, these grants will help Reading achieve significant projects that
would benefit our residents. We received over $4 million to complete improvements
to the Maillet, Sommes, Morgan area. We also received $500,000 to install sidewalks
on Auburn Street and Parkview Road, in addition to being accepted into the Safe
Routes to School program from MassDOT to complete safety and pedestrian
improvements on Oakland Road. We will continue pursuing these opportunities in
FY24, with a large focus on infrastructure grant funding for Haven Street andWalkers
Brook Drive.
Looking Ahead: Cautiously Optimistic News
The biggest unknown as we approach FY24 and beyond is the state of our national
economy and inflation. At the writing of this budget message, commentators are
highlighting the need for a soft landingas the inflation reducing policies at the
federal level are implemented. Some commentators are even speculating that we
might see a growth reboundin the national economy. We will continue tracking the
larger economy, inflation, and its effect on our local finances. For now, our reserves
continue to be healthy, and our Town staff continue to improve our municipal
operations for the benefit of our residents.
During the FY24 budget process we have modified the presentation of our annual
budgetdocument. This will be a process of continuous improvement, but significant
work went into creating this new look to our budget. Thank you to Jackie LaVerde and
Jayne Wellman for leading these upgrades.
Fidel A. Maltez
Town Manager
February 15, 2023
10FY24 Proposed BudgetTown of Reading
CFO's Recommended FY24 Revenues
s of July 1, 2023 the Finance Director position is changed to Chief Financial
Officer. Sharon Angstrom serves as both the CFO and the Town Accountant.
A
SummaryofRevenues Revenues for general government will be $115.9 million,
plus the use of $3.28 million of Free Cash an overall 3.92% increase from FY23.
FY24ChangeShare
Property Taxes$ 87.33.5%73%
Local Revenues$ 8.812.6%7%
State Aid$ 15.52.5%13%
Transfers$ 4.32.5%4%
Free Cash$ 3.3-1.7%3%
$ 119.23.9%100%
PropertyTaxes($87.3millionor73%ofrevenues)The forecasted 3.5%
increase in FY24 includes a 2.5% increase over the FY23 tax levy plus New Growth. The
following table shows actual New Growth over the last ten years (a 5-year average of
$986,000 and a 10-year average of $899,000). The Town has made significant progress
on Economic Development; New Growth projections for FY24 are $950,000, with more
New Growth to follow.
Actual New Growth (000)s
FY23FY22FY21FY20FY19FY18FY17FY16FY15FY14
$ 916$ 1,614$ 967$ 593$ 840 842 717 912 844 741
The Assessor's overlay account has increased to $823,995 in FY24. This amount is set
aside for the Board of Assessors to handle abatements and exemptions. The actual
amount may vary from the budgeted amount when the Town Accountant finalizes the
tax rate in November 2024. If the overlay account is not used for abatements, it is
released to Free Cash. (See" Operating transfers/Available Funds" below.)
Town of ReadingFY24 Proposed Budget11
LocalRevenues($8.8millionor7%ofrevenues)Local revenues are forecasted
to increase by 12.6% from the prior year. Many revenues in this category have recovered
to pre-pandemic levels. The rate of the increase reflects the actual revenues received in
the preceding year and considers how local revenues are trending in the current fiscal
year.
MotorVehicleExcise($4.18million)This revenue source is challenging to
forecast, as we have been both over and under budget by $300,000 in recent
years, although the longer-term average has been in line. Next year, we forecast
a 6.0% increase to $4.18 million asthe actual revenues for motor vehicle excise
have returned to pre-pandemic levels. The motor vehicle excise projections were
significantly reduced during the pandemic. In 2019, actual receipts for motor
vehicle came in at just under $4.1 million.
ChargesforServices($2.3million)This revenue source came in over
budget by over $.3million in FY22, and FY23 is receipts are currentlyhigher than
projection. Thus,the revenue projection is increased by 8.2% to adjust to current
revenue trends.Examples of revenues in this category are ambulance charges,
cell tower rent, inspections, and cemetery charges.
MealsTax($0.52million)During the pandemic, meal tax projections were
significantly reduced; the meal tax revenues received in FY22 came in at $.15
million above projections. Currently, FY23 receipts are exceedingour forecasts.
Next year, we forecast a 17.0% increase to $.52 million.
InterestEarnings($0.59million)Interest rates have increased significantly
over the last year. Next year's forecast is to increase by 148.9% as FY22 interest
earnings came in $.1 million over projection, and FY23 revenues are exceeding
projections.
12FY24 Proposed BudgetTown of Reading
IntergovernmentalRevenue($15.5millionor13%ofrevenues)The final
figure for State Aid for FY24 is still unknown. We use an assumption of +2.5%. FINCOM
has agreed to make up any shortfall from +2.5% with Free Cash this adjustment would
typically happen at a November Town Meeting after the fiscal year begins.
OperatingTransfers/AvailableFunds($4.0millionor4%ofrevenues)The
amount of money available from the cemetery sale of lots has remained constant. The
Board of Assessors released $325,000 from the overlay surplus last year and is planning
to release $350,000 for use in FY24; this figure is expected to decline in future years.
The RMLD annual payment is projected at $2.6 million, based on kWh sold in the prior
year.
A figure of $3.28 million is being used from Free Cash to balance the FY24 budget. The
Chart below shows Free Cash and Stabilization history and a projection for FY23 and
forward using a conservative $2.5 million regeneration estimate for FY23, FY24, and
FY25. Free Cash Use is projected at $3.28 million to balance the FY24 and $2.58 million
to balance the FY25 budget:
Town of ReadingFY24 Proposed Budget13
14FY24 Proposed BudgetTown of Reading
Financial Forecast
Budget Summary
Town of Reading
Budget Summary One YrOne YrOne YrOne YrOne Yr
2/23/23 9:02 AMProjectedChngProjectedChngProjectedChngProjectedChngProjectedChng
No.FY23FY23FY24FY24FY25FY25FY26FY26FY27FY27
Revenues
A1Total Property Taxes84,397,9513.5%87,348,4193.5%89,168,5642.1%91,211,0862.3%94,641,3633.8%
A2Total Other Local Revenues7,790,00011.4%8,775,00012.6%9,465,0007.9%9,975,0005.4%10,540,0005.7%
A3Total Intergov't Revenues15,165,8832.6%15,545,0302.5%15,933,6562.5%16,331,9972.5%16,740,2972.5%
A4Total Transfers & Available4,178,6577.6%4,309,2893.1%4,354,3701.0%4,388,8750.8%4,490,6642.3%
A98Revs before Free Cash$111,532,4914.02%$115,977,7383.99%$118,921,5902.54%$121,906,9582.51%$126,412,3243.70%
A5Free Cash2,539,000-3.8%2,580,0001.6%2,580,0000.0%2,580,0000.0%2,580,0000.0%
A6Extra for Capital686,000-9.7%700,0002.0%700,0000.0%0-100%0-100%
A99Net Available Revenues$114,757,4913.74%$119,257,7383.92%$122,201,5902.47%$124,486,9581.87%$128,992,3243.62%
Accommodated Costs
B Benefits19,837,5003.9%20,682,6884.3%21,762,6665.2%22,917,3305.3%24,112,6725.2%
C Capital3,113,500-21.3%2,963,000-4.8%2,770,000-6.5%2,916,5005.3%2,928,0000.4%
Debt (inside levy)3,250,95865.5%3,380,6944.0%3,763,33811.3%3,174,275-15.7%3,311,8504.3%
D Debt (excluded)2,727,408-2.3%2,686,112-1.5%1,279,700-52.4%0-100.0%0#DIV/0!
E Energy2,035,0001.2%2,290,50012.6%2,561,21811.8%2,657,9393.8%2,757,1423.7%
F Financial1,092,0008.1%1,132,0003.7%1,157,0002.2%1,182,0002.2%1,202,6751.7%
G Education - Out of district5,580,0002.5%5,803,2004.0%6,035,3284.0%6,276,7414.0%6,527,8114.0%
H Education - Vocational870,00010.4%904,8004.0%1,140,99226.1%1,186,6324.0%1,234,0974.0%
J Miscellaneous3,430,0542.7%3,508,8052.3%3,589,8222.3%3,698,1693.0%4,042,8909.3%
K Community Priorities00.0%150,0000.0%150,0000.0%150,0000.0%150,0000.0%
L1Accommodated Costs$ 41,936,4203.43%$ 43,501,7993.73%$ 44,210,0641.63%$ 44,159,586-0.11%$ 46,267,1364.77%
L2Net Accommodated Costs$ 41,936,4203.43%$ 43,501,7993.73%$ 44,210,0641.63%$ 44,159,586-0.11%$ 46,267,1364.77%
$ 3,022$ 2,382$ 4,532$ 3,308
Operating Costs
OC1Municipal Gov't Operating 25,262,9393.85% 26,457,5374.00% 27,185,1192.75% 27,947,4302.80% 28,729,9582.80%
adjustments 177,000 1,097
adjustments (EF+RF) 1,196,0403.94% 1,243,8824.00% 1,278,0892.75% 1,313,8752.80% 1,350,6642.80%
TOTAL Muni Govt OPER 26,635,9794.55% 27,701,4194.00% 28,464,3052.75% 29,261,3052.80% 30,080,6222.80%
OC2School Operating 45,953,3633.85% 48,051,4984.00% 49,372,9142.75% 50,911,5342.80% 52,491,2572.80%
adjustments 250,000 151,925 150,000 150,000
TOTAL School OPER 46,203,3634.41% 48,051,4984.00% 49,524,8393.07% 51,061,5343.10% 52,641,2573.09%
OC4Operating Budgets$ 72,839,3434.46%$ 75,752,9164.00%$ 77,989,1442.95%$ 80,322,8402.99%$ 82,721,8792.99%
Municipal Gov't Operating36.6%36.6%36.5%36.4%36.4%
School Operating63.4%63.4%63.5%63.6%63.6%
TOTAL SPENDING$114,775,7634.08%$119,254,7153.90%$122,199,2072.47%$124,482,4261.87%$128,989,0163.62%
`
Muni Govt OPER$ 26,635,9794.55%$ 27,701,4194.00%$ 28,464,3052.75%$ 29,261,3052.80%$ 30,080,6222.80%
Muni Govt ACCOM$ 5,577,0003.26%$ 5,931,7506.36%$ 6,288,4956.01%$ 6,498,0753.33%$ 6,941,6736.83%
Muni Govt TOTAL$ 32,212,9794.32%$ 33,633,1694.41%$ 34,752,8003.33%$ 35,759,3802.90%$ 37,022,2953.53%
School OPER$ 46,203,3634.41%$ 48,051,4984.00%$ 49,524,8393.07%$ 51,061,5343.10%$ 52,641,2573.09%
School ACCOM$ 5,580,0002.46%$ 5,803,2004.00%$ 6,035,3284.00%$ 6,276,7414.00%$ 6,527,8114.00%
School TOTAL$ 51,783,3634.20%$ 53,854,6984.00%$ 55,560,1673.17%$ 57,338,2763.20%$ 59,169,0683.19%
Town of ReadingFY24 Proposed Budget15
Revenue Details
ATown of ReadingOne YrOne YrOne YrOne YrOne Yr
Revenues - Details ProjectedChngProjectedChngProjectedChngProjectedChngProjectedChng
No.2/23/23 9:02 AMFY23FY23FY24FY24FY25FY25FY26FY26FY26FY26
Property Taxes
Tax levy (within levy limit)81,558,7664.6%84,536,3013.7%87,623,4593.7%90,951,7953.8%94,378,7153.8%
New Growth$ 915,674-43.3%950,0003.7%1,110,00016.8%1,125,0001.4%1,150,0002.2%
Tax levy (debt exclusion) 2,727,408-2.1% 2,686,112-1.5% 1,279,700-52.4% --100.0% -#DIV/0!
Abatements and exemptions(803,897)2.5%(823,995)2.5%(844,595)2.5%(865,709)2.5%(887,352)2.5%
A1Total Property Taxes84,397,9513.5%87,348,4193.5%89,168,5642.1%91,211,0862.3%94,641,3633.8%
Other Local Revenues
Motor Vehicle Excise$ 3,945,0005.2%4,180,0006.0%4,465,0006.8%4,650,0004.1%4,850,0004.3%
Meals Tax$ 440,00020.5%515,00017.0%560,0008.7%590,0005.4%625,0005.9%
Penalties/interest on taxes$ 270,00035.0%325,00020.4%355,0009.2%380,0007.0%410,0007.9%
Payments in lieu of taxes$ 400,0006.7%435,0008.7%465,0006.9%480,0003.2%495,0003.1%
Charges for services$ 2,125,00013.6%2,300,0008.2%2,475,0007.6%2,645,0006.9%2,800,0005.9%
Licenses & permits$ 165,00032.0%180,0009.1%195,0008.3%215,00010.3%230,0007.0%
Fines$ 80,000166.7%100,00025.0%110,00010.0%125,00013.6%135,0008.0%
Interest Earnings$ 235,00017.5%585,000148.9%675,00015.4%725,0007.4%825,00013.8%
Medicaid Reimbursement$ 130,00062.5%155,00019.2%165,0006.5%165,0000.0%170,0003.0%
A2Total Other Local Revenues7,790,00011.4%8,775,00012.6%9,465,0007.9%9,975,0005.4%10,540,0005.7%
Intergovernmental Revenue
State Aid15,165,8832.6%15,545,0302.5%15,933,6562.5%16,331,9972.5%16,740,2972.5%
A3Total Intergov't Revenues15,165,8832.6%15,545,0302.5%15,933,6562.5%16,331,9972.5%16,740,2972.5%
Operating Transfers and Available Funds
Cemetery sale of lots25,0000.0%25,0000.0%25,0000.0%25,0000.0%25,0000.0%
RMLD payment2,527,4429.9%2,587,0002.4%2,600,0000.5%2,600,0000.0%2,665,0002.5%
Enterprise Fund Support1,196,0403.9%1,243,8824.0%1,278,0892.8%1,313,8752.8%1,350,6642.8%
School Revolving Funds100,0000.0%100,0000.0%100,0000.0%100,0000.0%100,0000.0%
Premiums Reserve for Debt5,175-26%3,407-34%1,281-62%0-100%0#DIV/0!
Overlay surplus325,0008.3%350,0007.7%350,0000.0%350,0000.0%350,0000.0%
A4Total Transfers & Available4,178,6577.6%4,309,2893.1%4,354,3701.0%4,388,8750.8%4,490,6642.3%
OPERATING REVENUES111,532,4914.02%115,977,7383.99%118,921,5902.54%121,906,9582.51%126,412,3243.70%
A5Free Cash3,225,000-5.1%3,280,0001.7%3,350,0002.1%2,600,000-22.4%2,600,0000.0%
TOTAL REVENUES114,757,4913.74%119,257,7383.92%122,271,5902.53%124,506,9581.83%129,012,3243.62%
16FY24 Proposed BudgetTown of Reading
Accommodated/SharedCostsSummary
Town of Reading
Acc. Costs - Summary One YrOne YrOne YrOne YrOne Yr
2/23/23 9:02 AMProjectedChngProjectedChngProjectedChngProjectedChngProjectedChng
No.FY23FY23FY24FY24FY25FY25FY26FY26FY26FY26
BBenefits 19,837,500 3.9% 20,682,688 4.3% 21,762,666 5.2% 22,917,330 5.3% 24,112,672 5.2%
CCapital 3,113,500 2,963,000 2,770,000 2,916,500 2,928,000
Debt (inside levy) 3,250,958 7.5% 3,380,694-0.3% 3,763,338 3.0% 3,174,275-6.8% 3,311,850 2.4%
DDebt (excluded) 2,727,408 2,686,112 1,279,700 - -
EEnergy 2,035,000 1.2% 2,290,500 12.6% 2,561,218 11.8% 2,657,939 3.8% 2,757,142 3.7%
FFinancial 1,092,000 8.1% 1,132,000 3.7% 1,157,000 2.2% 1,182,000 2.2% 1,202,675 1.7%
GEducation - Out of district 5,580,000 2.5% 5,803,200 4.0% 6,035,328 4.0% 6,276,741 4.0% 6,527,811 4.0%
HEducation - Vocational 870,000 10.4% 904,800 4.0% 1,140,992 26.1% 1,186,632 4.0% 1,234,097 4.0%
JMiscellaneous 3,430,054 2.7% 3,508,805 2.3% 3,589,822 2.3% 3,698,169 3.0% 4,042,890 9.3%
KCommunity Priorities$ 150,000$ 150,000$ 150,000$ 150,000
TOTAL Accomm. COSTS$ 41,936,4203.4%$ 43,501,7993.7%$ 44,210,0641.6%$ 44,159,586-0.1%$ 46,267,1364.8%
Town of ReadingFY24 Proposed Budget17
Accommodated/Shared Costs Details
Town of ReadingOne YrOne YrOne YrOne YrOne Yr
Acc. Costs - Details ProjectedChngProjectedChngProjectedChngProjectedChngProjectedChng
BFY23FY23FY24FY24FY25FY25FY26FY26FY27FY27
B1Contributory Retirement$ 5,785,5003.9%6,140,0006.1%6,539,1006.5%6,964,1426.5%7,416,8116.5%
B3OBRA fees & OPEB study$ 40,0000.0%40,0000.0%40,0000.0%40,0000.0%40,0000.0%
B4OPEB contribution$ 500,000400.0%500,0000.0%500,0000.0%500,0000.0%500,0000.0%
B5Workers Compensation$ 385,0002.7%390,0001.3%400,0002.6%405,0001.3%405,0000.0%
B6Unemployment Benefits$ 75,0000.0%75,0000.0%80,0006.7%85,0006.3%85,0000.0%
B7Group Health / Life Ins.$ 11,922,0001.0%12,397,6884.0%13,048,5665.3%13,753,1895.4%14,495,8615.4%
B8Medicare / Social Security$ 1,000,0000.0%1,005,0000.5%1,015,0001.0%1,025,0001.0%1,025,0000.0%
B9Police / Fire Indemnification$ 130,0000.0%135,0003.8%140,0003.7%145,0003.6%145,0000.0%
B99Acc. Costs - Benefits$ 19,837,5003.9%$ 20,682,6884.3%$ 21,762,6665.2%$ 22,917,3305.3%$ 24,112,6725.2%
C99Acc. Costs - Capital$ 3,113,500-21.3%$ 2,963,000-4.8%$ 2,770,000-6.5%$ 2,916,5005.3%$ 2,928,0000.4%
D1Debt Service - Principal 4,919,00020.4% 5,220,0006.1% 4,080,000-21.8% 2,380,000-41.7% 2,545,0006.9%
D2Debt Service - Interest 1,059,36657.9% 846,806-20.1% 963,03813.7% 794,275-17.5% 766,850-3.5%
D3Excluded debt (2,727,408)-2.3% (2,686,112)-1.5% (1,279,700)-52.4% --100.0% -#DIV/0!
Total Included Debt$ 3,250,95865.5%$ 3,380,6944.0%$ 3,763,33811.3%$ 3,174,275-15.7%$ 3,311,8504.3%
Premiums for general fund$ -#DIV/0!$ -#DIV/0!$ -#DIV/0!$ -#DIV/0!$ -#DIV/0!
D99Acc. Costs -Debt$ 5,978,36625.7%$ 6,066,8061.5%$ 5,043,038-16.9%$ 3,174,275-37.1%$ 3,311,8504.3%
E1Street Lighting (DPW)$ 130,000-13.3%135,0003.8%140,0003.7%145,0003.6%150,0003.4%
E2Electricty (FacCORE)$ 890,0001.9%1,080,00021.3%1,112,4003.0%1,156,8964.0%1,203,1724.0%
E3Natl Gas (FacCORE)$ 650,0002.4%676,0004.0%899,08033.0%935,0434.0%972,4454.0%
E4Water/Sewer (FacCORE)$ 200,0006.6%209,5004.8%214,7382.5%221,0002.9%226,5252.5%
E6Fuel - vehicles (DPW)$ 165,0000.0%190,00015.2%195,0002.6%200,0002.6%205,0002.5%
E99Acc. Costs - Energy$ 2,035,0001.2%$ 2,290,50012.6%$ 2,561,21811.8%$ 2,657,9393.8%$ 2,757,1423.7%
F1Casualty Ins (AD SVC)$ 767,00016.2%787,0002.6%807,0002.5%827,0002.5%847,6752.5%
F2Vet's Assistance (PUB SVC)$ 125,000-16.7%$ 145,00016.0%$ 150,0003.4%$ 155,0003.3%$ 155,0000.0%
F3FINCOM Reserve Fund$ 200,0000.0%200,0000.0%200,0000.0%200,0000.0%200,0000.0%
F99Acc. Costs - Financial$ 1,092,0008.1%$ 1,132,0003.7%$ 1,157,0002.2%$ 1,182,0002.2%$ 1,202,6751.7%
G1SPED transp OOD (Sch)$ 1,035,000-25.6%1,076,4004.0%1,119,4564.0%1,164,2344.0%1,210,8044.0%
G2aSPED tuition OOD (Sch)$ 5,575,0004.1%5,798,0004.0%6,029,9204.0%6,271,1174.0%6,521,9614.0%
G2bSPED contingency$ 470,000100.0%488,8004.0%508,3524.0%528,6864.0%549,8344.0%
G3SPED offsets OOD (Sch)$ (1,500,000)15.4%(1,560,000)4.0%(1,622,400)4.0%(1,687,296)4.0%(1,754,788)4.0%
G99Acc. Costs - OOD SPED$ 5,580,0002.5%$ 5,803,2004.0%$ 6,035,3284.0%$ 6,276,7414.0%$ 6,527,8114.0%
H1Voc School - NERMVS$ 640,00011.9%665,6004.0%892,22434.0%927,9134.0%965,0294.0%
H2Voc School - Minute Man$ 50,0008.7%52,0004.0%54,0804.0%56,2434.0%58,4934.0%
Voc School - Essex North$ 180,0005.9%187,2004.0%194,6884.0%202,4764.0%210,5754.0%
H99Acc. Costs - Vocational$ 870,00010.4%$ 904,8004.0%$ 1,140,99226.1%$ 1,186,6324.0%$ 1,234,0974.0%
J1Rubbish (DPW)$ 1,975,0003.6% 2,034,2503.0% 2,095,2783.0% 2,158,1363.0% 2,481,85615.0%
J2Snow and Ice Control (DPW)$ 675,0000.0% 675,0000.0% 675,0000.0% 700,0003.7% 700,0000.0%
J3State Assessments$ 780,0542.6%799,5552.5%819,5442.5%840,0332.5%861,0342.5%
Cemetery (DPW)
J99Acc. Costs - Misc.$ 3,430,0542.7%$ 3,508,8052.3%$ 3,589,8222.3%$ 3,698,1693.0%$ 4,042,8909.3%
18FY24 Proposed BudgetTown of Reading
Spending Scorecard
LineCategory
% FY24 Budget FY24 Budget %
FY23 Budget Grand Town Finance FINCOM % Grand
revisedTotalManagerCommitteevoteschngTotal
B99Benefits$19,837,500 15.1%$20,682,688 $20,682,688 4.3%15.2%
C99Capital$2,886,000 2.2%$2,963,000 $2,963,000 2.7%2.2%
D99Debt service$5,983,550 4.5%$6,066,806 $6,066,806 1.4%4.5%
E99Education - Vocational$870,000 0.7%$904,800 $904,800 4.0%0.7%
F99Finance Committee Reserves$200,000 0.2%$200,000 $200,000 0.0%0.1%
Total Shared Costs $ 29,777,050 22.6% $ 30,817,294 $ 30,817,294 3.5%22.7%
G91Administrative Svcs wages$1,206,325 0.9%$1,208,975 $1,208,975 0.2%0.9%
G92Administrative Svcs expenses$1,439,700 1.1%$1,472,700 $1,472,700 2.3%1.1%
G91aTechnology wages$445,150 0.3%$484,600 $484,600 8.9%0.4%
G92aTechnology expenses$575,900 0.4%$600,360 $600,360 4.2%0.4%
H91Public Services wages$1,497,150 1.1%$1,429,100 $1,429,100 -4.5%1.1%
H92Public Services expenses$260,500 0.2%$302,000 $302,000 15.9%0.2%
I91Finance wages$887,050 0.7%$931,750 $931,750 5.0%0.7%
I92Finance expenses$155,650 0.1%$159,150 $159,150 2.2%0.1%
J91Public Safety wages$12,759,675 9.7%$13,307,475 $13,307,475 4.3%9.8%
J92Public Safety expenses$703,250 0.5%$728,151 $728,151 3.5%0.5%
K91Public Works wages$3,019,925 2.3%$3,106,600 $3,106,600 2.9%2.3%
K92Public Works expenses$907,200 0.7%$950,700 $950,700 4.8%0.7%
K93Public Works Snow & Ice$675,000 0.5%$675,000 $675,000 0.0%0.5%
K94Public Works Street Lights$130,000 0.1%$135,000 $135,000 3.8%0.1%
K95Public Works Rubbish$1,975,000 1.5%$2,034,250 $2,034,250 3.0%1.5%
L91Library wages$1,619,850 1.2%$1,698,150 $1,698,150 4.8%1.2%
L92Library expenses$399,450 0.3%$406,875 $406,875 1.9%0.3%
M91Core Facilities$3,283,600 2.5%$3,633,780 $3,633,780 10.7%2.7%
M92Town Buildings$376,550 0.3%$369,650 $369,650 -1.8%0.3%
Total Municipal Gov't $ 32,316,925 24.6% $ 33,634,266 $ 33,634,266 4.1%24.8%
U99School Department$51,783,363 39.4%$54,006,623 $54,006,623 4.3%39.7%
VOTED GENERAL FUND $ 113,877,338 86.5% $118,458,183 $ 118,458,183 4.0%
State Assessments$ 780,0540.6%$ 799,555$799,555 2.5%0.6%
TOTAL $ 114,657,392 87.1% $119,257,738 $ 119,257,738 4.0%
W99Water Enterprise Fund$8,151,447 6.2%$7,974,400 $7,974,400 -2.2%5.9%
X99Sewer Enterprise Fund$7,332,050 5.6%$7,508,425 $7,508,425 2.4%5.5%
Y99Storm Water Enterprise Fund$782,325 0.6%$470,325 $470,325 -39.9%0.3%
Z99PEG Access Enterprise Fund$625,250 0.5%$622,000 $622,000 -0.5%0.5%
ZZ9Landfill Enterprise Fund$37,000 0.0%$37,000 $37,000 0.0%0.0%
TOTAL ENTERPRISE FUNDS$16,928,07212.9%$16,612,150$16,612,150-1.9%12.2%
GRAND TOTAL VOTED$ 130,805,41099.4%$135,070,333$ 135,070,3333.3%99.4%
Town of ReadingFY24 Proposed Budget19
FY24 Revenue Allocation
State
1%
Benefits
Capital & Debt
17%
8%
FINCOM
Voke
Reserves
1%
0%
Schools
45%
Admin Svc
2%
Technology
1%
Pub Safety
12%
Public Svc
1%
Finance
1%
FacilitiesPub LibraryPub Works
3%2%6%
20FY24 Proposed BudgetTown of Reading
Shared CostsFY24 Budget
Shared costs are spending categories that invest in both school and town departments.
The two largest components are Benefits (for school, town,and retired employees) and
Infrastructure (capital projects in the community, sometimes financed by debt
payments). Capital planning is assessed annually, but projected over a 10-year period
and presented to Town Meeting. Inflation and global supply chain issues have
impacted our capital budget this calendar year. Cost of utilities, particularly natural gas
and electricity have also had a large impact on our FY24 budget.
Shared costs are shown below as a +3.5% increase in FY24. The spending on this
budget funds all line items, particularly OPEB, to pre-COVID-19 pandemic levels.
Details are available in the following budget sections.
FY23 BUDGETFY24 BUDGETFY23-24
FY21 ActualFY22 ActualTown MeetingTown ManagerChange
Benefits$ 17,790,334$ 17,606,200$ 19,837,500$ 20,682,6884.3%
Capital & Debt$ 8,056,101$ 7,343,343$ 8,869,550$ 9,029,8061.8%
FINCOM Reserves$ -$ -$ 200,000$ 200,0000.0%
Vocational Schools$ 660,000$ 756,783$ 870,000$ 904,8004.0%
Total Shared Costs$ 26,506,435$ 25,706,327$ 29,777,050$ 30,817,2943.5%
State Assessments*$ 745,771$ 736,131$ 780,054$ 799,5552.5%
*not voted by Town Meeting (FY24 estimated)
Benefits
Health Insurance premiums dominate total spending in the benefits segment, and the
rate of annual increases have been below revenue growth for the past decade. MIIA,
our insurance provider, has raised concerns regarding future health insurance costs,
particularly given rising costs to health providers. Retirement costs have grown at rates
exceeding revenues and are forecasted to continue in the years ahead. The OPEB
portion of this expense is optional today but may become required in the future.
FY23 BUDGETFY24 BUDGETFY23-24
FY21 ActualFY22 ActualTown MeetingTown ManagerChange
Retirement$ 6,079,433$ 5,901,839$ 6,325,500$ 6,680,0005.6%
Medicare$ 866,894$ 908,571$ 1,000,000$ 1,005,0000.5%
Heath & Life Insurance$ 10,180,423$ 10,256,254$ 11,922,000$ 12,397,6884.0%
Worker Compensation$ 367,860$ 370,389$ 385,000$ 390,0001.3%
111F Indemnification$ 292,304$ 143,771$ 130,000$ 135,0003.8%
Unemployment$ 3,420$ 25,376$ 75,000$ 75,0000.0%
Total Benefits$ 17,790,334$ 17,606,200$ 19,837,500$ 20,682,6884.3%
Town of ReadingFY24 Proposed Budget21
Retirement
The Retirement Board voted a large increase just before Covid-19 to speed up the full
pension funding date to 2029. In the FY24budget, the retirement assessment is funded
at 6.1%. In this budget, we fund our OPEB contribution at $500,000 which is the amount
funded annually, pre-pandemic. Once the pension is fully funded it is expectedthat
sufficient funds will be diverted to fully fund the OPEB liability, and there will be a net
balance available for the operating budgets or other budget areas.
FY23 BUDGETFY24 BUDGETFY23-24
FY21 ActualFY22 ActualTown MeetingTown ManagerChange
Retirement Assessment$ 5,245,931$ 5,566,349$ 5,785,500$ 6,140,0006.1%
OPEB Contributions$ 793,400$ 350,000$ 500,000$ 500,0000.0%
OBRA fees & Actuarial$ 40,102$ (14,510)$ 40,000$ 40,0000.0%
Total Retirement$ 6,079,433$ 5,901,839$ 6,325,500$ 6,680,0005.6%
Medicare
A nominal increase is needed for FY24as shown below. The expense is directly related
to the Town and School payroll, and increases for newer employees. The pandemic
and interruptions in full-time employment have slowed down the expected growth in
this expense.
FY23 BUDGETFY24 BUDGETFY23-24
FY21 ActualFY22 ActualTown MeetingTown ManagerChange
Total Medicare$ 866,894$ 908,571$ 1,000,000$ 1,005,0000.5%
Health & Life Insurance
The health and life insurance budget continuesto perform well thanks to the successful
teamwork of Town leadership and employees. In FY24, we see an increase of 4.1% in
the health insurance budget line. We also see a modest increase in the salary of our
benefits coordinator, who has been an asset to managing this large budget. The
figures below include increases in premiums plus increases in enrollment.
FY23 BUDGETFY24 BUDGETFY23-24
FY21 ActualFY22 ActualTown MeetingTown ManagerChange
Benefits Coordinator$ 37,652$ 64,681$ 67,000$ 69,8504.3%
Health Insurance$ 9,998,975$ 10,044,892$ 11,630,000$ 12,102,8384.1%
Opt Out Payments$ 154,708$ 117,807$ 150,000$ 150,0000.0%
Payments to Other Towns$ -$ -$ 15,000$ 15,0000.0%
Professional Services$ -$ -$ 25,000$ 25,0000.0%
Life Insurance$ 26,740$ 28,873$ 35,000$ 35,0000.0%
Total Health & Life Ins.$ 10,180,423$ 10,256,254$ 11,922,000$ 12,397,6884.0%
22FY24 Proposed BudgetTown of Reading
Worker Compensation, Indemnification and Unemployment
Reading is widely recognized for our safety policies and practices, including our safety
committee which is comprised of department heads and front-line employees of
multiple departments. In FY24, we have a modest 1.3% increase in our worker
compensation line.
The FY24 budget has an increase of 3.8% in the indemnification costs for police and
fire, given the wide variability of this expense line.
OurTown Accountant forecasts no change in FY24 to the unemployment line, given
the backdrop of the strong job market.
FY23 BUDGETFY24 BUDGETFY23-24
FY21 ActualFY22 ActualTown MeetingTown ManagerChange
Worker Compensation$ 367,860$ 370,389$ 385,000$ 390,0001.3%
111f Retire. Pending Wages$ 150,000$ -$ -$ -0.0%
111f Expenses$ 142,304$ 143,771$ 130,000$ 135,0003.8%
Total 111f Indemnification$ 292,304$ 143,771$ 130,000$ 135,0003.8%
Unemployment - Schools$ -$ 21,845$ 55,000$ 55,0000.0%
Unemployment - Town$ -$ 111$ 15,000$ 15,0000.0%
Professional Services$ 3,420$ 3,420$ 5,000$ 5,0000.0%
Total Unemployment$ 3,420$ 25,376$ 75,000$ 75,0000.0%
FINCOM Reserves
The Finance Committee has an emergency reserve fund for unforeseen expenses.
Typically funding requests during the fiscal year are brought to Town Meeting.
However, there are occasions when the matter is needed but sufficiently small that
FINCOM can resolve the issue, without needing to resort to calling a Special Town
Meeting. If the Reserves balance is too small to fund an unforeseen expense, state law
does allow a joint meeting of FINCOM and the Select Board to authorize a transfer from
another line witha surplus, but this approach has only been used in Reading once.
Regional Vocational Schools
Tuition for the primary vocational school Northeast Metropolitan Regional Vocation
High School in Wakefield is established by prior years enrollment, although we do not
know their final budget at Readings Annual Town Meeting. Students may enroll in two
other vocational schools, Minuteman and Essex North Vocational schools, through
school choice. Those tuitions are set by actual attendance, which by state law is not
confirmed until late fall during the school year. The estimates for those costs are
Town of ReadingFY24 Proposed Budget23
therefore much more variable in fact we rarely know what our current year costs are
until later in the spring, despite our many inquiries.
Note that the Wakefield school has received MSBA and regional voter approval for
funding a new building. Within the next few years Reading will be assessed a cost of
about $250,000 annually for 30-40 years, in addition to tuition.
FY23 BUDGETFY24 BUDGETFY23-24
FY21 ActualFY22 ActualTown MeetingTown ManagerChange
North East Regional$ 453,782$ 571,636$ 610,000$ 665,6009.1%
Essex North$ 165,770$ 141,493$ 180,000$ 187,2004.0%
Minuteman$ 40,448$ 43,654$ 80,000$ 52,000-35.0%
Total Vocational School$ 660,000$ 756,783$ 870,000$ 904,8004.0%
State Assessments
Town Meeting does not vote on these charges, they are deducted from any State Aid
payments the Town receives. Federal monies available have slowed the recent growth
of the MBTA Assessment.
FY23 BUDGETFY24 BUDGETFY23-24
FY21 ActualFY22 ActualTown MeetingTown ManagerChange
MBTA$ 567,507$ 575,265$ 589,268$ 600,0001.8%
School Choice$ 78,587$ 90,863$ 119,053$ 100,000-16.0%
Charter School$ 43,537$ 31,687$ 32,835$ 35,0006.6%
SPED Assessment$ 17,639$ 2,954$ 3,106$ 25,055706.7%
RMV, MAPC, Air Polltin$ 38,501$ 35,362$ 35,792$ 39,50010.4%
TOTAL$ 745,771$ 736,131$ 780,054$ 799,5552.5%
24FY24 Proposed BudgetTown of Reading
Town Budget by Department
FY24 Budgets
s seenin the budget for Town departments
shows a 4.1% increase when compared to FY23. This budget shows a
reorganization of Town Departments, making Technology stand-alone, separate
A
from Administrative Services. This reorganization is the reason for a larger than normal
increase in Technology, but it is balanced by a neutral increase in Administrative
Services. Public Services shows a decrease of -1.5% due to the same restructure which
has the Assistant Town Manager, Matt Kraunelis, overseeing both departments.
Town MeetingTown Manager
DepartmentFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Administrative Services$ 2,296,941$ 2,509,227$ 2,646,025$ 2,681,6751.3%
Technology$ 846,763$ 948,844$ 1,021,050$ 1,084,9606.3%
Public Services$ 1,241,111$ 1,544,733$ 1,757,650$ 1,731,100-1.5%
Finance$ 882,585$ 921,491$ 1,042,700$ 1,090,9004.6%
Public Safety$ 11,760,064$ 12,728,158$ 13,462,925$ 14,035,6264.3%
Public Works$ 5,998,998$ 6,474,995$ 6,707,125$ 6,901,5502.9%
Library$ 1,771,611$ 1,853,268$ 2,019,300$ 2,105,0254.2%
Facilities$ 2,944,169$ 3,478,242$ 3,660,150$ 4,003,4309.4%
Town Departments Total$ 27,742,243$ 30,458,959$ 32,316,925$ 33,634,2664.1%
Town of ReadingFY24 Proposed Budget25
Wages
A large portion of the increases in the Department budgets are attributed to pay and
class study changes in wages for non-union employees. Technology wages increase by
8.9% due to the organizational restructuring, but it is offset by a decrease of -4.5% in
Public Services and a 0.2% increase in Administrative Services. This FY24 budget shows
a full implementation of the pay and class study funded by Town Meeting and initially
presented at November 2022 Town Meeting. All other wage increases for non-union
employees are mandated by contracts. This budget does not include any additional
head count or new positions, but it does reflect the full time Veterans Services Officer
and full time Pleasant Street Center clerk. The total wage increase for all Town
Employees is 3.4%, which is under the guidance issued by FinCom of 3.75%.
Town MeetingTown Manager
DepartmentFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Administrative Services$ 1,113,357$ 1,161,121$ 1,206,325$ 1,208,9750.2%
Technology$ 417,722$ 423,300$ 445,150$ 484,6008.9%
Public Services$ 1,114,849$ 1,252,972$ 1,497,150$ 1,429,100-4.5%
Finance$ 758,216$ 788,421$ 887,050$ 931,7505.0%
Public Safety$ 11,264,261$ 12,038,659$ 12,759,675$ 13,307,4754.3%
Public Works$ 2,746,413$ 2,889,838$ 3,149,925$ 3,236,6002.8%
Library$ 1,410,891$ 1,486,906$ 1,619,850$ 1,698,1504.8%
Facilities$ 868,562$ 908,128$ 941,800$ 972,1003.2%
Town Department Wages$ 19,694,269$ 20,949,345$ 22,506,925$ 23,268,7503.4%
26FY24 Proposed BudgetTown of Reading
Full Time Equivalents (FTEs)
The FY24 budget has no additional head count or new positions proposed. The
organizational restructuring account for -0.8% in Administrative Services and -0.5% in
Public Services. Each budget splits the Assistant Town Manager, Matt Kraunelis, who
will oversee both Departments. This budget reflects Technology moving to a
standalone Department separate from Administrative Services.
Town MeetingTown Manager
DepartmentFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Administrative Services 12.3 12.6 12.6 12.5-0.8%
Technology 5.0 5.0 5.0 5.00.0%
Public Services 25.2 21.8 21.0 20.9-0.5%
Finance 11.8 11.8 11.9 11.90.0%
Public Safety 115.2 118.2 119.0 119.00.0%
Public Works 43.2 43.6 44.0 44.00.0%
Library 23.4 24.4 24.9 24.90.0%
Facilities 11.0 11.0 11.0 11.00.0%
Town Departments Total 247.1 248.4 249.4 249.2-0.1%
Town of ReadingFY24 Proposed Budget27
Expenses
Most Department expenses are moderate and under the FinCom guidance of 3.75%.
The Technology budget increases by 4.2% which is driven by the organizational
restructure, and the increases needed to invest in security and fraud prevention. The
Public Services Expense budget increases by 15.9% or $41,500, largely driven by
increases to the Elder and Human Services budget to operate the Pleasant Street
Center. Last but certainly not least, is the large increase in our Facilities expense of
11.5%. The Facilities expense budget carries utility costs for Town and Schools, which
have seen a tremendous increase for FY24. We foresee a similar increase to utilities in
the FY25 expense budget, particularly related to the cost of Natural Gas.
Town MeetingTown Manager
DepartmentFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Administrative Services$ 1,183,584$ 1,348,106$ 1,439,700$ 1,472,7002.3%
Technology$ 429,041$ 525,544$ 575,900$ 600,3604.2%
Public Services$ 126,262$ 291,762$ 260,500$ 302,00015.9%
Finance$ 124,369$ 133,070$ 155,650$ 159,1502.2%
Public Safety$ 495,803$ 689,500$ 703,250$ 728,1513.5%
Public Works$ 3,252,586$ 3,585,156$ 3,557,200$ 3,664,9503.0%
Library$ 360,721$ 366,362$ 399,450$ 406,8751.9%
Facilities$ 2,075,607$ 2,570,114$ 2,718,350$ 3,031,33011.5%
Town Department Expenses$ 8,047,974$ 9,509,614$ 9,810,000$ 10,365,5165.7%
28FY24 Proposed BudgetTown of Reading
Administrative Services Department
Administrative Services Department Overview
The Administrative Services Department is designed to promote organizational
efficiency and communication. The Assistant Town Manager serves as the department
head and fills the role of Ombudsman an advocate for the public required by the
Town Charter.
Administrative Services has five divisions as shown below. Technology was an
Administrative Services division in prior years, but now is its own stand-alone
department. Administrative Services works collaboratively with all departments. Some
organizational costs such as Law and Property/Casualty Insurance are centralized in the
Town Managers Office.
Administrative Services Department Highlights
The new Town Website was launched in FY23 and won the MMAs Municipal
Website Award.
Non-Union Pay/Class Study was completed with the final results present in the
FY24 budget.
The Towns Personnel Policy was updated for the first time 13 years and was fully
enacted by the Select Board.
Town of ReadingFY24 Proposed Budget29
Administrative Services FY24Budget Summary
As shown below, the Administrative Services FY24 budget is increased by 1.3%, This
smaller than expected increase is driven by a decrease in the number of elections this
year and the removal of the funding for results of a non-union compensation study
which was fully paid for in FY23. The removal of the Technology Department also led
to the smaller than expected increase.
There are no changes in staffing levels proposed for FY24 except for the removal of
the Technology employees. Two part time positions are also being combined to form
a full-time position in the Town Clerks Office. Wage and Expense lines are shown
separately both for informational purposes and because those lines are voted by Town
Meeting.
Town MeetingTown Manager
DivisionsFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Operations$ 703,598 $ 754,584 $ 784,425 $ 767,000 -2.2%
Human Resources$ 178,829 $ 243,881 $ 201,950 $ 223,525 10.7%
Town Manager Office$ 1,152,465 $ 1,294,384 $ 1,385,200 $ 1,463,200 5.6%
Town Clerk Office$ 155,621 $ 161,343 $ 164,950 $ 172,050 4.3%
Elections$ 106,429 $ 55,035 $ 109,500 $ 55,900 -48.9%
Department Total$ 2,296,941 $ 2,509,227 $ 2,646,025 $ 2,681,675 1.3%
Line G91 FY24Administrative Services Wages
Town MeetingTown Manager
Administrative ServicesFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Operations$ 549,055 $ 613,137 $ 625,425 $ 607,000 -2.9%
Human Resources$ 148,247 $ 151,474 $ 162,950 $ 184,525 13.2%
Town Manager Office$ 193,852 $ 219,529 $ 192,000 $ 230,000 19.8%
Town Clerk Office$ 153,656 $ 156,783 $ 159,950 $ 167,050 4.4%
Elections$ 68,547 $ 20,198 $ 66,000 $ 20,400 -69.1%
Department Wages$ 1,113,357 $ 1,161,121 $ 1,206,325 $ 1,208,975 0.2%
30FY24 Proposed BudgetTown of Reading
Line G92 FY24Administrative Services Expenses
Town MeetingTown Manager
Administrative ServicesFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Operations$ 154,544 $ 141,447 $ 159,000 $ 160,000 0.6%
Human Resources$ 30,582 $ 92,407 $ 39,000 $ 39,000 0.0%
Town Manager Office$ 958,613 $ 1,074,855 $ 1,193,200 $ 1,233,200 3.4%
Town Clerk Office$ 1,965 $ 4,561 $ 5,000 $ 5,000 0.0%
Elections$ 37,882 $ 34,837 $ 43,500 $ 35,500 -18.4%
Department Expenses$ 1,183,584 $ 1,348,106 $ 1,439,700 $ 1,472,700 2.3%
Town of ReadingFY24 Proposed Budget31
Operations Division
Division Overview
In FY24 two titles are changing appreciably in this department. First, the Director of
Administrative Services position is now changed to the Assistant Town Manager held
by Matt Kraunelis, who also serves as the Ombudsman, a required position in the Town
Charter. The Business Administratortitle is changing toDirector of Communications
and Risk Management and is the division head. The operations division also includes
theProcurement Officer (shared by town & schools), part-time OperationsSpecialists
(financial software and special projects) and support staff shared with the department.
This division is the centralized location for procurement, risk management,
communications, and constituent services. Postage is centralized in this division, as well
as equipment maintenance.
Division Activities
Operations and Procurement continues to manage risk, communications,
procurement, and special projects. During FY23 Operations worked with a multi-
departmental team incorporating the Technology Division, Economic Development,
and the Town Managers office to build and launch a new municipal website, working
with CivicPlus. The new website incorporates live social media updates, improved
search, document and agenda management tools, quick launch departmental buttons,
improved news features, and more. In January 2023, Reading received the Municipal
Website Award for communities of 25,000 or more. Other tasks include providing all-
online bidding services, media relations, contract management across departments,
departmental and board analytical support, constituent services, managing the Safety
Committee, and Risk Management.
Special Projects going from FY23 into FY24 include-Cybersecurity Response Plan and
Cyberliability Insurance (in partnership withthe Technology Department and the
School Department, Elementary School Building Committee, and Budget redesign.
32FY24 Proposed BudgetTown of Reading
FY24 Budget Summary
Support staff for the Town Clerk and Human Resources as well as overtime for evening
meetings are contained in this budget. Multifunction devices (copiers) across all town
departments are supported by this division. Some professional development funding
is added for the new Town Manager.
In FY24 the Operations salary line item is declining 2.9% overall, in part because the
Administrative Services Director is now the Assistant Town Manager and that salary is
split between this division and Public Services. Other salaries in this division increased
due to the 2022 Pay and Class Study, which for most people in this division will not take
effect until FY24.
Town MeetingTown Manager
OperationsFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Assistant Town Manager$ 113,669 $ 116,866 $ 121,150 $ 71,900 -40.7%
Director of Communications & Risk$ 88,531 $ 91,010 $ 94,375 $ 100,350 6.3%
Procurement Officer$ 80,472 $ 82,731 $ 85,800 $ 90,750 5.8%
Support Staff$ 243,869 $ 258,968 $ 309,100 $ 329,000 6.4%
Overtime$ 17,957 $ 9,576 $ 15,000 $ 15,000 0.0%
Buyback$ 4,558 $ 53,986 $ - $ -
Division Wages$ 549,055 $ 613,137 $ 625,425 $ 607,000 -2.9%
Postage$ 102,038 $ 83,661 $ 87,500 $ 87,500 0.0%
Copier Leases & Supplies$ 38,935 $ 39,847 $ 45,000 $ 45,000 0.0%
Professional Development$ 8,973 $ 10,282 $ 18,000 $ 18,000 0.0%
Supplies. Repairs,Other$ 4,598 $ 7,657 $ 8,500 $ 9,500 11.8%
Division Expenses$ 154,544 $ 141,447 $ 159,000 $ 160,000 0.6%
Town of ReadingFY24 Proposed Budget33
Human Resources Division
Human Resources Division Overview
The HR division provides support to the Town (Town Manager); to the Schools
(Superintendent); to the Light Department (General Manager) and to all Retirees (in
conjunction with the independent Retirement Board and the Massachusetts Teachers
Retirement System). Collaboration with the Finance Department occurs daily.
Beginning in FY24, the division will report directly to the Town Manager.
Human Resources Division Activities
FY23 was a busy fiscal year for HR. The division worked with a consultant to implement
a pay and class study for our non-union positions. Several mid-year changes were
made with the remainder to occur in FY24. In addition, a new set of personnel policies
were adopted by the Select Board in September 2022. Said updates will lead to better
management and more autonomy for the division and the Town Manager. Both
endeavors were done with the intent to remain a competitive employer in a tough labor
market.
Human Resources Division FY24 Budget Summary
In FY23, expense line items were increased based on expenditure trends. For FY24,
the expenses are being requested atlevel funding. Salary increases will be in line with
the pay and class changes.
As in previous years, employee retention and attraction remain a top goal. Several
employees have left for more pay in recent years, and a good number of them have
been welcomed back, as perhaps they realize the invisible value of that culture in
Reading. As we look to the future, we remain attentive in adapting to the times so
Reading remains a relevant and desirable place to have a career.
34FY24 Proposed BudgetTown of Reading
Human Resources Division FY24 Budget Summary (Continued)
Town MeetingTown Manager
Human ResourcesFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
HR Director$ 82,955 $ 85,752 $ 88,900 $ 107,725 21.2%
HR Generalist$ 63,923 $ 65,722 $ 74,050 $ 76,800 3.7%
Buyback$ 1,369 $ - $ - $ -
Division Wages$ 148,247 $ 151,474 $ 162,950 $ 184,525 13.2%
Prof/Tech Services$ 415 $ 24,727 $ 6,500 $ 6,500 0.0%
Advertising$ 1,887 $ 4,720 $ 5,000 $ 5,000 0.0%
Employee Physicals$ 24,430 $ 18,087 $ 18,500 $ 18,500 0.0%
DOT Certifications$ 3,850 $ 4,873 $ 4,000 $ 4,000 0.0%
Training Initiatives$ - $ - $ 5,000 $ 5,000 0.0%
Funding for Non Union P&C$ - $ 40,000 $ - $ -
Division Expenses$ 30,582 $ 92,407 $ 39,000 $ 39,000 0.0%
Town of ReadingFY24 Proposed Budget35
Under the Reading Home Rule Charter, the Town Manager is appointed by the Select
Board for the efficient administration of all functions placed under his control. The
Town Manager serves as the Chief Procurement Officer and has certain fiduciary
responsibilities over the Town,School, and Light Departments.
Town Managers Office includes centralized costs such as Legal and Property/Casualty
Insurance, as well as some costs associated with the elected Select Board and
appointed Finance Committee.
Activities
Maintain oversight of all typical annual Town operational activities.
Supervise Town capital projects and change schedules.
Oversee budget and financial long-term planning.
Oversee administrative functions as directed by the Select Board and Finance
Committee.
FY24 Budget Summary
The Town Manager wages are set by contract. Property/casualty insurance expenses
are driven higher by complexities brought on by the pandemic and will remain at those
levels for a while. Legal expenses continue to be difficult to predict, as complex and
time-consuming issues come before the Select Board. In FY2023, the Select Board
rolled out a new process to provide more funding to volunteer boards. Annually, the
volunteer boards come before the Select Board with project ideas and funding
requests that are voted in open session. While not perfect, this process provides for a
more inclusive and transparent way to fund our critical volunteer boards. For FY2024,
the Select Board has requested an increase of this reserve fund allocation for a total of
$20,000. The Town Manager Reserves have been increased to $20,000; this line has
been instrumental in funding community events in the Town Common, particularly in
the summer months. The Cultural Council line is continued because of their long-lead
time to give out grants.
36FY24 Proposed BudgetTown of Reading
FY24 Budget Summary (Continued)
Town MeetingTown Manager
Town Manager's OfficeFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Town Manager$ 193,852 $ 219,529 $ 192,000 $ 230,000 19.8%
Division Wages$ 193,852 $ 219,529 $ 192,000 $ 230,000 19.8%
P&C Insurance$ 545,023 $ 664,463 $ 767,000 $ 787,000 2.6%
Town Cousel$ 302,017 $ 277,941 $ 275,000 $ 285,000 3.6%
Other legal$ 33,625 $ 38,330 $ 40,000 $ 40,000 0.0%
Town Mgr Reserves$ 6,560 $ 22,744 $ 15,000 $ 20,000 33.3%
Town Mgr other$ 1,500 $ - $ - $ -
Cultural Council$ 8,000 $ 8,000 $ 8,000 $ 8,000 0.0%
Select Board$ 1,608 $ 2,595 $ 17,600 $ 22,600 28.4%
Finance Committee$ 60,280 $ 60,780 $ 70,600 $ 70,600 0.0%
Division Expenses$ 958,613 $ 1,074,855 $ 1,193,200 $ 1,233,200 3.4%
Town of ReadingFY24 Proposed Budget37
Town Clerk /Elections Division
Town ClerkDivisionOverview
The Town Clerk is guided by federal, state and local laws and policies in overseeing
elections, voter registration, the census process, Town Meeting, and local licenses as
well as historic and legal documents for the Town. The Town Clerks Office is
responsible for providing reliable and efficient service to the public, while keeping and
preserving all public records and historic documents for current and future residents.
Town Clerk Division Activities
The Town Clerk /Elections Division is involved in a vast amount of activities. This list is
a limited example of what is happening within the office throughout the year.
Centralized Document Storage for Town and Schools
Dog Licensing Hearing Officer
Licensing
Maintain and track Open Meeting Law requirements
Primary Public Records Requests Access Officer
Reporting Requirements
State, Local and Special Election Administration
Town and Federal Census
Town Meetings
Vital Records Management
Voter Registration Maintenance and Processing
Town Clerk FY24 Budget Summary
There is a significant decrease in the elections line items this year due to only two
elections in the fiscal year. This line item changes every year depending on the number
of elections scheduled. Due to the increased complexity of public records requests
(PRR) and increased requirements of this division, a request has been made to combine
two existing part-time positions into one full-time position.
38FY24 Proposed BudgetTown of Reading
Town Clerk DivisionFY24Budget Wages and Expenses
Town MeetingTown Manager
Town Clerk's OfficeFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Town Clerk$ 90,629 $ 93,168 $ 96,600 $ 100,400 3.9%
Assistant Town Clerk$ 59,492 $ 62,386 $ 63,350 $ 66,650 5.2%
Buyback$ 3,536 $ 1,229 $ - $ -
Division Wages$ 153,656 $ 156,783 $ 159,950 $ 167,050 4.4%
Prof/Tech Services$ 1,965 $ 4,561 $ 5,000 $ 5,000 0.0%
Division Expenses$ 1,965 $ 4,561 $ 5,000 $ 5,000 0.0%
Elections Division FY24Budget Wages and Expenses
Town MeetingTown Manager
ElectionsFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Election Workers$ 89,935 $ 17,771 $ 80,000 $ 20,000 -75.0%
Registrars$ 2,072 $ 2,427 $ 2,500 $ 2,500 0.0%
Town Meeting Monitor$ - $ - $ 1,000 $ 1,500 50.0%
State Grant support$ (23,460)$ - $ (17,500)$ (3,600)100.0%
Division Wages$ 68,547 $ 20,198 $ 66,000 $ 20,400 -69.1%
Elections expenses$ 29,551 $ 26,963 $ 29,500 $ 21,500 -27.1%
Census expenses$ 8,076 $ 6,392 $ 12,000 $ 12,000 0.0%
Town Meeting expenses$ 255 $ 1,482 $ 2,000 $ 2,000 0.0%
Division Expenses$ 37,882 $ 34,837 $ 43,500 $ 35,500 -18.4%
Town of ReadingFY24 Proposed Budget39
Technology Department
Technology Department Overview
The Town of Reading Technology Department provides centralized network and
telecommunications services, as well as distributed internet, audio/video, software,
personal computer support and geographic information systems (GIS) mapping. The
department coordinates many technology activities with both the School and Light
Departments, as well as with other communities to support regionalization
agreements.
Technology Department Activities
The technology department continued to work with the various town departments to
adapt the services and solutions provided as the needs of the town departments
continued to evolve. The technology department was fortunate to have received a
grant to upgrade the towns fiberoptic network. We have completed the upgrade
funded by this grantand have moved the last remaining public safety radio system
antenna onto it. Separately, we have been awarded a grant to upgrade our electronic
document storage system and work on that will begin this spring. The department
participated in the renovations performed in our police department and although
there are still some supply chain issues preventing it from completing, the result so far
is providing the town with some appreciated resources that it hadnt had access to
prior to this work. The towns GIS administrator completed a planimetric project that
had been started last fiscal year and should result in valuable data to the town for the
next few years.
Technology Department FY24 Budget Summary
The technology department is asking to increase its budget compared to last year. The
overall increase is 7.98%, and there are a few reasons for this. There are recommended
salary increases as the result of the pay and class study performed earlier this year. The
expense increase can be attributed to a varietyof needs in individual accounts, but in
almost every case the increase is due to software licensing costs rising, or an increase
in the subscription costs for a hosted solution. Some of these licensing and subscription
40FY24 Proposed BudgetTown of Reading
increases are the expected annual renewal changes, while others are the result of
adding options to our various solutions to further support the towns ability to offer
more online solutions to residents. The account that contains the towns cellular data
costs was the only account that is being requested to increase that is not due to a
licensing or subscription change, but rather is due to a rising demand for access to
resources/systems that various departments need to perform their jobs while out in the
field.
Town MeetingTown Manager
TechnologyFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Technology Director$ 119,230 $ 122,598 $ 124,550 $ 142,350 14.3%
GIS Administrator$ 88,864 $ 72,840 $ 84,100 $ 92,700 10.2%
Software Training Coord.$ 71,727 $ 73,745 $ 76,400 $ 82,550 8.0%
Computer Technicians$ 114,614 $ 138,633 $ 143,100 $ 152,000 6.2%
Technology Overtime$ 7,374 $ 9,244 $ 17,000 $ 15,000 -11.8%
Buyback$ 15,913 $ 6,239 $ - $ -
Division Wages$ 417,722 $ 423,300 $ 445,150 $ 484,600 8.9%
Landlines & Wireless Phones$ 113,664 $ 117,117 $ 115,000 $ 118,000 2.6%
Professional Services$ 8,339 $ 16,550 $ 24,000 $ 24,000 0.0%
Technical Licenses/Support$ 40,412 $ 77,369 $ 63,000 $ 66,000 4.8%
Parts, Supplies. Other$ 15,976 $ 23,665 $ 44,000 $ 44,000 0.0%
PC Hardware$ 3,150 $ 1,880 $ 35,000 $ 33,860 -3.3%
Network Hardware$ 1,194 $ 23,933 $ 15,000 $ 15,000 0.0%
Parts&Equipment$ 182,735 $ 260,514 $ 296,000 $ 300,860 1.6%
Financial software$ 93,434 $ 104,171 $ 103,000 $ 111,300 8.1%
Public Safety software$ 50,562 $ 55,961 $ 57,300 $ 59,300 3.5%
Permits & Lic. software$ 31,683 $ 36,301 $ 37,000 $ 45,000 21.6%
GIS Mapping software$ 15,300 $ 15,783 $ 17,000 $ 17,000 0.0%
Document storage$ 13,611 $ 13,611 $ 15,000 $ 15,000 0.0%
Facilities Work Order$ 18,381 $ 19,610 $ 22,000 $ 22,000 0.0%
Website & Communication$ 10,030 $ 5,889 $ 13,000 $ 13,300 2.3%
Assessor software$ 9,225 $ 9,625 $ 11,000 $ 12,000 9.1%
Other software$ 4,080 $ 4,080 $ 4,600 $ 4,600 0.0%
Software Licenses$ 246,307 $ 265,030 $ 279,900 $ 299,500 7.0%
Town of ReadingFY24 Proposed Budget41
PublicServices Department
Public Services Department Overview
The Public Services Department (PSD) provides a wide range of services to the
community and is divided into Administration, Community Services and Community
Development. Community Services includes Elder/Human Services, Recreation and
Veterans Services; Community Developmentincludes Planning & Economic
Development, Inspections, Conservation and Historical.
Public Services Department FY24Budget Summary
As shown below, the PSD FY24 budget is decreased by 1.5%. This change is largely
due to only half of the department headssalary being attributed to the Public Services
budget. The rest of the salary can be found in the Administrative Services budget which
now falls under the same department head, the Assistant Town Manager. The hiring of
some newer employees who have started at a lower step than their predecessors has
also accounted for some of the decrease.
Town MeetingTown Manager
DivisionsFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Administration$ 326,914$ 426,181$ 403,900$ 288,450-28.6%
Community Services$ 460,252$ 553,619$ 710,175$ 784,80010.5%
Community Development$ 453,946$ 564,933$ 643,575$ 657,8502.2%
Department Total$ 1,241,111$ 1,544,733$ 1,757,650$ 1,731,100-1.5%
42FY24 Proposed BudgetTown of Reading
Line H91 -FY24Public Services Wages
Town MeetingTown Manager
DivisionsFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Administration$ 305,061 $ 308,470 $ 358,900 $ 243,450 -32.2%
Community Services$ 340,810 $ 405,446 $ 554,675 $ 587,800 6.0%
Community Development$ 468,978 $ 539,056 $ 583,575 $ 597,850 2.4%
Department Wages$ 1,114,849 $ 1,252,972 $ 1,497,150 $ 1,429,100 -4.5%
Line H92 -FY24Public Services Expenses
Town MeetingTown Manager
DivisionsFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Administration$ 21,853 $ 117,711 $ 45,000 $ 45,000 0.0%
Community Services$ 119,442 $ 148,173 $ 155,500 $ 197,000 26.7%
Community Development$ (15,033)$ 25,877 $ 60,000 $ 60,000 0.0%
Department Expenses$ 126,262 $ 291,762 $ 260,500 $ 302,000 15.9%
Town of ReadingFY24 Proposed Budget43
Administration Overview
Public Services Administration Division Overview
This division includes the department head and the support staff for the entire
department. Some expenses (Professional Development, Office Supplies) are
centralized in this division. This division also is responsible for financial transactions
ranging from payroll to invoices and receipts.
Public Services Administration Division FY24Budget Summary
Support staff includes two full-time and two part-time employees. Additional
administrative support is provided from the Town Managers administrative specialist.
Town MeetingTown Manager
AdministrationFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Assistant Town Manager$ 135,355$ 139,045$ 141,450$ 71,900-49.2%
Support Staff$ 165,724$ 164,049$ 187,450$ 166,550-11.1%
Overtime$ 3,981$ 3,858$ 12,500$ 12,5000.0%
Revolving Fund support$ -$ -$ (7,500)$ (7,500)-100.0%
Buyback$ -$ 1,518$ 25,000$ -
Division Wages$ 305,061$ 308,470$ 358,900$ 243,450-32.2%
Outsourced Prof Svcs$ 4,523$ 100,860$ 10,000$ 10,0000.0%
Prof. Development$ 2,390$ 5,077$ 10,000$ 10,0000.0%
Office Supplies$ 4,063$ 2,538$ 9,000$ 9,0000.0%
Mileage$ 6,386$ 7,692$ 10,000$ 10,0000.0%
Advertising/Utilities$ 4,492$ 1,544$ 6,000$ 6,0000.0%
Division Expenses$ 21,853$ 117,711$ 45,000$ 45,000 0.0%
44FY24 Proposed BudgetTown of Reading
Community Services
Community Services Overview
Community Services includes:
Recreation (REC)
Elder/Human Services (EHS)
Veterans Services Office (VSO)
Community Services FY24Budget Summary
Community Services is back in full force running in-person programs. Recreation and
Elder & Human Services have reached pre-pandemic enrollment in several programs.
Interest in community activities continues to increase. Additional funding through
ARPA hasallowed our team to increase hours of part-time staff and offer higher quality
programs to our 60+ community at little to no cost including Day bus trips, Wellness
Wednesdays, Lunch & Learns, etc. Veterans Services has increased the number of
veterans receiving rightful aid. Ceremonies on Memorial Day and Veterans Day have
also seen record attendance. Recreation continues to grow exponentially with existing
and new programming, garnering 637 new accounts since July of last year. In addition,
Recreation has created new community engagement opportunities with the Letters to
Santaprogram and adding extra fun elements to the Downtown Trick or Treat.
The FY24 budget for Veterans and Elder & Human Services incorporates budget
increases in several areas. Staffare serving more veterans through aid as well as
outreach initiatives. Elder Services is looking forward to sustaining high-quality
programs (including bringing back nutritional congregate lunches) for our growing
60+ population. Finally, Recreation seeksto change the part-time Program
Coordinator position to full-time, which will allow us to increase programming,
program support, and community visibility.
Town of ReadingFY24 Proposed Budget45
Community Services FY24 Wages
Town MeetingTown Manager
Community ServicesFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Community Svcs Director$ 83,133$ 94,683$ 88,900$ 97,95010.2%
Elder/Human Services$ 149,938$ 198,245$ 280,875$ 306,5509.1%
Recreation$ 107,738$ 111,309$ 121,700$ 115,500-5.1%
Veteran's Services$ -$ 1,209$ 63,200$ 67,8007.3%
Comm Services Wages$ 340,810$ 405,446$ 554,675$ 587,8006.0%
Elder/Human Svcs Administrator$ 4,624$ 71,625$ 76,400$ 79,1753.6%
Senior Center Coordinator$ 38,041$ 11,797$ 40,225$ 57,65043.3%
Elder/Human Svcs Clerk$ -$ -$ 26,600$ 47,00076.7%
Van Drivers$ 43,949$ 49,680$ 72,700$ 77,2006.2%
Nurse Advocate$ 69,138$ 71,185$ 73,800$ 76,6503.9%
Senior Case Manager$ 56,451$ 58,037$ 60,150$ 63,7005.9%
Overtime$ 3,182$ 313$ -$ 1,000
Buyback$ -$ 1,057$ -$ -
Grants/Offsets$ (65,448)$ (65,448)$ (69,000)$ (95,825)38.9%
Elder/Human Service Wages$ 149,938$ 198,245$ 280,875$ 306,5509.1%
Recreation Administrator$ 74,609$ 67,836$ 83,100$ 77,100-7.2%
Recreation Coordinator$ 31,533$ 36,984$ 36,600$ 60,40065.0%
Overtime$ 86$ -$ 2,000$ -
Grants/Offsets$ -$ -$ -$ (22,000)
Buyback$ 1,510$ 6,488$ -$ -
Recreation Wages$ 107,738$ 111,309$ 121,700$ 115,500-5.1%
Veteran's Service Officer$ -$ 1,209$ 63,200$ 67,8007.3%
Veteran's Service Wages$ -$ 1,209$ 63,200$ 67,8007.3%
46FY24 Proposed BudgetTown of Reading
Community Services FY24 Expenses
Town MeetingTown Manager
Community ServicesFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Elder/Human Services$ 21,836$ 28,618$ 29,500$ 50,00069.5%
Recreation (Revolving Fund)$ -$ -$ -$ -0.0%
Veteran's Services$ 97,607$ 119,555$ 126,000$ 147,00016.7%
Comm Services Expenses$ 119,442$ 148,173$ 155,500$ 197,00026.7%
Community Organizations$ 7,000$ 7,000$ 7,000$ 7,0000.0%
Meal Delivery$ 5,567$ 11,726$ 11,000$ 11,0000.0%
Programs$ 7,477$ 2,889$ 3,000$ 13,000333.3%
Volunteer Support$ 120$ 588$ 1,000$ 1,50050.0%
Other$ 1,671$ 6,415$ 7,500$ 17,500133.3%
Elder/Human Service Expenses$ 21,836$ 28,618$ 29,500$ 50,00069.5%
Recreation (Revolving Fund)$ -$ -$ -$ -0.0%
Recreation Expenses$ -$ -$ -$ -0.0%
Veteran's$ 97,607$ 119,555$ 126,000$ 147,00016.7%
Veteran's Expenses$ 97,607$ 119,555$ 126,000$ 147,00016.7%
Town of ReadingFY24 Proposed Budget47
Elder & Human Services Division
Elder & Human Services Division Overview
Reading Elder and Human Services offers a variety of programs and services to
Reading residents of all ages. Whether it is assistance navigating regional support
programs, transportation or giving back to the community through volunteer service.
The staff is dedicated to assisting all residents in the community to live active, healthy
lives. Over the past year, RECALC Committee and staff have researched other Senior
Center/Intergenerational Community Centers along with their operating budgets.
Findings were that EHS operateswith a significantly lower budgetwith a heavy reliance
on grants and trust funds. Therefore, we are asking for an increasein the operating
budgetto be able to sustain the quality programming and a nutritional daily
congregate lunch programs the team hopes to implementeven after the support of
ARPA subsides. In addition, as the division enrollment grows, the need for additional
space and staff should be a necessary pre-planned factor.
Elder & Human Services Division Activities
Diverse Programming Offerings Round Table Discussions with
in health, enrichment, exercise, Police & Fire
events, trips, etc.
Dementia Friendly Reading
Van Rides
Community Volunteer Initiatives
Blood Pressure Clinics
Collaboration with schools, food
pantry, doctors, hospitals, short-
Flu Clinics
term rehabs, VNAs, Mystic Valley
Memory Café
Elder Services
Reading Response (Lifeline,
Home Visits & Informational
Medical Transportation, Adult
Roadshows
Day Health)
EHS Health Fair
Hoarding Task Force
Referrals for healthcare &
Adopt a Family
financial assistance (fuel
Homebound Holiday Meals
assistance & SNAP
Lifeline Services
Liaison to COA
Knox Box Program
Bereavement Group
48FY24 Proposed BudgetTown of Reading
Elder & Human Services Division Highlights
Offered new ARPA Funded Programs Wellness Wednesdays, Lunch & Learns,
Day Trips
Created over 15 new programs since July of 2022 Mens Huddle, Monthly
Intergenerational Activities, Lets Get Digital, EHS/COA Coffee Hour
Explored off-site opportunities to expand programming by holding Memory
Cafes at local restaurants and Wellness Wednesdays at the Reading Public
Library
Total Enrollments/Interactions at the center -11,763 (7/1/2022 to 1/31/2023)
o 5,890 have attended events
o 2,432 have taken rides
o 189 have participated in Bus Trips
Town of ReadingFY24 Proposed Budget49
Recreation Division
Recreation Division Overview
The mission of Reading Recreation is to provide the community with year-round
recreational activities. The Division believes programs should be broad-based to meet
the recreational needs of all segments of the population. The Recreation Division must
ticipation in and awareness of local recreational programs increase, so
do expectations. The Recreation Division strives to be ready to anticipate and adapt to
these expectations. Due to the increased activities and participants each year, the need
for a full-time program coordinator is,as always, a top priority for the division. This
position would go from 24 hours to 37.5 hoursper week.
Recreation Division Activities
Programming for all agesincluding sports, enrichment, special events, etc.
Field & Amplified Use Permitting
Parks & Fields Planning and Projects
Liaison to the Recreation Committee & Friends of Reading Recreation
Scholarship Awards
Recreation Division Highlights
5,045 program enrollments (4,739 Reading Residents, 306 Non-Residents)
4,185 enrollments were Ages 20 or Under 860 were Adult 21 & Up
Offered a total of 287 Activities 637 new account members established in
MyRec (as of January 2023)
Continued Park & Playground Improvements including Birch Meadow Design
Phase I and the ARPA Approval of $1.5million to the Birch Meadow Master Plan
Community Engagement Downtown Trick or Treat, Letters to Santa
Turns back proceeds from revenue generated by Rec Revolving Fund
50FY24 Proposed BudgetTown of Reading
Veterans ServicesDivision
Veterans Division Overview
The priority of the Veterans' Services Office is to aid and assist all veterans, their
widowsor spouses, and/or their dependent children, in the Town of Reading through
the Massachusetts Department of Veterans Services, with short or long-term medical
assistance, financial aid, assistance with state applications for veterans' benefits, and
administration of veteran's benefits provided by the U.S. Department of Veterans'
Affairs.The mission is to support the Veterans residing in Reading by identifying
veterans and their families in need of service and providing information and access to
the services for which they are eligible under the law.
Our current VSO, William Valliere, has been here since June of 2022. He is an
accredited agent through Veterans Affairs andcan process the claims on his own
before sending to Boston to review. This enables him to help more Veterans in a timely
manner and allows for more relationship building within the community. Will is hoping
to reach more veterans in Reading. There is a slight increase for mileage and supplies
in the FY24 operating budget to help with this initiative. In addition, since there is an
uptick in veterans being served, there is also an ask to increase Veterans monthly aid.
Veterans Division Activities
Discharge copies and requests
Chelsea Soldiers Home
for replacement
Employment initiatives
Chapter 115, a public assistance
Grave markers
program, to eligible veterans
Burial in a National or State
and dependents
Veterans Cemetery
State annuity acquisition
Disability for service-connected
VA Healthcare applicant
or non-service connected
assistance
disability
Military awards and medals
G.I. Life Insurance
State bonus acquisition
VA Home Loans
Tax exemptions
VA Educational Assistance
Veterans license plates
VA Death Pensions
Homeless veteran referrals
Town of ReadingFY24 Proposed Budget51
Veterans Division Highlights
Memorial Day and Veterans Day Ceremonies received large attendance. A new
memorial walkway with benches and a Vietnam Memorial was unveiled at RMHS
High School on Veterans Day, to honor those who served during Vietnam and
to honor those RMHS veterans who made the ultimate sacrifice for their service.
Increase of veterans being served.
Scuttlebutt continues to be well-attended.
52FY24 Proposed BudgetTown of Reading
Community Development
Community Development Overview
Community Development includes the following divisions Planning & Economic
Development, Inspections, Conservation, and Historic.
Community Development staff remain busy working with many community and
regional partners and with the State on a wide range of projects including those related
to commercial development, affordable housing, sustainability, historic preservation,
and more.
Plan reviews and project implementation require time, funding, and effort from a
variety of staff. Staff members have identified numerous grant opportunities, helped
apply for grants, and received grant awards to promote desired development and
placemaking while saving on related expenses. Though important to note that many
grants may require monetary match components and/or in-kind contributions such as
staff hours.
Community Development FY24Budget Summary.
For example, a downtown Business Improvement District (BID), independent of the
Town government, is being discussed with many downtown stakeholders. This
organization could potentially improve placemaking events in the downtown area to
bring patrons and activity, provide fa ç ade and streetscape improvements, and
business support. Similarly, with paid parking in highly utilized lots being implemented
downtown in 2023, at the recommendation of volunteer efforts and Town Meeting
approval, it could lead to the adoption of a Parking Benefit District (PBD), which allows
parking revenue to be reinvested into the area.
Affordable Housing has changed to an outsourced regional agreement and that
budget has moved to expenses. This strategy has proved an effective way of consistent
budgeting and tracking affordable housing related work, programming, and
expenditures for each municipality.
Town of ReadingFY24 Proposed Budget53
Community Development FY24 Wages
Town MeetingTown Manager
Community DevelopmentFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Community Devel Director$ 82,627$ 87,325$ 100,150$ 95,550-4.6%
Planning & Econ Devel$ 155,613$ 156,149$ 155,100$ 159,3002.7%
Inspections$ 160,737$ 223,563$ 248,750$ 260,3504.7%
Conservation$ 70,001$ 72,020$ 79,575$ 82,6503.9%
Historic$ -$ -$ -$ -0.0%
Comm Development Wages$ 468,978$ 539,056$ 583,575$ 597,8502.4%
Planning Staff$ 60,472$ 60,028$ 79,400$ 80,8501.8%
Permits Coordinator$ 67,571$ 69,524$ 75,700$ 78,4503.6%
Regl Affordable Hsng Coord$ 48,817$ 50,182$ -$ -
Econ Devel Staff$ 94,545$ 95,013$ 97,750$ 99,8502.1%
Overtime$ 1,208$ 1,402$ -$ -0.0%
Offsets$ (117,000)$ (120,000)$ (97,750)$ (99,850)2.1%
Buybacks$ -$ -$ -$ -0.0%
Planning/Ec Dev Wages$ 155,613$ 156,149$ 155,100$ 159,3002.7%
Bulding Inspectors$ 130,329$ 194,517$ 218,750$ 228,1504.3%
Elec/Plumbing Insp$ 74,577$ 79,046$ 80,000$ 82,2002.8%
Offsets$ (48,000)$ (50,000)$ (50,000)$ (50,000)0.0%
Buybacks$ 3,832$ -$ -$ -0.0%
Inspections Wages$ 160,737$ 223,563$ 248,750$ 260,3504.7%
Conservation Administrator$ 72,001$ 74,020$ 81,575$ 84,6503.8%
Offsets$ (2,000)$ (2,000)$ (2,000)$ (2,000)0.0%
Buybacks$ -$ -$ -$ -0.0%
Conservation Wages$ 70,001$ 72,020$ 79,575$ 82,6503.9%
54FY24 Proposed BudgetTown of Reading
Community Development FY24 Expenses
Town MeetingTown Manager
Community DevelopmentFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Planning & Econ Devel$ (15,790)$ 24,377$ 60,000$ 60,0000.0%
Inspections$ -$ -$ -$ -0.0%
Conservation$ -$ -$ -$ -0.0%
Historic$ 757$ 1,500$ -$ --100.0%
Comm Development Expenses$ (15,033)$ 25,877$ 60,000$ 60,0000.0%
Regl Afford Housing$ (3,549)$ 6,094$ 75,000$ 75,0000.0%
Econ Development$ 1,259$ 38,283$ 20,000$ 20,0000.0%
Offsets$ (13,500)$ (20,000)$ (35,000)$ (35,000)0.0%
Planning & Econ Devel$ (15,790)$ 24,377$ 60,000$ 60,0000.0%
Town of ReadingFY24 Proposed Budget55
Planning Division
Planning Division Overview
The Planning Division provides technical services to the Town and the relevant land
use boards. Several long-range plans regarding economic development,
transportation, housing, and other aspects of land use serve as a guide for planning
staff in helping to achieve stated goals for the Town. Planning processes aid civic
leaders, businesses, and citizens in envisioning and implementing possibilities for the
future. In addition to long-range planning, planning staff also develop action plans
aimed at providing solutions to current community problems and at addressing daily
needs.
Planning Division Activities
Development Administration:
Downtown:The Postmark, Ace Flats, Rise 475, 14 Chapin Ave, The
Chronicle, 18 Woburn Street, 6 Chute Street, 459 Main Street, 25 Haven
Street.
South Main St:24-unit housing redevelopment at former Smith Oil site,
258 Main Street, Bagel World.
North Main St: Reading Animal Clinic.
Subdivisions:Coakley Way (Lyle Estates), Lenetta Lane (Barton Estates),
Veterans Way, 116 West St, 40 Grove St, Grandview Road, Small Lane,
Joy Lane (off Howard Street); Sanborn Lane, Annette Lane, Beacon Street.
Town Projects:Auburn Street Water Tank, Gazebo Circle Pump Station,
South Street Pump Station, Birch Meadow Master Plan Phase I.
Other:Eaton Lakeview 40B, Meadowbrook Golf Club, Johnson Woods,
Criterion, Austin Preparatory School, Minor Site Plan Reviews (i.e.,
Change of Uses,Outdoor Commerce, Dining, Programming and
Storage, Fa ç ade improvements) & Sign Permits.
Zoning Bylaw Amendments:Working on zoning amendment needs related to
the MBTA Communities legislation; future amendments may include
modernizing the Use Table and Use Definitions; Industrial District updates;
aligning the Floodplain Overlay District with NFIP model bylaw; updating the
Sign Bylaw, Parking requirements, and other sections of the Zoning Bylaw.
56FY24 Proposed BudgetTown of Reading
Subsidized Housing Inventory: Staff working with DHCD to ensure that
permitted units stay on SHI and thattheTown maintains 10% at least until the
2020 Census denominator is determined \[official number expected in Spring
2023\].
Housing Production Plan:Staff and consultant led process to update the
Housing Production Plan. Public engagement and plan review led and final plan
due by February 2023.
MNRHSO: The MetroNorth Regional Housing Services Office addedthe City of
Woburn in 2020 and has changedto a consultant-led service model. Anser
Advisory is the consultant and helps the Town on programming, research, and
resident support.
ReImagine Reading: Grant-funded effort to establish downtown district
management organization; after a year of outreach, a Steering Committee was
formed to take the lead on potential creation of Business Improvement District
(BID) in 2021 and 2022.The BID continues its efforts to reach implementation
with support from the Town staff as needed.
Downtown ParkingKiosks: Continuing to procure and contract for the paid
parking kiosks recommended by the previous Parking Advisory
Recommendations Committee (PARC) and approved at Town Meeting. Further
public awareness and education to ensue upon procurement.
Bicycle and Multi-modal travel: Staff reviewing further need for transit-oriented
development and support through use of annual TNC funds.Implementing
recommendations of the Bike and Pedestrian Plan, corridor improvements,
bicycle parking in high use areas.
Streetscape Project & Municipal Lot Redesign: Staff have been working with
Engineering on scope, funding, design concepts, and consultant coordination
for the Phase II Streetscape Project (Lower Haven & High), and a redesign of the
Upper Haven parking lot behind CVS.Public engagement on the effort is
expected in 2023. A MassWorks Infrastructure grant application is also being
prepared.
Green Communities Designation: Staff previously worked with MAPC to
successfully complete criteria needed for Green Communities Designation; an
application for designation was submitted to DOER in December 2021.Upon
submission it was found new legislation language is needed and such is
underway. The Town will look to reapply for designation in late2023.
Net Zero Plan:Staff applied for Community Compact grant funding to support
a local Net Zero Plan initiative and development in order toalign with State
energy goals/requirements. Also applied for MAPC Technical Assistance
Program (TAP) funding to further support the upcoming effort.
Town of ReadingFY24 Proposed Budget57
Hazard Mitigation Plan Update: As required per the State, the Town is updating
its Hazard Mitigation Plan to conform to FEMA requirements and remain eligible
for potential grant funding.
Local Rapid Recovery Plan (LRRP): Working with Economic Development staff to
implement recommendations of the LRRP with use of earmark funding.
Eastern Gateway: Ongoing analysis of redevelopment potential, infrastructure
needs, and constraints, with some conceptual design work by consultants (i.e.,
Gamble Associates).
Walkers Brook Drive Corridor Study: Housing Choice Initiative grant work for
further survey and conceptual design improvements for the Walkers Brook Drive
corridor and intersections. This builds upon previous efforts in the area.
Municipal Vulnerability Preparedness (MVP):Staff workedwith consultant to be
designated an MVP community in fall 2020, which unlockedfurther grant
opportunities. Staff applied for and were awarded $2.1 million for the Maillet,
Sommes, Morgan wetland project and are continuing the effort towards
completion.
Community Garden:Staff applied for MAPC Accelerating Climate Resilience
(ACR) grant to fund Phase II of the Mattera Community Garden. Such was
awarded and the project will be completed in 2023.
ArtBox Program: Staff worked with local artists to develop aplace-making
initiative that highlights the importance of public art. Staff are looking to expand
this initiative in 2023. Additional public art, culture, placemaking, and
programming opportunities are under review and consideration.
58FY24 Proposed BudgetTown of Reading
Economic Development Division
Economic Development Division Overview
The Economic Development Division provides professional, technical work advancing
the Towns economic development activities and goals to generate revenue for the
Town. The Town does this through streamlined permitting, policy updates, business
resources and incentives, and proactive implementation the Towns Economic
Development Action Plan. Our approach is to 1) keep downtown vital, 2) preserve what
is important, 3) be queued up for opportunities. Readings Economic Development
Action Plan is available on the Towns website.
Economic Development Division Activities
Grants Received (2021-2022)
$250,000 DHCD Housing Choice Grant Program to support the community
engagement process and design of a comprehensive reimagining of the
Walkers Brook
$25,000 MassDevelopment Real Estate Technical Services (BID) to business
improvement district initiative
$2,500 Northern Bank Community Grant to support the campaign for the
business improvement district.
State Earmarks Received by Reading (2022)
$100,000 Implementation of Placemaking and the Local Rapid Recovery Plan
within Readings Downtown
Economic Development Initiatives
The Town will undertake a comprehensive redesign of Walkers Brook Drive
through a robust community and stakeholder engagement campaign. The goal
of the redesign of Walkers Brook Drive is to facilitate multi-modal use of the
corridor, increase safety, and establish important infrastructure improvements
to stimulate economic development throughout the corridor.
Town of ReadingFY24 Proposed Budget59
Economic Development Summit-The Division organized and hosted its 6th
Economic Development Summit. The Economic Development Director will
begin planning for the next Economic Development Summit for the Fall of
2023.
Business Improvement District (BID) Technical Assistance-Assisted with
ongoing grant funded technical assistance to support the establishment of a
business improvement district (BID). A private group of property owners,
business owners and residents are actively working together to garner
downtown property owner support in a petition process to establish this
organization. More here: https://downtownreadingma.com/
The Town will plan to host up to three special events on the Reading Town
Common and establish beer gardens at these events. The Town will also
collaborate with the Chamber of Commerce and the Rotary Club to assist in
stewarding Winterfest and the Fall Street Fair.
Update to Downtown Business Guide & Parking Map will occur as new parking
changes occur at the Upper Haven and Brande Court parking lots.
Bistro Table Program Several downtown businessesalready have bistro tables
available for use once outdoor conditions are acceptable for their use. The
Town is planning to expand the bistro table program to businesses who are
looking for additional outdoor seating.
Downtown Placemaking The Town is applying for grant funding under the
Community One Stop for Growth to create a Placemaking Master Plan. This
plan will include short, medium, and long-term goals regarding placemaking
throughout Readings Downtown district. The Town will utilize the $100,000
American Recovery Plan Act (ARPA) earmark for additional public art,
wayfinding, signage, and placemaking initiatives in the downtown.
Business Openings (2022) Fifteen new business openings including two food
establishments, one medical establishment service, nine personal service
establishments, and three retail establishments. All newly constructed
commercial spaces in downtown are under lease agreement or have been
purchased by commercial businesses, who are working toward construction
and opening.
60FY24 Proposed BudgetTown of Reading
Inspections Division
Inspections Division Overview
A full-time Building Commissioner and three part-time building inspectors (each
retired as Building Commissioner from another community and collectively bring 60+
years of expertise to Reading), plus twopart-time highly-credentialed Plumbing/Gas
and Electrical Inspectors round out the team.
Inspections Division Activities
All four Building Inspectors work collaboratively on projects to assure Town and State
requirements are met. The Building Commissioner works closely with the Planning
Division and Zoning Board of Appeals admin staff to assure proposals conform to the
Zoning Bylaw. The Permits Coordinator helped with the migration to the new online
permitting software, which also required training staff and guiding Applicants. Building
and Permitting staff provides support on zoning amendments, state designations (i.e.
Housing Choice Initiative data), long-term plan initiatives (i.e. Housing Production Plan
data), and land use applications (Home Business Certificates, etc.).
Town of ReadingFY24 Proposed Budget61
Conservation Division
Conservation Division Overview
The Conservation Division is responsible for protecting Readings streams and
wetlands and providing staff and technical services support to the Reading
Conservation Commission. Principal duties include enforcement and administration of
Massachusetts Wetland Protection Act M.G.L. Chapter 131, Section 40 and the
ReadingWetland Protection General Bylaw Section 7.1. The Commission manages
over 989 acres of Town-owned conservation land and monitors conservation
easements and restrictions.
Conservation Division Activities
Conservation Division Activities include: leading the 2022 update on the Open Space
and Recreation Plan; support on MVP Action Grant applications and development;
overseeing the DCR Trail grants; opening up inaccessible land and developing new
trail systems through partnership with private development; providing staff leadership
on the Mattera Cabin Community Garden initiative; assistance with Town Forest
projects and Trail Committee projects; conducting outreach and education regarding
the Town's natural resources and watersheds; and working with Girl & Boy Scouts to
complete service projects on public land.
62FY24 Proposed BudgetTown of Reading
Historic Division
Historic Division Overview
The Historical Division is staffed by volunteers with assistance from department staff as
needed. The Historical Commission (RHC) oversees historic preservation including the
demolition delay bylaw. The Historic District Commission (HDC) has a regulatory role
over properties within the historic districts (West St. & Summer Ave). They also provide
input on applications within Scenic Roads of South Street and Walnut Street.
Historic Division Activities
The HDC met 12 times which was on an as-needed basis. The RHC met 18 times to
review applications. Supporting information is also provided to the Community
Planning and Development Commission (CPDC) for relevant applications.
Town of ReadingFY24 Proposed Budget63
FinanceDepartment
Finance Department Overview
The Finance Department maintainstimely andaccurate financial records on all financial
activities of the Town. The Finance Department alsoadministers internal financial
controls; facilitates the evaluation of the Towns financial condition; ensures that Town
services are deliveredin compliance with Massachusetts General Laws that govern
municipal finance; and safeguards the financial assets of the Town. The Town
Accountant also serves as the Chief Financial Officerand department head.
Finance Department FY24 Budget Summary
The Finance Departments budget is increased by 4.6% compared to the previous year.
Wages are +5.0% while staffing remains consistent with prior years. In FY24, a new non-
union pay chart was adopted due to a pay and class study, highlighting some positions
to be adjusted to be competitive with our peer communities. Most non-union pay
adjustments were made in FY23. Management staff pay and class adjustments become
effective in FY24.
Expenses are +2.2% due to modest increases in professional development and office
supplies.
Town MeetingTown Manager
DivisionsFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Accounting$ 275,321 $ 317,940 $ 338,750 $ 366,950 8.3%
Assessor$ 155,300 $ 161,010 $ 175,200 $ 178,300 1.8%
Finance$ 451,965 $ 442,541 $ 528,750 $ 545,650 3.2%
Department Total$ 882,585 $ 921,491 $ 1,042,700 $ 1,090,900 4.6%
64FY24 Proposed BudgetTown of Reading
Finance Department Highlights
Provides support to Town, School, and Light departments.
1,300 employees paid each payroll biweekly; 9,000 quarterly property tax
billing; 24,000 yearly bills -motor vehicle excise billing; 26,000 invoices
processed and paid per year; 129,000 cash receipts processed per year.
Line I91 FY24Finance Wages
Town
Town MeetingManager
DivisionsFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Accounting$ 273,150 $ 313,410 $ 333,750 $ 361,250 8.2%
Assessor$ 68,176 $ 69,976 $ 72,400 $ 75,300 4.0%
Finance$ 416,889 $ 405,034 $ 480,900 $ 495,200 3.0%
Department Wages$ 758,216 $ 788,421 $ 887,050 $ 931,750 5.0%
Line I92FY24Finance Expenses
Town
Town MeetingManager
DivisionsFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Accounting$ 2,170 $ 4,530 $ 5,000 $ 5,700 14.0%
Assessor$ 87,123 $ 91,034 $ 102,800 $ 103,000 0.2%
Finance$ 35,076 $ 37,507 $ 47,850 $ 50,450 5.4%
Department Expenses$ 124,369 $ 133,070 $ 155,650 $ 159,150 2.2%
Town of ReadingFY24 Proposed Budget65
Accounting Division
Accounting DivisionOverview
This division is under the direction of the Town Accountant and is responsible for
maintaining financial records for the Town, Schools,and Light Department. Accounting
ensures that all financial transactions complywith legal requirements and are correctly
recorded on a timely basis. The Accounting Division overseesbills paid by the Town,
provides timely and accurate financial reporting services to Town Departments and
other key stakeholders, and manages the Towns accounting system to conform to
GAAP and complywith Massachusetts General Laws and Regulations.
Accounting Division Activities
Met all reporting requirements {for Massachusetts DLS and Massachusetts DOR}
Collaborated with the Chief Assessor on the setting of the annual tax rate set by
the DOR.
Prepared audit deliverables; maintained cleanaudit opinion from auditors.
Provided budget oversight and assistance.
Quarterly updates provided to the Select Board.
26,000 payments processed for Town, School, and RMLD.
Review and update department policies.
66FY24 Proposed BudgetTown of Reading
Accounting Division FY24 Budget Summary
Town MeetingTown Manager
FY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
CFO/Town Accountant$ 123,041$ 126,401$ 128,600$ 143,85011.9%
Asst. Town Accountant$ 72,001$ 74,020$ 79,250$ 82,1503.7%
Support Staff$ 74,473$ 110,329$ 123,400$ 127,2503.1%
Budget Stipend$ -$ -$ -$ 5,000
Overtime$ 1,371$ 2,661$ 2,500$ 3,00020.0%
Buyback$ 2,263$ -$ -$ -
Division Wages$ 273,150$ 313,410$ 333,750$ 361,2508.2%
Prof. Development$ 1,051$ 4,300$ 4,200$ 4,90016.7%
Office Supplies$ 1,119$ 230$ 800$ 8000.0%
Division Expenses$ 2,170$ 4,530$ 5,000$ 5,70014.0%
Town of ReadingFY24 Proposed Budget67
Assessing Division
Assessing Division Overview
The Assessment Division is obligated under law to assess all property at its full and fair
market value as of January 1 of each year for taxation. This process is accomplished by
maintaining and administrating all property tax data records.
In addition, the department also administers motor vehicle excise tax, real and
personal taxes and tax abatements, and all statutory tax exemptions as allowed by law.
Property assessment is the first step in tax revenue collection for the Town of Reading.
The Assessment Divisions function is to provide for the fair and equitable assessment
of all taxable real and personal property. A three-member Board of Assessors sets
policy for this division.
Mission Statement:The mission of the Reading Assessment Division is to provide
fiscal stability by promptly, fairly, and equitably determining the valuation of all real and
personal property located in the Town of Reading.
Assessing Division Activities
Advertised and administered Senior Tax Relief program without additional
staffing.
Collaborated with Town Accountant on certification and setting annual tax rate.
Administration of Statutory and Local Property Tax Exemptions.
Provided online access to our property record database.
Conducted a state-mandated interim revaluation of all properties.
Reviewed and adjusted properties to reflect updated market conditions.
Completed a revaluation of all personal property accounts and canvassed the
town for new accounts.
Maintained and updated all real estate and personal property tax records.
Increase public awareness of exemptions through public meetings.
Updated existing tax maps.
Conducted ongoing sales verification.
Implemented new and efficient office policies and procedures as required.
68FY24 Proposed BudgetTown of Reading
Assessing Division FY24 Budget Summary
Town
Town MeetingManager
FY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Assistant Assessor$ 68,176 $ 69,976 $ 72,400 $ 75,300 4.0%
Division Wages$ 68,176 $ 69,976 $ 72,400 $ 75,300 4.0%
Regional Assessor$ 69,254 $ 72,279 $ 77,500 $ 77,500 0.0%
Revaluation$ 1,500 $ - $ - $ -
Appraisals/Inspections$ 13,700 $ 15,860 $ 18,000 $ 18,000 0.0%
Prof. Development$ 1,509 $ 2,009 $ 5,700 $ 5,800 1.8%
Supplies&Mileage$ 1,161 $ 885 $ 1,600 $ 1,700 6.3%
Division Expenses$ 87,123 $ 91,034 $ 102,800 $ 103,000 0.2%
Town of ReadingFY24 Proposed Budget69
General Finance Division
General Finance Division Overview
Collections collect all taxes and other charges (including water/sewer/stormwater
bills). They also receive and process all deposits (such as schools and recreation).
Treasury is responsible for providing the cash for the operation of all Town, School,
and Light Department functions on a timely basis. In addition, it conducts all borrowing
and investing activities.
Payroll for the Town, School, and RMLD departments are all processed in-house
through this division.
General Finance Division Activities
AAA bond rating
Cash management for Town/School, RMLD, and Retirement
Processed biweekly payroll for approximately 1,300 employees
129,000 payments received and processed
Compilation of Treasury Procedure Manual
Debt management and issuance
70FY24 Proposed BudgetTown of Reading
General Finance DivisionFY24 Budget Summary
Town
Town MeetingManager
FY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Treasurer/Asst. CFO$ 93,943 $ 96,581 $ 109,125 $ 118,900 9.0%
Assistant Treasurer$ 67,844 $ 70,989 $ 74,250 $ 78,500 5.7%
Collector$ 75,844 $ 77,964 $ 85,750 $ 88,900 3.7%
Support Staff$ 168,422 $ 153,222 $ 201,775 $ 206,400 2.3%
Overtime$ - $ - $ 2,000 $ 2,500 25.0%
Buyback$ 10,836 $ 6,278 $ 8,000 $ -
Division Wages$ 416,889 $ 405,034 $ 480,900 $ 495,200 3.0%
Printing Services$ 14,687 $ 14,981 $ 16,500 $ 17,500 6.1%
Banking Services$ 9,206 $ 7,082 $ 12,000 $ 12,000 0.0%
Tax Title Services$ 1,745 $ 7,572 $ 7,500 $ 8,500 13.3%
Prof. Development$ 300 $ 2,544 $ 5,850 $ 6,150 5.1%
Office Supplies$ 9,139 $ 5,328 $ 6,000 $ 6,300 5.0%
Division Expenses$ 35,076 $ 37,507 $ 47,850 $ 50,450 5.4%
Town of ReadingFY24 Proposed Budget71
Public Safety
Public Safety Department Overview
Public Safety is comprised of three separate departments:
Public Health
Fire and Emergency Management
Police
o Coalition for Prevention & Support
o Dispatch
Town Meeting votes these budgets as one bottom line each for wages and for
expenses.
Public Safety Department FY24Budget Summary
Combined FY24 budgets show a 4.3% increase. Most of this increase is related to
changes to wages related to the pay & class study roll-out in FY2024. Public Health
shows a decrease of 9.5% in wages due to the elimination of funding for a part-time
nurse. This position was previously dedicated to COVID response, specifically contact
tracing and advising residents and staff on COVID protocols. With the winding down
of the Global Pandemic, at this time, we feel that this position is no longer needed.
Should this position be needed, it will be funded from the COVID response funding
remaining of ARPA funds.
Town MeetingTown Manager
DepartmentFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Public Health$ 294,651 $ 319,161 $ 461,325 $ 434,125 -5.9%
Fire/EMS$ 5,282,579 $ 5,696,266 $ 5,849,875 $ 6,136,176 4.9%
Police$ 5,383,438 $ 5,760,688 $ 6,177,100 $ 6,451,525 4.4%
Coalition$ 145,943 $ 186,121 $ 278,200 $ 290,550 4.4%
Dispatch$ 653,452 $ 765,922 $ 696,425 $ 723,250 3.9%
DEPARTMENT TOTAL$ 11,760,064 $ 12,728,158 $ 13,462,925 $ 14,035,626 4.3%
72FY24 Proposed BudgetTown of Reading
Line J91 FY24Budget Public Safety Wages
Town MeetingTown Manager
DepartmentFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Public Health$ 228,858 $ 228,411 $ 354,825 $ 321,125 -9.5%
Fire/EMS$ 5,109,576 $ 5,493,032 $ 5,640,375 $ 5,927,275 5.1%
Police$ 5,158,406 $ 5,443,660 $ 5,870,100 $ 6,126,025 4.4%
Coalition$ 136,478 $ 144,946 $ 236,450 $ 248,800 5.2%
Dispatch $ 630,943 $ 728,609 $ 657,925 $ 684,250 4.0%
DEPARTMENT WAGES$ 11,264,261 $ 12,038,659 $ 12,759,675 $ 13,307,475 4.3%
Line J92FY24Budget Public Safety Expenses
Town MeetingTown Manager
DepartmentFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Public Health$ 65,793 $ 90,750 $ 106,500 $ 113,000 6.1%
Fire/EMS$ 173,004 $ 203,234 $ 209,500 $ 208,901 -0.3%
Police$ 225,032 $ 317,028 $ 307,000 $ 325,500 6.0%
Coalition$ 9,466 $ 41,176 $ 41,750 $ 41,750 0.0%
Dispatch$ 22,509 $ 37,312 $ 38,500 $ 39,000 1.3%
DEPARTMENT EXPENSES$ 495,803 $ 689,500 $ 703,250 $ 728,151 3.5%
Town of ReadingFY24 Proposed Budget73
Public Health
Public Health Department Overview
The Town made significant progress, during the last year, in building its public health
capacity. We are thrilled to announce that we now have a fully functioning Health
department, with adequate staffing, to meet the needs of our residents and the people
we serve. Our department will continue to maximize opportunities to improve public
health within the town of Reading by continuously assessing public health needs,
implementing quality improvement efforts, and improving our capacity to promote
better health for our residents and the people we serve.
Public Health Department Activities
We are working to build a strong and coordinated collaboration with community
partners, as well as other departments within our town government, to ensure that our
public health programs are effective. Our schools, places of worship, businesses,
nonprofits, and health professionals are all partners who have a vital interest and role in
maintaining a healthy Reading community. We will continue to improve our
collaboration with emergency management, local officials, healthcare, and community
partners to plan for and respond to emergency situations, disasters, health hazards,
disease outbreaks and bioterrorism threats that can dramatically impact the health of
our community.
Public Health Department FY24Budget Summary
The departments FY24 budget is decreased by 5.9% compared to last year. This
budget eliminates a parttime nurse position, as there is no apparent need to augment
our Covid-19 response activities. In the highly unlikely event that a need arises to
reinstate the parttime position, town government will reinstate the position using a
different funding source.
74FY24 Proposed BudgetTown of Reading
Public Health Department FY24 Budget Summary (Continued)
Town MeetingTown Manager
Public HealthFY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Health Director$ 57,452 $ 102,546 $ 118,800 $ 121,500 2.3%
Health Agent$ 57,197 $ - $ - $ - 0.0%
Health Inspectors$ 80,139 $ 38,517 $ 67,200 $ 68,250 1.6%
Health Nurse$ 59,889 $ 85,183 $ 110,900 $ 74,875 -32.5%
Support Staff$ - $ - $ 59,025 $ 57,600 100.0%
Overtime$ 930 $ 875 $ 1,000 $ 1,000 0.0%
Health Buyback$ 7,750 $ 3,389 $ - $ - 0.0%
Health Grants/Offsets$ (34,499)$ (2,100)$ (2,100)$ (2,100)0.0%
Health Services Wages$ 228,858 $ 228,411 $ 354,825 $ 321,125 -9.5%
Mosquito Control$ 42,990 $ 44,050 $ 46,000 $ 46,000 0.0%
Animal Disposal$ - $ 1,650 $ 10,000 $ 10,000 0.0%
Regional Animal Control$ - $ 10,725 $ 25,000 $ 25,000
Professional Services$ 5,405 $ 29,948 $ 22,500 $ 28,500 26.7%
Health Other$ 17,398 $ 4,377 $ 3,000 $ 3,500 16.7%
Health Expenses$ 65,793 $ 90,750 $ 106,500 $ 113,000 6.1%
Town of ReadingFY24 Proposed Budget75
Fire/Emergency Medical Services
Fire/Emergency Medical Services Department Overview
The Reading Fire Department is responsible for: fire suppression, fire prevention, the
emergency medical system, and emergency management. The Fire Department is also
responsible for coordinating and applying for all reimbursements for State and Federal
disaster declarations. The department offers Advanced Life Support (ALS) as a benefit
to the residents of the community.
The department is organized into four groups that each work two 24-hour shifts every
eight days. Each day the on-duty shift staffs two engines, a ladder truck, and an
ambulance. Each group is supervised by a Captain who is the shift commander.
Captains are responsible for responding to emergencies, delivering services, training,
scheduling, equipment maintenance, and routine fire prevention duties. The
Lieutenants are responsible for supervision of the West Side Fire Station and the
Firefighters who are assigned there. The Lieutenants provide supervision, respond to
emergencies, deliver services and training, and oversee equipment maintenance and
routine fire prevention duties.
Fire/Emergency Medical Services Department Highlights
Key Performance Data20202021 2022
Total Emergency Responses3,8894,248 4,456
Emergency Medical Responses1,9152,238 2,366
Fire and Emergency Responses1,9742,010 2,090
Mutual Aid Provided285~278~289~
Mutual Aid Received196~264~316~
Fire Inspections849900 1,000
Permits Issued8431,007 901
Training Hours7111,214 2,240
Permit Fees Received (Fiscal Year)$18,281$24,735$20,610
Ambulance Revenue Received (Fiscal Year)$820,212$737,534$801,966
~Vehicle responses
76FY24 Proposed BudgetTown of Reading
Grants in Progress:
$18,001 FY 2022 Firefighter Equipment Grant. This is a state programthat
provided funding allowing us tomake repairs to our radio infrastructure. This
project iscompleteand has improved our communications.
$5,175 SAFE. This is a state program thatprovides funding to allow us to deliver
fire safety instruction to children.
$3,055 Senior SAFE. This is a state program that provides funding to allow us
to deliverfire safety instructionand assistanceto our elderly population.
$19,000 FY 2023 Firefighter Equipment Grant. This is a state programthat
will provide funding for protective clothing for Firefightersand equipment.
$6,500 Federal Fiscal Year22 Emergency Management Planning Grant.
This is a federal programthat will provide funding for emergency shelter
supplies and ICS Training.
Fire/Emergency Medical Services Department FY24 Budget
Summary
The departments FY24 budget is increased 4.8% compared to last year. There are no
changes in the amount of personnel. The expense budget has been reduced .3% and
wages are up 5.1%. The increase to wages is driven by the implementation of the pay
and class study, union personnel moving through the step system in accordance with
the collective bargaining agreement and an initiative to promote 4 additional
Lieutenants and place the shift commander in a car. Currently our shift commander is
assigned to a fire engine and is responsible for incident command duties and engine
duties. We have found this mixed model does not work well. With the increased
number of larger buildings, simultaneous calls, and the rise in acute calls we need the
flexibility to have our shift commander be able to focus on the emergency incident and
be able to respond throughout the community when the need arises. This model will
increase the safety for the public and our personnel.
Currently, the department has 52 full-time positions, and this number has not changed.
Our requested budget consists of a Chief, Assistant Chief, one support staff, five
Captains, eight Lieutenants, thirty-six Privates, and one support staff position shared
with the Police department. One firefighter also works after hours as a part-time Fire
Alarm Technician. Overtime has been pressured by injured staff combined with new
hires going through a long initial academy process.
Town of ReadingFY24 Proposed Budget77
Overall, expenses are down slightly. The only change is an increase to the stipend paid
to a physician who serves as our Medical Director.
FY24 Budget Fire/EMS Wages
Town MeetingTown Manager
FY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Fire Chief$ 174,108 $ 178,778 $ 184,850 $ 203,000 9.8%
Assistant Fire Chief$ 138,246 $ 140,166 $ 128,000 $ 150,000 17.2%
EMS Director$ 9,827 $ 12,814 $ 12,500 $ 12,500 0.0%
Support Staff$ 86,310 $ 88,650 $ 92,025 $ 96,775 5.2%
Fire Alarm$ 6,407 $ 11,128 $ 20,000 $ 20,000 0.0%
Captains$ 621,508 $ 636,727 $ 667,500 $ 685,000 2.6%
Lieutenants $ 397,827 $ 478,333 $ 435,000 $ 525,000 20.7%
Firefighters $ 3,185,068 $ 3,187,104 $ 3,578,000 $ 3,710,000 3.7%
Grant Offset$ (178,087)$ (63,451)$ - $ - 0.0%
Overtime$ 593,328 $ 732,781 $ 522,500 $ 525,000 0.5%
Buyback$ 75,034 $ 90,003 $ - $ - 0.0%
FIRE / EMS WAGES $ 5,109,576 $ 5,493,032 $ 5,640,375 $ 5,927,275 5.1%
FY24 Budget Fire/EMS Expenses
Town MeetingTown Manager
FY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
ALS Medical Supplies $ 48,156 $ 56,581 $ 60,000 $ 60,000 0.0%
Ambulance Services$ 13,329 $ 19,329 $ 20,000 $ 25,705 28.5%
Billing Services$ 33,947 $ 31,959 $ 37,000 $ 37,000 0.0%
Supplies and Equipment$ 13,601 $ 14,792 $ 3,500 $ 3,500 0.0%
Equipment Maintenance$ 8,746 $ 9,193 $ 17,000 $ 17,000 0.0%
Miscellaneous$ 6,212 $ 1,773 $ 2,000 $ 2,000 0.0%
Office Supplies and Equipment$ 351 $ 436 $ 1,000 $ 1,000 0.0%
Professional Development$ 8,461 $ 16,857 $ 15,500 $ 15,500 0.0%
Uniforms and Clothing$ 40,202 $ 52,313 $ 53,500 $ 47,196 -11.8%
FIRE /EMS EXPENSES $ 173,004 $ 203,234 $ 209,500 $ 208,901 -0.3%
78FY24 Proposed BudgetTown of Reading
Police
Police Department Overview
The Reading Police Department is committed to providing the highest level of public
safety and service to the residents, businesses, and visitors within the community. The
department is empowered to enforce the laws of the Commonwealth of Massachusetts
and Bylaws of the Town of Reading to ensure that the peace and tranquility of our
neighborhoods are maintained, and that crime and the fear of crime are reduced.
The department emphasizes and values integrity, honesty, impartiality, and
professionalism from our members in order to create an environment that values
differences and fosters fairness and flexibility in our approach to achieving our mission
of safety. The department encourages citizen input and interaction that will assist us in
developing sound and sustainable partnerships between the community and the
police force. Working together we can enhance the quality of life for everyone within
the town.
Police Department Highlights
Remain active on social media, 8,800 followers on Facebook, 1,700+ on
Instagram and 11,300 on Twitter.
Our comfort dog program is a big success; Cooper and Rusty have over 3,000
followers on social media.
The Department ran two RAD (Womens Self-Defense) classes, a CitizensPolice
Academy Course, Coffee with a Cop, Seniors Dinner, and lunchroom takeover
at all the elementary schools, and bicycle helmet citation program.
The Department continues to train in de-escalation techniques.
Town of ReadingFY24 Proposed Budget79
Police Department FY24 Budget Summary
The departments FY24 budget is increased 4.38% compared to last year,
encompassing Police, Dispatch, and the Coalition. We have three supervisors retiring
and we hired one of our dispatchers as an officer. We will need to promote two more
Sergeants and hire two police officers and one dispatcher. The department is staffed
for 46sworn uniformed officers; 11 civilian dispatchers, three Coalition Staff members,
three Administrative Staff (one ½time at PD and ½at FD), a Parking Enforcement
Officer, and 17 per-diem school crossing guards.
FY24Budget Police Wages
Town MeetingTown Manager
FY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Police Chief$ 186,526 $ 192,576 $ 200,150 $ 210,000 4.9%
Deputy Police Chief$ 48,072 $ 148,848 $ 158,950 $ 178,000 12.0%
Police Support Staff$ 151,491 $ 155,049 $ 163,600 $ 170,600 4.3%
Parking Enforcement$ 2,776 $ 7,305 $ 37,500 $ 45,925 22.5%
Animal Control$ 2,435 $ - $ - $ - 0.0%
Crossing Guards$ 113,168 $ 120,989 $ 178,400 $ 182,000 2.0%
Lieutenants$ 517,134 $ 558,478 $ 581,000 $ 600,000 3.3%
Sergeants$ 804,141 $ 845,195 $ 1,001,000 $ 1,050,000 4.9%
Patrol Officers$ 1,844,917 $ 1,908,949 $ 2,350,000 $ 2,465,000 4.9%
Detectives$ 785,871 $ 814,671 $ 737,000 $ 762,000 3.4%
Training$ 69,396 $ 72,139 $ 45,000 $ 45,000 0.0%
Overtime$ 566,772 $ 527,895 $ 415,500 $ 415,000 -0.1%
Fitness Stipend$ - $ - $ - $ -
Cell Monitors$ 560 $ - $ 2,000 $ 2,500 25.0%
Buyback$ 65,146 $ 91,565 $ - $ - 0.0%
POLICE WAGES $ 5,158,406 $ 5,443,660 $ 5,870,100 $ 6,126,025 4.4%
80FY24 Proposed BudgetTown of Reading
FY24Budget Police Expenses
Town MeetingTown Manager
FY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Police Cruisers$ 75,414 $ 125,953 $ 130,000 $ 135,000 3.8%
Supplies and Equipment$ 40,856 $ 56,698 $ 40,000 $ 40,500 1.3%
Equipment Maintenance$ 16,968 $ 21,806 $ 35,500 $ 40,000 12.7%
Miscellaneous$ 199 $ 735 $ 500 $ 4,500 800.0%
Office Supplies, Equipment$ 16,681 $ 39,022 $ 21,000 $ 22,000 4.8%
Professional Development$ 40,884 $ 59,483 $ 58,000 $ 61,500 6.0%
Uniforms and Clothing$ 34,029 $ 13,331 $ 22,000 $ 22,000 0.0%
POLICE EXPENSES $ 225,032 $ 317,028 $ 307,000 $ 325,500 6.0%
Town of ReadingFY24 Proposed Budget81
Coalition for Prevention and Support
Coalition for Prevention and Support Department Overview
The Reading Coalition for Prevention and Support (formerly RCASA) mobilizes
community partners and residents to build collaborative approaches and to reduce
youth substance abuse. RCASA was dissolved after expiration of the Federal grant, and
the Director appointed interested parties to continue the work. The Coalition promotes
a healthy community environment using a strategic prevention framework to ensure
that everyone who lives, works, or goes to school in Reading can enjoy an optimum
quality of life.
Coalition for Prevention and Support Department FY24 Budget
Summary
The Coalition budget is +1.7% for FY24, as recent past increases to both a staff position
and outsourced mental health services are maintained.
Staff includes a Director, an Outreach Coordinator, and a Public Safety Clinician.
The Director oversees fiscal management, public relations, community planning,
training, coalition communication, data collection, dissemination, reports, and
program evaluation. The Outreach Coordinator disseminates educational information
to individuals and groups.
82FY24 Proposed BudgetTown of Reading
Coalition for Prevention and Support Department FY24 Budget
Summary (Continued)
Town MeetingTown Manager
FY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Coalition Director$ 91,159 $ 93,083 $ 96,600 $ 102,450 6.1%
Clinician & Outreach$ 55,319 $ 61,862 $ 139,850 $ 146,350 4.6%
Grant Offsets$ (10,000)$ (10,000)$ - $ - 0.0%
COALITION WAGES $ 136,478 $ 144,946 $ 236,450 $ 248,800 5.2%
Mental Health Services$ - $ 30,000.00 $ 30,000.00 $ 30,000.00 0.0%
Programs$ 6,000 $ 7,426 $ 8,000 $ 8,000 0.0%
Supplies$ 2,566 $ 3,250 $ 3,250 $ 3,250 0.0%
Professional Development$ 900 $ 500 $ 500 $ 500 0.0%
Grant Offsets$ - $ - $ - $ - 0.0%
COALITION EXPENSES $ 9,466 $ 41,176 $ 41,750 $ 41,750 0.0%
Town of ReadingFY24 Proposed Budget83
Dispatch
Dispatch Overview
Dispatch provides outstanding Emergency Medical Dispatch, communications, and
coordination for the community and first responders, 24 hours a day, 365 days a year.
Dispatch is located in the Police department but provides 911 Call Management for
both Police and Fire/EMS, and as needed for regional emergencies.
Dispatch Activities
The new work schedule has allowed more overlap during busy call volume
times.
We continue to increase training for all dispatchers.
The remodel of the new dispatch center is finished and is fully up and running.
Dispatch FY24 Budget Summary
The Dispatch budget is up by 2.9% compared to last year. The Dispatch Center is
staffed with ten civilian Telecommunicators and one civilian Head Dispatcher who
oversees the administration of the division and also works several shifts per week as a
Telecommunicator. In addition to Town funding, $65,000 in 911 grant funds are used
to offset existing wages. This grant is not guaranteed and can be discontinued at any
time, but continues to increase with the use of cell phones.
84FY24 Proposed BudgetTown of Reading
Dispatch FY24 Budget Summary (Continued)
Town MeetingTown Manager
FY21 ActualFY22 ActualFY23 BUDGETFY24 BudgetChange
Head Public Safety Dispatcher$ 80,267 $ 83,133 $ 85,925 $ 89,250 3.9%
Public Safety Dispatchers$ 493,903 $ 496,707 $ 577,000 $ 600,000 4.0%
Overtime$ 125,560 $ 145,646 $ 60,000 $ 60,000 0.0%
Buyback$ 1,290 $ 3,123 $ - $ - 0.0%
E911 Grant Support$ (70,078)$ - $ (65,000)$ (65,000)0.0%
DISPATCHER WAGES $ 630,943 $ 728,609 $ 657,925 $ 684,250 4.0%
Supplies and Equipment$ - $ 443 $ - $ - #DIV/0!
Equipment Maintenance$ 13,920 $ 29,359 $ 23,500 $ 23,500 0.0%
Technology$ 4,422 $ 5,415 $ 7,000 $ 7,000 0.0%
Professional Devleopment$ 2,282 $ 1,058 $ 6,000 $ 6,000 0.0%
Uniforms and Clothing$ 1,885 $ 1,038 $ 2,000 $ 2,500 25.0%
DISPATCHER EXPENSES $ 22,509 $ 37,312 $ 38,500 $ 39,000 1.3%
Town of ReadingFY24 Proposed Budget85
Department of Public Works
Departmentof Public WorksOverview
The Public Works Department is responsible for all endeavors relating to planning,
designing, operating, maintaining, and managing public ways, parklands, open space,
public grounds, town cemeteries, water distribution systems, sewer collectionsystems,
and the collection and disposal of solid waste. The Department also provides
engineering support services and motor equipment maintenance services to all town
and school departments.
The Department of Public Works consists of several divisions: administration,
engineering, highway and equipment maintenance, stormwater (not the enterprise
fund), parks and cemetery and forestry. The Department also includes three Enterprise
Funds (Water, Sewer and Storm Water).
Department of Public Works Highlights
Received grants from several agencies including:
MassDOT:
o Design of Track Road (East) bridge replacement ($100K)
o Sidewalk unit ($47K)
o Local Bottleneck Reduction Program ($500K);
o Complete Streets Program ($500K)
MassDEP: mattress recycling container ($10K),
MIIA: Sewer manhole monitors ($9K);
DCR: Town Forest Thinning Project, Phase 3 ($10K);
Maintained:
111 miles of water main.
7,866 residential, 240 commercial and 71 municipal water connections.
75 miles of traffic markings.
80 acres of grass and 16 tennis/basketball courts.
3,000 catch basins.
70 miles of the Towns drainage pipes.
12 sewer pump stations.
86FY24 Proposed BudgetTown of Reading
Additional items of Interest:
Tree City USAfor the 37th consecutive year.
Collaborated with Public Services to secure over $4M in grants for the Maillet
Sommes project.
Planted 122 shade trees.
194 trees trimmed.
46 trees removed (13 Ash trees).
25,344 cars visited to the Compost Center.
20,000Holiday Lighting bulbs.
2.1 miles of roads resurfaced.
Over 200 Dig Safe markouts.
200+ repairs/services for Town/School vehicles.
Completed the downtown sewer main improvements (replacing 700 LF of sewer
main and lining Washington Street from Main toVillage).
Completed NPDES annual permit assessment.
Completed roadway inventory and pavement management study.
Department of Public Works FY24 Budget Summary
The Department of Public Works FY24 budget increased by 3.3%. Full-time staffing
positions remain unchanged. Attraction and retention of employees continues to be
an ongoing struggle. Some projects were delayed due to supply chain issues, while
others experienced budget increases due to the shortages.
Town of ReadingFY24 Proposed Budget87
Department of Public Works FY24 Budget Summary (Continued)
FY23 BUDGET FY24 BUDGET FY23-24
FY21 Actual FY22 Actual Town Meeting Town Manager % Change
Administration$ 428,033 $ 533,363 $ 460,450 $ 484,250 5.2%
Engineering$ 474,919 $ 507,542 $ 566,825 $ 552,750 -2.5%
Highway & Equipment$ 1,491,776 $ 1,555,336 $ 1,665,650 $ 1,746,700 4.9%
Storm Water (Genl Fund)$ 147,576 $ 135,165 $ 167,200 $ 172,975 3.5%
Forestry*$ 580,472 $ 623,826 $ 405,050 $ 415,600 2.6%
Parks & Cemetery*$ 217,478 $ 269,443 $ 661,950 $ 685,025 3.5%
DPW OPERATIONS TOTALS$ 3,340,253 $ 3,624,675 $ 3,927,125 $ 4,057,300 3.3%
Snow/Ice$ 746,843 $ 856,108 $ 675,000 $ 675,000 0.0%
Traffic/Street Lighting$ 105,148 $ 105,034 $ 130,000 $ 135,000 3.8%
Rubbish & Recycling$ 1,806,755 $ 1,888,878 $ 1,975,000 $ 2,034,250 3.0%
SNOW/LIGHT/RUBBISH TOTALS$ 2,658,745 $ 2,850,020 $ 2,780,000 $ 2,844,250 2.3%
DEPARTMENT TOTALS$ 5,998,998 $ 6,474,695 $ 6,707,125 $ 6,901,550 2.9%
*change in grouping from previous years
Line K91 FY23Public Works Wages
FY23 BUDGET FY24 BUDGET FY23-24
FY21 Actual FY22 Actual Town Meeting Town Manager % Change
Administration$ 414,079 $ 409,689 $ 442,450 $ 465,750 5.3%
Engineering$ 443,003 $ 467,521 $ 482,825 $ 498,750 3.3%
Highway & Equipment$ 850,051 $ 858,290 $ 970,950 $ 992,000 2.2%
Storm Water (GenlFd)$ 144,655 $ 132,412 $ 164,200 $ 169,975 3.5%
Forestry*$ 536,710 $ 545,293 $ 339,550 $ 345,600 1.8%
Parks & Cemetery*$ 174,797 $ 243,115 $ 619,950 $ 634,525 2.4%
DPW OPERATIONS WAGES$ 2,563,295 $ 2,656,320 $ 3,019,925 $ 3,106,600 2.9%
Snow/Ice$ 183,117 $ 233,218 $ 130,000 $ 130,000 0.0%
Traffic/Street Lighting$ - $ - $ - $ - 0.0%
Rubbish & Recycling$ - $ - $ - $ - 0.0%
SNOW/LIGHT/RUBBISH WAGES$ 183,117 $ 233,218 $ 130,000 $ 130,000 0.0%
DEPARTMENT WAGES$ 2,746,413 $ 2,889,538 $ 3,149,925 $ 3,236,600 2.8%
*change in grouping from previous years
88FY24 Proposed BudgetTown of Reading
Line K92 FY23Public Works Expenses
FY23 BUDGET FY24 BUDGET FY23-24
FY21 Actual FY22 Actual Town Meeting Town Manager % Change
Administration$ 13,953 $ 123,674 $ 18,000 $ 18,500 2.8%
Engineering$ 31,916 $ 40,021 $ 84,000 $ 54,000 -35.7%
Highway & Equipment$ 641,725 $ 697,046 $ 694,700 $ 754,700 8.6%
Storm Water (GenlFd)$ 2,921 $ 2,753 $ 3,000 $ 3,000 0.0%
Forestry*$ 43,762 $ 78,532 $ 65,500 $ 70,000 6.9%
Parks & Cemetery*$ 42,680 $ 26,328 $ 42,000 $ 50,500 20.2%
DPW OPERATIONS EXPENSES$ 776,958 $ 968,354 $ 907,200 $ 950,700 4.8%
Snow/Ice$ 563,726 $ 622,890 $ 545,000 $ 545,000 0.0%
Traffic/Street Lighting$ 105,148 $ 105,034 $ 130,000 $ 135,000 3.8%
Rubbish & Recycling$ 1,806,755 $ 1,888,878 $ 1,975,000 $ 2,034,250 3.0%
SNOW/LIGHT/RUBBISH EXP.$ 2,475,628 $ 2,616,802 $ 2,650,000 $ 2,714,250 2.4%
DEPARTMENT EXPENSES$ 3,252,586 $ 3,585,156 $ 3,557,200 $ 3,664,950 3.0%
*change in grouping from previous years
Town of ReadingFY24 Proposed Budget89
Line K93 Snow & Ice; Line K94 Traffic/Street Lighting; Line
K95 Rubbish & Recycling
Snow and Ice Funding is level-funded and is meant to fund below the average year
since, by law, funding can never be reduced in future years; this is the only budget line
where deficit spending is allowed by law during difficult years; and overfunding would
be an opportunity cost for other needs.
Traffic and Street Lighting costs increased 3.8%. The Town continues to work with
RMLD on improvements in efficiency.
Rubbish Disposal costs are in an upheaval due to the pandemic and related factors.
The town signed a five-year contract with Covanta that expires June 30, 2025. In FY23,
there is a +3% annual charge.
Rubbish and Recycling collection continues to enjoy a ten-year contract (approved by
Town Meeting) at a +3% annual charge. This topic is causing serious harm in other
communities as the industry consolidates in the face of economic upheaval. In FY23,
Republic Services purchased our rubbish and recycling vendor (JRM). Republic
Services will take over the current contract that expires on June 30, 2026. Leaf
collections are part of the contract, and significantly reduce resident trips to the
compost center.
90FY24 Proposed BudgetTown of Reading
Snow & Ice, Traffic /Street Lighting, Rubbish & Recycling FY24
Budget Summary
FY23 BUDGET FY24 BUDGET FY23-24
FY21 Actual FY22 Actual Town Meeting Town Manager % Change
Snow and Ice Regular Wages$ 11,511 $ 34,342 $ 30,000 $ 30,000 0.0%
Snow and Ice Overtime$ 171,606 $ 198,876 $ 100,000 $ 100,000 0.0%
SNOW AND ICE WAGES$ 183,117 $ 233,218 $ 130,000 $ 130,000 0.0%
Snow / Ice Plowing & Hauling $ 202,149 $ 196,541 $ 215,000 $ 215,000 0.0%
Snow / Ice Supplies/Equip.$ 298,278 $ 326,747 $ 250,000 $ 250,000 0.0%
Snow / Ice Fuel$ 33,452 $ 68,413 $ 45,000 $ 45,000 0.0%
Snow & Ice Meal Tickets $ 10,287 $ 10,098 $ 10,000 $ 10,000 0.0%
Snow / Ice Police Details $ 4,840 $ 6,092 $ 10,000 $ 10,000 0.0%
Street Sweeping $ 14,720 $ 15,000 $ 15,000 $ 15,000 0.0%
SNOW AND ICE EXPENSES$ 563,726 $ 622,890 $ 545,000 $ 545,000 0.0%
SNOW AND ICE$ 746,843 $ 856,108 $ 675,000 $ 675,000 0.0%
Traffic LightElectricity $ 4,902 $ 5,091 $ 10,000 $ 10,000 0.0%
Streetlight Electricity $ 100,149 $ 99,054 $ 105,000 $ 105,000 0.0%
Street Light Maint. & Repair $ 96 $ 889 $ 15,000 $ 20,000 33.3%
TRAFFIC/STR LIGHT$ 105,148 $ 105,034 $ 130,000 $ 135,000 3.8%
Rubbish Collection$ 760,644 $ 790,425 $ 915,000 $ 915,000 0.0%
Solid Waste Disposal$ 682,803 $ 718,229 $ 635,000 $ 694,250 9.3%
Curbside Recycling $ 326,340 $ 336,534 $ 345,000 $ 345,000 0.0%
Misc. Recycling $ 36,967 $ 43,690 $ 80,000 $ 80,000 0.0%
RUBBISH/RECYCLING$ 1,806,755 $ 1,888,878 $ 1,975,000 $ 2,034,250 3.0%
Town of ReadingFY24 Proposed Budget91
DPW Administration
DPW Administration Division Overview
The Administration Division is responsible for DPW payroll, invoice payment, cemetery
administration, engineering support services, DPW dispatch, water conservation
rebate program, quarterly newsletters to residents, spring and fall mailers for recycling
events.
DPW Administration Division Activities
TwoHousehold Hazardous Waste collection days
Two events for paper shredding, rigid plastic and metals pickup
Five Town-wide leaf pickups
Styrofoam and electronics recycling program
Water Conservation Program
WasteZero (Simple Recycling Program)
Black Earth Composting Program
Quarterly newsletters to residents
Spring and Fall mailer to residents
Mattress Recycling Program
DPW Administration Division FY24 Budget Summary
Staffing remains unchanged. The increase in expenses is associated with an increase
in traffic control, line painting, outsourced repairs, and fuel as well as smaller increases
in supplies and professional/technical services.
92FY24 Proposed BudgetTown of Reading
DPW Administration Division FY24 Budget Summary (Continued)
FY23 BUDGET FY24 BUDGET FY23-24
DPW AdministrationFY21 Actual FY22 Actual Town Meeting Town Manager % Change
DPW Director$ 130,787 $ 134,457 $ 139,250 $ 145,850 4.7%
Assistant DPW Director$ 103,885 $ 106,807 $ 110,600 $ 117,600 6.3%
Support Staff$ 171,329 $ 168,304 $ 190,600 $ 200,300 5.1%
Overtime$ - $ 121 $ 2,000 $ 2,000 0.0%
Buyback$ 8,078 $ - $ - $ - 0.0%
DIVISION WAGES$ 414,079 $ 409,689 $ 442,450 $ 465,750 5.3%
Advertising$ 2,367 $ 1,779 $ 2,500 $ 2,500 0.0%
Supplies/Covid and Equipment$ 4,886 $ 113,693 $ 7,500 $ 8,000 6.7%
Professional Development$ 6,701 $ 8,202 $ 8,000 $ 8,000 0.0%
DIVISION EXPENSES$ 13,953 $ 123,674 $ 18,000 $ 18,500 2.8%
Town of ReadingFY24 Proposed Budget93
Engineering Division
Engineering Division Overview
The Engineering division is responsible for: the preparation of plans, specifications,
estimates, survey layout, inspection and supervision of town construction projects;
review of site plans for accuracy/conformance with subdivision regulations; review of
Conservation submittals; upkeep of all traffic markings/signals; issuance/compliance
of utility, street opening, and Jackies law permits and Dig Safe mark outs.
Engineering Division Activities
Annual Road Paving ($1.1M); Approximately 2.1 miles of roadway resurfaced
Line Painting
Roadway Inventory and Pavement Management Study
Engineering Division FY24 Budget Summary
Staffing remains unchanged. Increases in Wages follow contractual obligations. There
were increases in expenses for traffic control repairs and engineering computer
supplies.
94FY24 Proposed BudgetTown of Reading
Engineering Division FY24 Budget Summary (Continued)
FY23 BUDGET FY24 BUDGET FY23-24
EngineeringFY21 Actual FY22 Actual Town Meeting Town Manager % Change
Town Engineer$ 111,334 $ 115,331 $ 119,800 $ 125,000 4.3%
Senior/Civil Engineers$ 247,369 $ 261,075 $ 268,700 $ 278,150 3.5%
Field Tech/Surveyor$ 76,022 $ 80,559 $ 81,825 $ 83,100 1.6%
Overtime$ 8,278 $ 10,556 $ 12,500 $ 12,500 0.0%
Buyback$ - $ - $ - $ - 0.0%
DIVISION WAGES$ 443,003 $ 467,521 $ 482,825 $ 498,750 3.3%
Traffic Control Repairs $ 15,366 $ 11,697 $ 18,000 $ 25,000 38.9%
Professional Services$ - $ 7,500 $ 42,000 $ 2,000 -95.2%
Supplies and Equipment$ 9,333 $ 10,824 $ 12,000 $ 15,000 25.0%
Police Details$ 7,218 $ 10,000 $ 12,000 $ 12,000 0.0%
DIVISION EXPENSES$ 31,916 $ 40,021 $ 84,000 $ 54,000 -35.7%
Town of ReadingFY24 Proposed Budget95
Highway Division
Highway Division Overview
The Highway Division is responsible for street maintenance, catch basin repair,
roadside cutting, sidewalks, street signs,and potholes. This Division also repairs and
services over 200 pieces of equipment for Town and School departments.
Highway Division Activities
Annual springtime street sweeping, signage, and tree lawn repair
Repairs and cleaning of over 3,000 catch basins
Roadside cutting
Sidewalk/curbing maintenance and installation
Pothole repair
Repairs and services for over 200 pieces of equipment town-wide
Oversight of rubbish and recycling
Highway Division FY24 Budget Summary
While staffing levels remain unchanged, salaries are increasing due to contractual
obligations. Outsourced repairs, line painting, and fuel expenses were all increased.
96FY24 Proposed BudgetTown of Reading
Highway Division FY24 Budget Summary (Continued)
FY23 BUDGET FY24 BUDGET FY23-24
Highway & EquipmentFY21 Actual FY22 Actual Town Meeting Town Manager % Change
Highway/St. Water Supervisor$ 80,389 $ 71,130 $ 75,000 $ 78,000 4.0%
Managing/Working Foreperson$ 150,715 $ 178,976 $ 201,500 $ 206,650 2.6%
Senior/Junior Operators$ 249,600 $ 264,410 $ 339,000 $ 349,500 3.1%
Laborers$ 38,890 $ 21,119 $ - $ -
Mechanics$ 243,090 $ 236,163 $ 274,450 $ 276,850 0.9%
Seasonal Staff$ - $ - $ - $ - 0.0%
Overtime/On Call$ 56,488 $ 86,299 $ 81,000 $ 81,000 0.0%
Buyback$ 30,880 $ 192 $ - $ - 0.0%
DIVISION WAGES$ 850,051 $ 858,290 $ 970,950 $ 992,000 2.2%
Equipment Parts & Maint.$ 235,287 $ 242,835 $ 225,000 $ 225,000 0.0%
Outsourced Repairs$ 142,497 $ 141,780 $ 140,000 $ 150,000 7.1%
Fuel$ 125,963 $ 167,372 $ 165,000 $ 190,000 15.2%
Line Painting$ 51,242 $ 54,036 $ 65,000 $ 90,000 38.5%
Road and Sidewalk Repairs$ 25,396 $ 37,933 $ 45,000 $ 45,000 0.0%
Supplies and Equipment$ 28,506 $ 22,119 $ 24,000 $ 24,000 0.0%
Outsourced Services$ 3,713 $ 4,238 $ 10,000 $ 10,000 0.0%
Police Details$ 24,717 $ 21,291 $ 16,000 $ 16,000 0.0%
Utilities/Licenses$ 4,405 $ 5,442 $ 4,700 $ 4,700 0.0%
DIVISION EXPENSES$ 641,725 $ 697,046 $ 694,700 $ 754,700 8.6%
Town of ReadingFY24 Proposed Budget97
Storm Water Division
Storm Water Division Overview
This division contains all the storm water related work that the Town was doing before
the creation of the Enterprise Fund.
Storm Water Division Activities
Please see the Storm Water Enterprise Fund for a complete summary of work done in
this area.
Storm Water Division FY24 Budget Summary
Note that both the Supervisor position, a Foreperson position,and a Mechanics
position are shared with the Highway division.
FY23 BUDGET FY24 BUDGET FY23-24
Storm Water (GF)FY21 Actual FY22 Actual Town Meeting Town Manager % Change
Highway/St. Water Supervisor$ 19,695 $ 18,230 $ 18,800 $ 19,550 4.0%
Managing/Working Foreperson$ 13,954 $ 14,720 $ 15,100 $ 15,300 1.3%
Senior/Junior Operators$ 57,529 $ 85,049 $ 63,600 $ 67,725 6.5%
Laborers$ 38,428 $ - $ 51,000 $ 51,800 1.6%
Mechanics$ 5,683 $ 5,263 $ 7,200 $ 7,100 -1.4%
On Call$ 1,800 $ 1,200 $ - $ - 0.0%
Overtime$ 5,595 $ 7,950 $ 8,500 $ 8,500 0.0%
Buyback$ 1,971 $ - $ - $ - 0.0%
DIVISION WAGES$ 144,655 $ 132,412 $ 164,200 $ 169,975 3.5%
Supplies and Equipment$ 2,921 $ 2,753 $ 3,000 $ 3,000 0.0%
DIVISION EXPENSES$ 2,921 $ 2,753 $ 3,000 $ 3,000 0.0%
98FY24 Proposed BudgetTown of Reading
Forestry Division
Forestry Division Overview
The forestry division is responsible for maintaining all trees on public grounds and
within the public right-of-way along streets and easements, and assists Conservation
with tree maintenance in various resource areas.
Forestry Division Activities
Oversight of all Town trees: Planting, trimming, removal. In 2022, 122 trees were
planted by Town staff as street trees and in parks, schools, and cemeteries. There were
194 trees trimmed, and 46 tree removals. Division is responsible for Holiday lighting
in the Town Common (over 20,000 bulbs).
Forestry Division FY24Budget Summary
Staffing remains unchanged. Increases in wages follow contractual obligations. There
were slight increases in professional/technical services and brush grinding.
Town of ReadingFY24 Proposed Budget99
Forestry Division FY24 Budget Summary (Continued)
FY23 BUDGET FY24 BUDGET FY23-24
Forestry*FY21 Actual FY22 Actual Town Meeting Town Manager % Change
Pks./Frst. Cem. Supervisor$ 44,808 $ 46,450 $ 48,250 $ 50,250 4.1%
Managing/Working Foreperson$ 140,560 $ 132,615 $ 146,000 $ 148,150 1.5%
Senior/Junior Opers/Tr. Clmbr.$ 214,037 $ 262,487 $ 120,800 $ 122,700 1.6%
Laborers$ 50,704 $ 10,034 $ - $ -
Seasonal Staff$ 42,144 $ 56,908 $ - $ -
Overtime/On Call$ 39,950 $ 36,799 $ 24,500 $ 24,500 0.0%
Buyback$ 4,505 $ - $ - $ - 0.0%
DIVISION WAGES$ 536,710 $ 545,293 $ 339,550 $ 345,600 1.8%
Supplies and Equipment$ 11,861 $ 22,262 $ 13,500 $ 13,500 0.0%
Prof. Svc. and Repairs$ 8,350 $ 15,683 $ 20,000 $ 22,000 10.0%
Shade Trees$ 18,562 $ 14,856 $ 16,000 $ 16,000 0.0%
Stump/Brush Disposal$ 12,520 $ 14,000 $ 7,500 $ 10,000 33.3%
Police Details$ 9,620 $ 9,000 $ 7,000 $ 7,000 0.0%
Utilities/Licenses$ 2,849 $ 2,731 $ 1,500 $ 1,500 0.0%
Revolving Fund Support$ (20,000)$ - $ - $ -
DIVISION EXPENSES$ 43,762 $ 78,532 $ 65,500 $ 70,000 6.9%
*Parks moved in with Cemetery
100FY24 Proposed BudgetTown of Reading
Parks/Cemetery Division
Parks/Cemetery Division Overview
The Parks/Cemetery Division operates four town-owned cemeteries, along with
various Parks, which consist of 80 acres of grassed area throughout town, 16 tennis and
basketball courts, 11 tot lots, 6 skating rinks, and 13 ballfields.
Parks/Cemetery Division Activities
Funeral Arrangements (15,871 total burials); 114 Interments; 55 Lot sales
Grounds maintenance (51 acres)
Set Markers/Set foundations for headstones
Record keeping
Assist with Memorial Day preparations
Oversight of the Compost Center
Parks/Cemetery Division FY24 Budget Summary
The Supervisor position is shared between Parks/Cemetery and Forestry. The
Managing Foreperson and the Working Foreperson positions are shared between
Parks and Cemetery. A Veterans Trust Fund supports annual flowers for Memorial Day.
Trust fund support also pays a portion of seasonal wages.
Town of ReadingFY24 Proposed Budget101
Parks/Cemetery Division FY24 Budget Summary (Continued)
FY23 BUDGET FY24 BUDGET FY23-24
Parks/Cemetery*FY21 Actual FY22 Actual Town Meeting Town Manager % Change
Pks./Frst. Cem. Supervisor$ 44,808 $ 46,487 $ 48,250 $ 50,200 4.0%
Managing/Working Foreperson$ 59,949 $ 77,293 $ 148,000 $ 148,200 0.1%
Senior/Junior Opers/Tr. Clmbr.$ 78,377 $ 103,598 $ 333,700 $ 405,325 21.5%
Laborers$ 65,629 $ 76,297 $ 97,000 $ 51,800 -46.6%
Seasonal Staff$ 30,511 $ 5,197 $ 75,500 $ 61,500 -18.5%
Overtime$ 11,673 $ 33,280 $ 37,500 $ 37,500 0.0%
Buyback$ 3,850 $ 964 $ - $ - 0.0%
Revolving Fund Support$ (120,000)$ (100,000)$ (120,000)$ (120,000)0.0%
DIVISION WAGES$ 174,797 $ 243,115 $ 619,950 $ 634,525 2.4%
Supplies and Equipment$ 25,241 $ 20,594 $ 29,500 $ 34,500 16.9%
Repairs$ 50,967 $ 6,661 $ 10,000 $ 13,000 30.0%
Lot Repurchase$ 3,440 $ - $ 2,000 $ 2,000 0.0%
Fuel$ 5,947 $ 9,465 $ 10,000 $ 10,000 0.0%
Utilities/Licenses$ 7,697 $ 9,608 $ 10,500 $ 11,000 4.8%
Veterans Flowers$ - $ - $ 4,700 $ 4,700 0.0%
Trust/Revolving Fund Support$ (50,612)$ (20,000)$ (24,700)$ (24,700)0.0%
DIVISION EXPENSES$ 42,680 $ 26,328 $ 42,000 $ 50,500 20.2%
*Parks moved in with Cemetery
102FY24 Proposed BudgetTown of Reading
Reading Public Library
Reading Public Library Department Overview
FY24 is the fourth year in the Librarys 5-year strategic plan. The plan, available at
readingpl.org, has three areas of focus:
Customer Convenience and Accessibility
Community Learning and Engagement,
The Libraryas Space and Place
The strategic plan foundations are the Librarys Vision, Mission, and Core Values:
Vision
Evolving together to strengthen communication, equity, collaboration, and
learning.
Mission
The Reading Public Library is a center and resource for learning and civic
engagement. We provide a place and platform of, by, and for the people who
can benefit as individuals as well as contribute to the well-being of the
community.
Core Values
Education: To help all people reach their full potential.
Equity: So that all people can participate justly and fully in all dimensions of their
individual and community identities.
Access:For all people to learn and participate in both civic and community life
by providing unbiased pathways and reducing systemic barriers.
Accountability:When individuals are responsible for their words and actions,
and take shared ownership for overcoming challenges, celebrating successes,
and ensuring a just community.
Town of ReadingFY24 Proposed Budget103
Reading Public Library Department Highlights
Besides holidays and closings for inclement weather, the Library is open seven days or
64 hours a week for eight months of the year (October-May) and six days or 60 hours a
week for the other four months. In addition to weekend hours, the Library is open four
evenings a week to accommodate a broad array of work/life schedules for the
community.
Including staffing the half-day on Sundays, the Library averages 24.8 FTE, providing in-
person services at four public desks across three floors of a 38,000 SF building.
In FY22 Library staff planned and implemented over 500 programs. 404 were in-person
or hybrid, 108 were virtual or recorded. In-person programs averaged 14 people in
attendance and recorded programs averaged 24 views within the first 30 days of
posting.
Staff provide support and basic instruction for both onsite and virtual services and
collections. Circulation and electronic usage of materials has rebounded after COVID,
surpassing that of FY19. Reading continues to be the top circulating library percapita
in the region.
The Library provides physical and online resources for individuals of all ages, abilities,
and interests. This includes reading, watching, and listening to content in various
media, including print, downloading, and streaming. Othervirtual learning services
include free online tutoring, standardized and professional certification test
preparation, and language learning.
FY23 Exciting Initiatives:
RPL on Wheels Book Bike for outreach and community service
Exterior after-hours pickup lockers
The Reading Public Library App
Web-based access to a digitized and searchable database of the Reading
Chronicle from 1870 to 2019
104FY24 Proposed BudgetTown of Reading
Reading Public Library FY24 Budget Summary
The Board of Trustees recommends an overall increase of 4.2.% in existing salaries and
expenses.
The primary drivers for this budget:
Non-union salaries incorporating the 2022 Pay and Class Study (75% percentile
among peer communities)
Maintaining certification and eligibility for State Aid
FY23 BUDGET FY24 BUDGET FY23-24
DivisionsFY21 Actual FY22 Actual Town Meeting Town Manager % Change
Administration$ 701,750 $ 711,051 $ 747,250 $ 768,725 2.9%
Equity and Social Justice$ - $ 25,859 $ 79,150 $ 85,100 7.5%
Public Services$ 615,706 $ 644,077 $ 691,900 $ 714,900 3.3%
Collection Services$ 454,156 $ 472,281 $ 501,000 $ 536,300 7.0%
LIBRARY TOTALS$ 1,771,611 $ 1,853,268 $ 2,019,300 $ 2,105,025 4.2%
Town of ReadingFY24 Proposed Budget105
Lines L91 Library Wages and L92 Library Expenses
FY23 BUDGET FY24 BUDGET FY23-24
FY21 Actual FY22 Actual Town Meeting Town Manager % Change
Administration$ 341,029 $ 344,689 $ 347,800 $ 361,850 4.0%
Equity and Social Justice$ - $ 25,859 $ 79,150 $ 85,100 7.5%
Public Services$ 615,706 $ 644,077 $ 691,900 $ 714,900 3.3%
Collection Services$ 454,156 $ 472,281 $ 501,000 $ 536,300 7.0%
LIBRARY WAGES$ 1,410,891 $ 1,486,906 $ 1,619,850 $ 1,698,150 4.8%
Administration$ 360,721 $ 366,362 $ 399,450 $ 406,875 1.9%
Equity and Social Justice$ - $ - $ - $ - 0.0%
Public Services$ - $ - $ - $ - 0.0%
Collection Services$ - $ - $ - $ - 0.0%
LIBRARY EXPENSES$ 360,721 $ 366,362 $ 399,450 $ 406,875 1.9%
Salaries account for 81% of the Library budget. Our employees are our greatest asset.
th
The salary budget corrects non-union rates to the 75percentile among peer
communities as recommended by the 2022 Pay & Class study by GovHR and the Town
of Reading. This recently recommended and increased compensation schedule, plus
the 1.25% COLA set by the Town Manager, brings the total salary increase to 4.8%.
106FY24 Proposed BudgetTown of Reading
Administration Division
The Administration Division is responsible for the overall management, finance,
communications, and strategic planning functions of the Library.
Library Administration Division FY24 Budget Summary Salaries
The salary budget corrects non-union rates to the 75th percentile among peer
communities as recommended by the 2022 Pay & Class study by GovHR and the Town
of Reading.
FY23 BUDGET FY24 BUDGET FY23-24
FY21 Actual FY22 Actual Town Meeting Town Manager % Change
Library Director $ 109,164 $ 112,232 $ 116,450 $ 121,400 4.3%
Library Assistant Director $ 77,289 $ 79,460 $ 82,450 $ 90,950 10.3%
Communications Specialist$ 37,929 $ 40,327 $ 42,900 $ 43,375 1.1%
Support Staff$ 78,854 $ 77,597 $ 96,000 $ 96,125 0.1%
Library Substitutes $ 2,439 $ 16,352 $ 10,000 $ 10,000 0.0%
Sick/Vacation Buyback $ 35,354 $ 18,721 $ - $ - 0.0%
ADMINISTRATION WAGES$ 341,029 $ 344,689 $ 347,800 $ 361,850 4.0%
Library AdministrationDivision FY24 Budget Summary Expenses
This expense budget requests an overall 1.9% increase to expenses and includes a
materials budget that meets the minimum for state certification.
FY23 BUDGET FY24 BUDGET FY23-24
FY21 Actual FY22 Actual Town Meeting Town Manager % Change
Library Materials $ 245,328 $ 253,784 $ 259,950 $ 273,675 5.3%
Equipment Contract/Repair $ 18,224 $ 16,274 $ 23,000 $ 22,000 -4.3%
Software License & Support$ 61,238 $ 62,754 $ 70,500 $ 69,200 -1.8%
Technology Supplies $ 10,953 $ 8,142 $ 12,000 $ 11,000 -8.3%
General Supplies$ 12,966 $ 10,629 $ 13,500 $ 13,000 -3.7%
Professional Development$ 8,513 $ 11,828 $ 16,500 $ 14,000 -15.2%
Library Programs $ 3,500 $ 2,951 $ 4,000 $ 4,000 0.0%
LIBRARY EXPENSES$ 360,721 $ 366,362 $ 399,450 $ 406,875 1.9%
Town of ReadingFY24 Proposed Budget107
Equity and Social Justice Division
The Office of Equity and Social Justice assists Town departments and the Reading
community in fostering a culture of diversity, belonging, and inclusion. The Director
uses DEIA best practices to work collaboratively across the town on programs, projects,
and initiatives that focus on our shared humanity.
The salary budget corrects non-union rates to the 75th percentile among peer
communities as recommended by the 2022 Pay & Class study by GovHR and the Town
of Reading.
Equity and Social Justice Division FY24 Budget Summary
FY23 BUDGET FY24 BUDGET FY23-24
FY21 Actual FY22 Actual Town Meeting Town Manager % Change
Dir of Equity & Social Justice$ - $ 25,859 $ 79,150 $ 85,100 7.5%
EQTY & SOC JUSTICE WAGES$ - $ 25,859 $ 79,150 $ 85,100 7.5%
108FY24 Proposed BudgetTown of Reading
Public Services Division
The Public Services Division is responsible for all Library programs and services.
Programs include budgeting, planning and implementation of classes, lectures,
one-to-one instruction, technology assistance, homebound services, and support for
Reading Public Schools.
The salary budget corrects non-union rates to the 75th percentile among peer
communities as recommended by the 2022 Pay & Class study by GovHR and the Town
of Reading.
Library Public Services Division FY24 Budget Summary
FY23 BUDGET FY24 BUDGET FY23-24
FY21 Actual FY22 Actual Town Meeting Town Manager % Change
$ 80,594 $ 77,852 $ 80,850 $ 85,100
Public Services Division Head5.3%
Librarian II$ 131,370 $ 137,255 $ 141,950 $ 148,800 4.8%
Librarian$ 380,417 $ 403,132 $ 436,600 $ 448,100 2.6%
Support Staff$ - $ - $ - $ - 0.0%
Sunday Hours$ 23,325 $ 25,838 $ 32,500 $ 32,900 1.2%
3.3%
PUBLIC SERVICES WAGES$ 615,706 $ 644,077 $ 691,900 $ 714,900
Town of ReadingFY24 Proposed Budget109
CollectionServices Division
The Collection Services Division is responsible for the acquisition of and access to all
materials. Materials include all forms of physical and digital items that are borrowed,
streamed, or downloaded. Acquisitions include budgeting, purchasing, licensing, and
payment for all materials. Access includes processing, cataloging, patron account
management, interlibrary loan services, and all aspects of circulation control.
The salary budget corrects non-union rates to the 75th percentile among peer
communities as recommended by 2022 Pay & Class study by GovHR and the Town of
Reading.
Collection Services Division FY24 Budget Summary
FY23 BUDGET FY24 BUDGET FY23-24
FY21 Actual FY22 Actual Town Meeting Town Manager % Change
Collection Services Division Head$ 82,011 $ 84,322 $ 87,500 $ 91,200 4.2%
Librarian II$ 66,651 $ 66,965 $ 69,500 $ 73,500 5.8%
Librarian I$ 50,980 $ 64,623 $ 67,050 $ - -100.0%
Support Staff$ 246,140 $ 248,227 $ 263,950 $ 358,350 35.8%
Sunday Hours$ 8,374 $ 8,145 $ 13,000 $ 13,250 1.9%
COLLECTION SERVICES WAGES$ 454,156 $ 472,281 $ 501,000 $ 536,300 7.0%
110FY24 Proposed BudgetTown of Reading
Facilities Department
Facilities Department Overview
The Facilities Department supports the Town's Educational and Municipal Government
functions through the quality-driven delivery of Facilities Services in a timely and cost-
effective manner, along with exceptional customer service.
Facilities staff members strive to maintain an efficient, safe, clean, attractive, and
inviting environment for all public buildings. The Facilities Department also provides
the necessary services to facilitate building use for internal and external users.
The Core budget includes all systems, equipment, and large-scale operational needs
common to all buildings; the Town and School Buildings budgets contain items unique
to those facilities.
Facilities Department Preventative Maintenance Program
(17)buildings: Service fire extinguisher/suppression systems; exit signs and
emergency lighting; provide monthly pest control services
(336)Exhaust Fans -Serviced annually
(299)Unit Ventilators -Serviced three times/year
(55)Roof Top Equipment -Serviced 2-3 times/year
(41)Boilers -Serviced annually
(12)Elevator and Lift Service -Serviced monthly
(11)In and outside Grease Traps -Serviced annually
(9)Emergency Generators -Serviced twice per year
(2)Acid Waste Tanks -Serviced annually
(13) buildings: Sprinkler/Fire -Serviced annually
(15) buildings: Fire Alarm -Serviced three times/year
Town of ReadingFY24 Proposed Budget111
Facilities Department FY24 Budget Summary
Town Meeting votes on two lines directly: M91 for the total of Core Facilities and M92
for the total of Town Buildings. The School Building costs are part of the School
Committee budget which is voted as one bottom line figure by Town Meeting.
In FY24, Core Facilities budgets are showing a 10.66% increase, and Town Buildings a
1.83% decrease.
FY23 BUDGET FY24 BUDGET FY23-24
FY21 Actual FY22 Actual Town Meeting Town Manager % Change
Core Facilities (M91)$ 2,594,886 $ 3,115,680 $ 3,283,600 $ 3,633,780 10.7%
Town Buildings (M92)$ 349,284 $ 362,563 $ 376,550 $ 369,650 -1.8%
School Buildings see School Budget
FACILITIES DEPT. TOTALS$ 2,944,169 $ 3,478,242 $ 3,660,150 $ 4,003,430 9.4%
Core Facilities$ 638,049 $ 664,021 $ 676,200 $ 713,400 5.5%
Town Buildings$ 230,513 $ 244,107 $ 265,600 $ 258,700 -2.6%
School Buildings see School Budget
FACILITIES DEPT. WAGES TOTAL$ 868,562 $ 908,128 $ 941,800 $ 972,100 3.2%
Core Facilities$ 1,956,837 $ 2,451,658 $ 2,607,400 $ 2,920,380 12.0%
Town Buildings$ 118,771 $ 118,456 $ 110,950 $ 110,950 0.0%
School Buildings see School Budget
FACILITIES DEPT. EXPENSES TOTALS$ 2,075,607 $ 2,570,114 $ 2,718,350 $ 3,031,330 11.5%
112FY24 Proposed BudgetTown of Reading
Line M91: Core Facilities
Wages
FY23 BUDGET FY24 BUDGET FY23-24
FY21 Actual FY22 Actual Town Meeting Town Manager % Change
Facilities Director $ 141,415 $ 145,389 $ 150,700 $ 157,100 4.2%
Facilities Assistant Director $ 104,174 $ 107,086 $ 111,000 $ 118,050 6.4%
Facilites Support Staff$ 68,377 $ 79,880 $ 72,900 $ 75,950 4.2%
Maintenance Staff$ 294,326 $ 305,820 $ 316,600 $ 326,000 3.0%
Overtime$ 29,756 $ 25,846 $ 25,000 $ 36,300 45.2%
Buyback$ - $ - $ - $ - 0.0%
CORE FACILITIES WAGES$ 638,049 $ 664,021 $ 676,200 $ 713,400 5.5%
Expenses
FY23 BUDGET FY24 BUDGET FY23-24
FY21 Actual FY22 Actual Town Meeting Town Manager % Change
Core Energy Expenses$ 1,257,746 $ 1,360,557 $ 1,750,000 $ 1,965,500 12.3%
Core Maint. & Repairs$ 347,880 $ 636,187 $ 379,300 $ 409,800 8.0%
Core HVAC Expenses$ 85,598 $ 211,138 $ 221,500 $ 221,500 0.0%
Core Plumbing Expenses$ 19,808 $ 34,525 $ 31,500 $ 31,500 0.0%
Core Electrical Expenses$ 22,266 $ 22,425 $ 44,500 $ 44,500 0.0%
Core Elevator Expenses$ 34,235 $ 49,826 $ 49,500 $ 59,400 20.0%
Core Alarm Expenses$ 70,044 $ 63,658 $ 34,900 $ 84,900 143.3%
Core Fire Equip. Expenses$ 6,352 $ 6,098 $ 35,000 $ 35,000 0.0%
Core Pest Mgmt. Expenses$ 9,066 $ 11,157 $ 10,200 $ 14,280 40.0%
Core Misc/Covid Expenses$ 103,841 $ 56,087 $ 51,000 $ 54,000 5.9%
CORE FACILITIES EXPENSES$ 1,956,837 $ 2,451,658 $ 2,607,400 $ 2,920,380 12.0%
Town of ReadingFY24 Proposed Budget113
Energy Budgets
FY23 BUDGET FY24 BUDGET FY23-24
FY21 Actual FY22 Actual Town Meeting Town Manager % Change
School Bldg. Electricity$ 464,484 $ 495,075 $ 668,000 $ 801,600 20.0%
Town Bldg. Electricity$ 164,496 $ 181,673 $ 222,000 $ 266,400 20.0%
Conservation-Electric$ 9,234 $ 9,691 $ 10,000 $ 12,000 20.0%
ELECTRICITY EXPENSES$ 638,214 $ 686,439 $ 900,000 $ 1,080,000 20.0%
School Bldg. Natural Gas$ 378,579 $ 409,762 $ 489,500 $ 509,080 4.0%
Town Bldg. Natural Gas$ 93,306 $ 108,156 $ 160,500 $ 166,920 4.0%
NATURAL GAS EXPENSES$ 471,885 $ 517,918 $ 650,000 $ 676,000 4.0%
School Bldg. Wtr/Swr/Stwtr.$ 126,896 $ 132,201 $ 167,500 $ 175,450 4.7%
Town Bldg. Wtr/Swr/Stwtr.$ 20,750 $ 24,000 $ 32,500 $ 34,050 4.8%
W/S/SW EXPENSES$ 147,646 $ 156,201 $ 200,000 $ 209,500 4.8%
ENERGY EXPENSES TOTALS$ 1,257,746 $ 1,360,557 $ 1,750,000 $ 1,965,500 12.3%
114FY24 Proposed BudgetTown of Reading
Line M92: Town Buildings
Wages
FY23 BUDGET FY24 BUDGET FY23-24
Town BuildingsFY21 Actual FY22 Actual Town Meeting Town Manager % Change
Custodians$ 211,231 $ 215,195 $ 225,100 $ 231,200 2.7%
Buyback$ - $ - $ 13,000 $ - -100.0%
Overtime$ 19,282 $ 28,912 $ 27,500 $ 27,500 0.0%
TOWN BLDG. WAGES$ 230,513 $ 244,107 $ 265,600 $ 258,700 -2.6%
Expenses
FY23 BUDGET FY24 BUDGET FY23-24
Town BuildingsFY21 Actual FY22 Actual Town Meeting Town Manager % Change
Outsourced Cleaning Services$ 81,500 $ 81,500 $ 93,725 $ 93,725 0.0%
Building Supplies$ 2,566 $ 493 $ 4,000 $ 4,000 0.0%
Other$ 34,705 $ 36,463 $ 13,225 $ 13,225 0.0%
TOWN BLDG. EXPENSES$ 118,771 $ 118,456 $ 110,950 $ 110,950 0.0%
Town of ReadingFY24 Proposed Budget115
2%!$).' 05",)# 3#(//,3
The FY24 Recommended Budget
July 1, 2023 - June 30, 2024
Contact Information
Copies of the budget
website at www.reading.k12.ma.us. For additional information or clarification on the FY24
Recommended Budget, please feel free to contact the Central Office Administration for assistance at 781-944-5800.
Also, please reach out directly to the Superintendent or Director of Finance and Operations:
Thomas Milaschewski, Ed.D. Susan Bottan, M.B.A.
Superintendent of Schools Director of Finance and Operations
781-944-5800 781-670-2880
Thomas.Milaschewski@reading.k12.ma.us Susan.Bottan@reading.k12.ma.us
Photo Credits
With gratitude and appreciation, we recognize the work of the following RMHS students enrolled in Ms. Kathleen
DailePlacement Photography class:
Jonathan Nazzaro
Hannah Rigney
Emily Bass
Jackie Cole
Mina Willander
Rose Clark
The FY24 Recommended Budget 2
School Committee Members
Shawn Brandt, Chairperson
Carla Nazzaro, Vice Chairperson
Erin Gaffen, School Committee Member
Sarah McLaughlin, School Committee Member
Charles Robinson, School Committee Member
Thomas Wise, School Committee Member
Superintendent of Schools
Thomas Milaschewski, Ed.D.
Reading Public Schools
82 Oakland Road
Reading, Massachusetts
Website http://reading.k12.ma.us
The FY24 Recommended Budget 3
District Leadership Team
Central Office Administrators
Jennifer Stys, Ed.D., Assistant Superintendent for Student Services
Sarah Hardy, Ed.D., Assistant Superintendent for Learning & Teaching
Michelle Roach, Human Resources Director
Susan Bottan, M.B.A. Director of Finance and Operations
Other District Administrators
Allison Wright, Special Education Director
Joanne King, Ed.D., R.I.S.E. Preschool Director
Heather Leonard, STEM Curriculum Coordinator
Erin Burchill, Humanities Curriculum Coordinator
Karen Hall, Coordinator of English Language Services
Kurtis Martin, METCO Director
Mary Giuliana, Director of Health Services
Catherine Franzetti, Director of School Nutrition
Christopher Nelson, Director of Extended Day, Drivers Education, and Adult and Community Education
Julian Carr, Network Manager
Joseph Huggins, Director of Facilities for Town and School Buildings
Kevin Gerstner, Facilities Manager
The FY24 Recommended Budget 4
School Administrators
Reading Memorial High School
Kevin Tracey, Principal
Kadi Buckley, Assistant Principal
Jessica Theriault, Assistant Principal
Thomas Zaya, Assistant Principal, Athletics & Extra-curricular Activities
Jessica Callanan, Director of Academic Achievement, 9-12
A.W. Coolidge Middle School
Sarah Marchant, Principal
Brienne Karow, Assistant Principal
W.S. Parker Middle School
Rochelle Rubino, Principal
Jason Peledge, Assistant Principal
Alice Barrows Elementary School
Alissa Gallegos, Principal
Birch Meadow Elementary School
Stephen Burnham, Ed.D., Principal
Joshua Eaton Elementary School
Caitlin Shelburne, Principal
J.W. Killam Elementary School
Sarah Leveque, Principal
Wood End Elementary School
Nicole Schwartz, Principal
The FY24 Recommended Budget 5
Table of Contents
INTRODUCTORY SECTION ..................................................................................................................................................................8
...........................................................................................................................................................9
....................................................................................................................................10
........................................................................................................................................10
Mission, Vision, Statement of Equity, and Portrait of a Graduate ..............................................................................................11
Budget Development Process and Timeline ...............................................................................................................................12
FY23 Budget Review ....................................................................................................................................................................14
Y24 Recommended Budget Investment Priorities ..............................................................................17
Major Focus Areas with No Impact to FY24 Recommended Budget ..........................................................................................22
The School Committee ...............................................................................................25
Preschool and Elementary Level Priorities: .............................................................................................................................25
Secondary Level Priorities: ......................................................................................................................................................27
District Wide Level Priorities: ..................................................................................................................................................28
FINANCIAL SECTION ........................................................................................................................................................................31
The School CommitteeCost Center ......................................................................................32
Administration Cost Center Summary ....................................................................................................................................35
Regular Day Cost Center Summary .........................................................................................................................................36
Special Education Cost Center Summary ................................................................................................................................39
District Wide Programs Summaries ........................................................................................................................................44
School Facilities Cost Center Summary ...................................................................................................................................50
OTHER FUNDING SOURCES .............................................................................................................................................................54
Offset Summary ..........................................................................................................................................................................55
The FY24 Recommended Budget 6
Special Revenue Funds................................................................................................................................................................56
Federal and State Grants ............................................................................................................................................................58
Five-Year Capital Plan .................................................................................................................................................................60
APPENDICES ....................................................................................................................................................................................61
APPENDIX A: Student Enrollment and Staff FTEs ........................................................................................................................62
APPENDIX B: District Organizational Structure ...........................................................................................................................71
APPENDIX C: 2022-2023 School Improvement Plans ..................................................................................................................75
The FY24 Recommended Budget 7
INTRODUCTORY SECTION
The FY24 Recommended Budget 8
Dear Reading Community,
As we share our recommended budget for FY24, we wanted to start by thanking our entire community for the
continued support for our schools. While this budget reflects a significant financial contribution of each member of
our community, we also deeply appreciate all the time, energy, and advocacy that the community puts towards our
schools each day. We know our entire Reading community deeply values public education and takes tremendous
pride in our schools. I speak on behalf of our district as I share this sincere appreciation and gratitude to our
community.
developed through conversations with School Committee members, district and school leaders, educators, families,
and students. The investments in the recommended budget align to the three strategic objectives within our District
Strategic Plan:
Supportive and Safe Learning Environment: We believe healthy and successful learning communities are a
prerequisite to achieving excellence and equity in schools. Healthy and successful learning communities exist
when all members of the community, no matter where they live, what they look like, what they believe, what
language they speak, who they love, or how they learn feel seen, valued, affirmed and connected. At both
the national and local level, our students are demonstrating significant social-emotional needs, as evident
through the and an analysis of the results
of Reading's Youth Risk Behavior Survey by the Reading Coalition.
Coherent Instructional Systems: We believe excellence and equity in schools is best achieved through high-
quality instruction. High-quality instruction is our best lever for improving outcomes for students, and in
particular, groups of students who have not met with success in our district. All students deserve challenging
and engaging learning environments that promote high levels of growth and achievement. The pandemic
has heightened both the challenge of addressing inconsistencies in learning for our students and the
opportunity for improvements and innovations in teaching, learning, and programming.
School Operations: Efficient operational systems are at the foundation of the success of our students and
staff. Investments to improve for our students and staff will only hold across a system with the foundation
of strong operational systems.
The investments outlined in the FY24 Recommended Budget align with each of these three strategic objectives and will
support our district in living out our goal of providing every one of our students with an excellent educational experience.
We look forward to your collaboration and feedback throughout the budget process and as always, appreciate your
commitment and support of our schools.
In partnership for children,
Dr. Thomas Milaschewski, Superintendent
The FY24 Recommended Budget 9
In October 2022,the Finance Committee voted for a FY24 budget guideline of 3.75%, which represents an increase
of$1,942,000 over the FY23 School Department Appropriated Budget. Since then, Townwide Accommodated Cost
savings have been identified. As a result, $131,260 of additional funds have been allocated to the School
Recommended Budget. These additional funds raised the total incrementalincrease in FY24 to
$2,073,260, or 4.00%, over FY23. The Adjusted FY24 Budget Summary follows below:
for the purpose of reducingthe
Full-Day Kindergarten tuition fee Offset, bringing the community one step closer to providingUniversal Free FDK.
In summary, the FY24 Budget is defined into the following sections:
1.Operating Funds -$1,850,060 is allocated to meet the increased costs of all contractual obligations,
total increase over the
FY23 Budget, $1,176,905 will be allocated to pay for the baseline increase in personnel costs due to comply
with employment contracts and bargaining unit agreements.
2.Special Education Accommodated Costs -$223,200 is allocated to Accommodated Costs, which includes out-
of-district special education placement tuition and transportation costs.
3.-$150,000 is allocated for use toward reducing the Full-Day
Kindergarten tuition fee.
s Budget Guidance
Developing a school district budget that effectively aligns resources to strategic objectives to provide safe and
supportive learning environments, coherent instructional systems, and efficient school operations involves
considerable collaborative discussion on how funds are spent. The Reading School Committee provided the following
guiding guidance to support theSchool
Committeedeveloped in line with the following guidance:
Consider a plan to incorporate ESSER-funded positions into the operating budget
Continue progress toward Universal Full-Day Kindergarten
The FY24 Recommended Budget10
Incorporate recommendations by DESE and Special Education Program Reviews
Support RMHS Innovation Pathways
Continue Middle School Curriculum Work
Increase time on learning at elementary schools
Maintain class sizes within School Committee guidance
Examine staffing schedules
Analyze workforce turnover toward increasing retention
Make decisions that are sustainable over time
Mission, Vision, Statement of Equity, and Portrait of a Graduate
Mission of the Reading Public Schools
Instilling a joy of learning and inspiring the innovative leaders of tomorrow
Vision of the Reading Public Schools
It is the vision of the Reading Public Schools to instill a joy of learning by inspiring, engaging and supporting our
youth to become the innovative leaders of tomorrow. We will accomplish our vision by focusing on a few key
strategic initiatives that lead to a meaningful and relevant curriculum, innovative instructional practices, strong
analysis and thoughtful dialogue about evidence, a collaborative and team approach to learning and teaching, and
a safe and nurturing learning environment. The overall physical and behavioral well-being of our children will be our
top priority as students will not learn if they are not physically and psychologically safe. Education will truly be the
shared responsibility of both the schools and the community, with families playing active roles in the schools and
being full partners in ensuring the success of their children. In the interest of the entire Reading community, the
school district and town government shall work cooperatively and collaboratively. As educators and members of
our community, we believe that implementing this vision is our ethical responsibility to the children of the Town of
Reading.
The Reading School Committee, Central Office, Di
celebrate the diversity of the Reading Community and beyond by embracing differences to empower every student,
staff member and family of the Reading Public Schools. We embrace all members of the community no matter where
we live, what we look like, what we believe, what language we speak, who we love, or how we learn, consistent with
the human dignity of all. When we are unwavering in our commitment to equity, we support every student and staff
member in maximizing individual potential. This requires us to identify, analyze, and confront gaps in opportunities
and outcomes for all students.
Reading Memorial High School Portrait of a Graduate
RPS Graduates are leaders of their own learning journey who demonstrate kindness and empathy towards others and
a commitment to wellness. They persevere through challenges, embrace multiple perspectives, and aspire to be their
best selves in the service of others to better our community and our world.
Learn - Grow - Teach - RPS Graduates are critical thinkers and creative problem solvers. They take ownership
of their learning journey and are open to struggle to foster personal growth. They are confident in their beliefs
and consider the thoughts and ideas of others. They embrace collaboration to help teach others and remain
curious life-long learners.
The FY24 Recommended Budget 11
Empathize - Consider Perspectives - Practice Communal Care - RPS Graduates show kindness and empathy
towards others and a commitment to personal wellness and communal care. They are able to persevere
through challenges and demonstrate resilience. They authentically reflect through hearing and understanding
the experiences, perspectives, and needs of people around them. To navigate relationships with generosity
and patience, they listen actively and compassionately.
Engage - Serve - Thrive - RPS Graduates responsibly shape our world through collaboration with their
community. They engage with and communicate multiple perspectives, aspire to be their best selves in the
service of others in order to thrive, and bring their skills and knowledge to action for the benefit of each other
and our world.
Budget Development Process and Timeline
Within the context of the Budget Guidelines established by the Finance Committee and School Committee, the
a productive and an effective FY24 Budget Development Process. The Team collaboratively identified investment
priorities that would improve learning opportunities, access, and outcomes for students. The approach taken by the
district leaders is outlined below:
Ensured that the budget development process was collaborative, transparent, and represented all
Identified priorities that reflect our commitment to inclusion and a sense of belonging for all students and
staff.
Prioritized investments in high-quality instruction and instructional systems.
Streamlined operational systems for efficiency and effectiveness.
Leveraged and maximized all sources of funding.
Made evidence-based decisions that were student-focused, data-driven, and intentional.
Worked collaboratively with the Town.
Baseline costs were calculated for all personnel and non-personnel accounts to ensure compliance with contractual
and legal mandates. Projected enrollment, class sizes, student needs, and known/anticipated spending trends guided
the process. The process taken by our team to build the baseline budget involved the following:
Aligned budgets with employment contracts and negotiated bargaining agreements.
Calculated costs based on historical spending trends, known service and material rate changes, and
anticipated requirements.
Evaluated staffing schedules, student groupings, and caseloads based on student enrollment, class size and
student needs.
Redeployed existing resources, grants, and revolving accounts to support changes in baseline operating
expense and fund investment priorities.
Some ways in which personnel and non-personnel resources were maximized to support new investments to make
progress toward addressing strategic objectives include:
Personnel:
Recognized retirement savings.
The FY24 Recommended Budget 12
Shifted hourly positions to the Special Education 240 grant, eliminating a duplication of Massachusetts
Teachers Retirement System (MTRS) fees for licensed staff.
Allocated lunch time para wages to the Food Services special revenue fund.
Utilized METCO, Department of Public Health, and Special Education 240 grant funding.
Applied School Choice funding.
Built FY24 budget upon FY23 actual salaries which reflect Staffing Exchange, savings generated between
outgoing/budget salaries and new incoming staff.
Non-Personnel:
Considered a multi-year review of past, present, pending, and projected out of district tuition rates and
changes in placements.
Applied the increase in Circuit Breaker Reimbursement.
Reduced new employee physical examination requirements.
Canceling the Special Education Purposeful Opportunities for Successful Transitions (P.O.S.T.) contract.
Reduced and reallocated existing budgets based on historical spending patterns and anticipated future
needs.
to the FY24 budget development process was highly collaborative and
accomplished the following:
Engaged all stakeholders in a collaborative process.
Ensured all contractual and legal obligations will be met.
Identified emerging priorities to support growth of all learners at all levels.
Maximized existing resources through redeployment of existing resources and leveraging all funds.
The commitments made to the budget and the perspectives gained from stakeholders were foundational to a
successful budget development process. The open, transparent, candid process resulted in a plan that built upon the
ate existing and new resources (position roles, staff time and sources of funding)
in ways that will enable the district to provide a supportive and safe learning environment, coherent instructional
systems, and efficient school-operations. The actions associated with the budget development process and timeline
are summarized below:
July through October 2022:
Built a three-year enrollment and financial forecast of all costs based on known and anticipated factors.
Examined FY22 expenditures, anticipated FY23 needs in comparison to the appropriated budget.
Projected FY24 enrollment, class size, student groupings, staffing ratios, and identified changes in student
needs for the next year.
Built the FY24 personnel and non-personnel budgets from the bottom up, person by person and item by
item.
November and December 2022:
Collaborated with the district, school, and program leadership teams to identify, discuss, and define student-
centered budget priorities and examined ways to maximize existing resources across levels and programs.
budgets. The budget tools created included the following:
The FY24 Recommended Budget 13
Personnel reports consisted of data by person, position, FTE, step, degree, FY23 budget and
projected salaries and stipends. Retirements and unfilled budgeted positions were incorporated into
the report. Enrollment by grade and school and projected elementary school class sizes were
assessed. Schedules for teachers and paraprofessionals were reviewed in the context of student
needs, groupings, and effective staff schedules. All funds were evaluated to determine how they
Non-personnel reports consisted of data by line item, descriptions, and expenditures trends. Rather
than allocating a wholesale percentage increase across all services, supplies, and equipment, each
line-item budget was reviewed and evaluated. Several factors were considered before adjusting
baseline non-personnel expenses, such as the historic spending trends, projected use and prices,
availability of end-year funds for pre-purchases, curriculum requirements, and enrollment and
staffing changes.
Reflective questions - used to provide guidance toward identifying investment priorities that aligned
Rationale for Each Request - for each priority identified, the following questions were answered:
What specific outcomes are expected? How will success be measured?, Where could capacity be
found to fund and sustain the investment within the existing budget?
January 2023:
Meaningful discussions about the recommended investment priorities and their tangible impact on the budget will
take place in public sessions throughout January 2023:
January 5 -
Administration, District Wide and Facilities and Capital Budgets
January 9 - tee: Regular Day
and Special Education
January 19 - FY24 Budget Hearing. Questions and Responses published
January 26 - School Committee vote on the FY24 Recommended Budget
January 27 - Manager
March 2023:
March 1, 2023 - School Committee FY24 Budget Presentation to Finance Committee
April/May 2023:
April 24, 27, May 1, 4, 2023 - Annual Town Meeting
FY23 Budget Review
The FY23 budget made great strides toward moving our district forward a
ongoing support. As demonstrated above by the approach and process we took to develop the FY23 recommended
budget, certain items were prioritized to achieve the greatest and most immediate impact on student outcomes.
These investments in FY23 included (not in order of importance/priority):
Reducing Full-Day Kindergarten Tuition, our first step toward moving closer to free Full-Day Kindergarten.
The FY24 Recommended Budget 14
Creating a dual role School Adjustment Counselor/METCO Coordinator at each elementary school through
the funding of 5.0 FTEs, with half of the cost funded through the operating budget and the other half through
the METCO grant.
Increasing School Adjustment Counselor support by 1.0 FTE at the middle school level and by an additional
1.0 FTE at the high school level.
Utilizing Endicott/Merrimack Fellows to increase support in bubble classes.
Creating an Academic Support Center through the investment of a 1.0 FTE Director of Academic Achievement
at Reading Memorial High School.
Increasing 1.0 FTE teachers in the English Language Learner department and translation services.
Increasing English Language (EL) Coordinator by .20 FTE to coordinate increased levels of EL services driven
by new student enrollment.
Increasing academic s
staff by .20 FTE in the Stepping Stones program.
Engaging in Endicott College Dual Enrollment program at RMHS.
Participating in North Shore Community College Gateway to College program at RMHS.
Offering an introductory computer science course through multiple sections to create a foundation for future
computer science pathway at RMHS.
Increasing Social Worker by 1.0 FTE for the REACH program at the middle school level.
Adding a 1.0 FTE nurse, which allowed for the Director of Nursing to be released from direct services at RMHS
and R.I.S.E. preschool to lead the District Wide health services program.
Increasing the FTE of the district data specialist by .40 FTE.
Reallocating funds to the district-wide professional development account.
In addition to the items funded in the FY23 budget, our team identified important priorities we were unable to fund
in FY23 but deserved continued review and consideration. Those items are outlined below (not in order of
importance/priority), as written in the FY 23 budget book, with an update on the progress for each item for FY24.
Universal Free Full-Day Kindergarten to ensure equitable access for all new learners. The FY23
recommended budget lists a reduction in tuition from $4,450 to $3,600 to move closer to our goal of tuition
free kindergarten for all students. Our district is currently exploring various pathways to move us toward this
tuition-free goal and these pathways will be discussed and explored with the community.
(* The FY24 recommended budget reflects a drop-in tuition fee to $2,650)
The FY24 Recommended Budget 15
Full-time Elementary Assistant Principals to support day-to-day building needs and ability of school leaders
to prioritize improvements in teaching and learning. We believe that the addition of School Counselors
combined with the role of METCO Coordinator at every elementary school will support the principal in several
critical areas, including meeting the social-emotional needs of students, facilitating student support teams,
and serving as a liaison with families. In FY23, we will evaluate how these new roles impact the current need
of providing our elementary principals with more support through full-time Elementary Assistant Principals.
(* The FY24 recommended budget reflects full-time Assistant Principals at all five elementary schools).
Sustain the role of Team Chairs in the operating budget. Several Team Chair roles (2.6 FTE) will be funded
through the ESSER grant until the end of FY23. In the meantime, we continue to evaluate ways to refine and
sustain these roles over the long term. In FY23, the role will expand to include planning interventions and
overseeing Student Study Teams.
(* The FY24 recommended budget sustains the Team Chair roles).
Review of the elementary school schedule, including half-day Friday, access to enrichment opportunities
(instrumental, world language), and staff collaborative planning. We have and will continue to engage in
conversations with our educators and community about how we can expand both time on learning and types
of offerings for our students. This review will take place throughout FY23.
(*While these conversations continue, there is nothing reflected in the FY24 budget on this item).
RMHS Leadership Structure to facilitate increased coaching and feedback. We will continue to engage in
conversations with our educators and leadership team about how to use and revise our current leadership
structure to expand the quality of coaching and feedback for our educators across the building. These
conversations will continue in FY23.
(*Update: The addition of the Director of Academic Achievement has been instrumental in leading our RMHS
Instructional Leadership Team (ILT). The RMHS ILT, composed of RMHS Department Heads, has focused on
providing teachers with ongoing coaching and feedback within their departments. This has already led to an
increase in the amount of feedback provided to all teachers, particularly by their Department Heads).
RMHS Computer Science Pathway/Program to provide students with access to a series of computer science
courses aligned to college and career opportunities. As we build an introductory computer science course in
FY23, we will also actively explore how we can build an entire pathway/program to offer in the near future.
(*Update: In FY24, we are launching two formal pathways at RMHS - Information (Digital Media and
Computer Science) and Advanced Manufacturing (Engineering). More information regarding these pathways
can be found later in the budget book).
District-wide vertical alignment of math curriculum and pathways to ensure that students can move fluidly
between levels of math courses throughout middle and high school. In FY23, our district will explore how
students end up in the highest-level math courses at RMHS and seek ways to remove barriers that limit
students to access these higher-level courses.
(*Update: While these conversations and planning continue, there are no budget items listed in FY24 that
reflect this item).
Review of the Social Emotional curriculum for all schools, district-wide. In FY23, we will continue our efforts
to support the social emotional needs of our students by assessing the current curriculum and materials in
use. The company that supports our current social-emotional K-5 curriculum, Open Circle, is no longer
publishing additional curriculum materials, supports, and resources. Therefore, we plan to engage in a
The FY24 Recommended Budget 16
curriculum exploration process and potentially pilot curriculum in FY23 for a K-5 curriculum. At RMHS,
students in grades 9 and 10 are participating in an SEL program, Project Wayfinder, funded by the ESSER
grant through the end of FY24. We will assess the impact of this program to determine if it should be
sustained long-term.
(*Update: The FY24 budget reflects the continuation of Project Wayfinder and funding to pilot an SEL
curriculum Preschool-8).
Seal of Biliteracy Certification to recognize students who have achieved proficiency in two or more
languages. During FY23, we will pilot the assessment with a small group of secondary students to learn about
the process and systems for providing our students with access to this certification.
(*Update: The Seal of Biliteracy Certification was launched in FY23 and is also expanded in the FY24 budget).
Comprehensive Professional Development opportunities for all instructional staff. In FY23, we will explore
models to provide our staff with expanded high-quality, job-embedded professional learning, such as
instructional coaches. We will engage in conversation with educators and leaders to identify areas of need
and opportunity.
(*Update: The FY24 budget reflects two K-8 math instructional coaching positions to provide job-embedded
professional development to teachers).
Student Information Systems, Website redevelopment, and Technology service to support efficient and
effective scheduling, track attendance, receive and give information to students, staff, and community, and
improve technology service delivery to staff and students. We plan to launch focus groups in FY22 and FY23
to analyze our systems/structures in each of these areas and provide recommendations on how to move
forward.
(*Update: A new district website was launched in FY23 and we are continuing to explore the possibility of a
new student information system to better align with district needs).
FY24 Recommended Budget Investment
Priorities
Through large and small group meetings with and among instructional staff and leadership teams, investment
priorities that aligned with Strategic Objectives emerged. The FY24 budget investments are outlined below, organized
by the three strategic pillars of our District Strategic Plan:
Strategic Objective 1: Supportive and Safe Learning Environment
Strategic Objective 2: Coherent Instructional Systems
Strategic Objective 3: School Operations
Strategic Objective 1: Supportive and Safe Learning Environment: We have identified budget priorities that reflect
the need to prioritize supportive and safe learning environments for our students. They are:
Middle School Adjustment Counselor/METCO Coordinator: We have an increased need to support the
social-emotional and behavioral health of our students. We will create a shared Middle School Adjustment
Counselor/METCO Coordinator position to support the social-emotional and behavioral health of students
and to support the goals of the METCO program at Coolidge and Parker Middle Schools. This role will mirror
The FY24 Recommended Budget 17
the School Adjustment Counselor/METCO Coordinator roles placed in our five elementary schools in FY23
and the cost will be shared between the operating budget and the METCO grant.
RMHS METCO Coordinator: The FY24 Recommended Budget supports the addition of a full-time METCO
Coordinator at RMHS to increase the academic and social-emotional support to all students. We project
nearly 1,000 students to be enrolled in RMHS with an anticipated enrollment of 29 Boston resident students
in 2023-2024. This role will be funded entirely through the METCO grant.
RMHS Wayfinder Curriculum: Project Wayfinder is a social-emotional learning curriculum that supports
students' success in school and in life by teaching the skills needed to build belonging and the mindsets
necessary to facilitate personal growth. During the 2021-22 and 2022-23 school years, Project Wayfinder was
implemented by RMHS counselors with students in grades 9 and 10 utilizing ESSER grant funds. In the 2022-
23 school year, teachers were also able to access the resources offered by this comprehensive curriculum.
This budget allocation allows for the continued use of Project Wayfinder in the 2023-24 school year. In
addition to the SEL competencies RMHS students acquire from Project Wayfinder lessons, the
implementation of the program has also allowed guidance staff to build stronger relationships with students
and better meet their individual and group needs.
1 to 1 Nurse:
the school setting.
Social-Emotional Curriculum Exploration for Preschool to Grade 8: Social-emotional learning (SEL) supports
academic outcomes and school success for students. One way SEL is implemented in schools is through
explicit instruction of social-emotional competencies and skills. SEL instruction can be improved using a
research-based SEL curriculum. Consistent vertical implementation of an SEL curriculum builds common
vocabulary and understanding for students and staff. Currently, a variety of materials and methods are
utilized for SEL instruction in grades preschool to 8. Preschool teachers employ teacher-created SEL lessons.
The Open Circle curriculum has been in place at the elementary level for many years. At the middle school
level, teacher-created SEL lessons are delivered during the advisory block. With the increased and changing
social-emotional and behavioral health needs of students, an exploration of a consistent SEL curriculum is
needed. Funding in FY24 will facilitate this work. Funding will support staff stipends, acquisition of curriculum
tools to examine, travel to visit other sites, and potential professional development.
Secondary Counselors (2 from ESSER grant): Secondary counselor roles were developed to address the
increased need to support the social-emotional and behavioral health of our students. These roles were
funded through the ESSER grant but a portion of the salaries will now be incorporated into the FY24 operating
budget.
Strategic Objective 2: Coherent Instructional Systems: Additionally, we have identified budget priorities that reflect
the need to prioritize coherent instructional systems, directly connected to improving student academic outcomes.
They are:
Elementary Assistant Principals (5): Investing in building leadership is at the core of improving academic
outcomes.
achievement of a typical student in their schools by between two and seven months of learning in a single
\[1\] Given this impact, a recent
difficult to envision an investment in K-12 education
The FY24 Recommended Budget 18
\[2\] While our district continues
to invest in professional development and individualized coaching for principals, our administrative structure
at the elementary level poses a barrier to leveraging the impact of principals on student outcomes. With the
significant changes in the field of education, especially within the last 5 years, the roles of building leaders
have become exponentially more challenging. Within Reading, our adoption of high-quality curriculum
materials, our increased enrollment of diverse populations, and our increases in student social-emotional
and academic needs have all added significant responsibilities and expectations to those leading our
buildings. These shifts also highlight the need for principals to act as instructional leaders in their schools. To
do so, it is necessary to provide the staffing required to ensure the responsibilities and management of our
buildings are done efficiently and effectively to create structures for success in our schools. To support all
our students, families, educators, and principals, elementary assistant principals will share building-level
responsibilities including (but not limited to) teacher evaluations, programmatic support, family and
community engagement, and responding to day-to-day needs, allowing our principals to enhance their own
capacity as leaders of learning communities. Overall, these new roles will provide our elementary schools
with the administrative leadership structure necessary to harness the impact of principal leadership on
students. This new structure will also create an internal pipeline of leadership talent to fill principal vacancies
as they arise in this district.
K-8 Math Coaches (2): Research shows the significant power of an instructional coach, especially when done
in an intentional, structured system with clearly defined goals/roles;
impact on instruction than almost all other school-
teacher and one with five to 10 years of experience. Similarly, student performance improved with
\[3\] K-8 math coaches will
bring a shift in our professional learning structures, bringing previously externally provided training into our
district, working within our structures and alongside our educators. K-8 Math Coaches will support increased
implementation of adopted high-quality curriculum materials, improved instructional practices leading to
deepened opportunities for rigor in math learning, vertical and horizontal alignment, educator professional
learning thoughtfully and intentionally embedded into daily teaching and learning cycles. They will support
targeted training/professional learning opportunities, collaboration with teacher groups, and 1:1 coaching
and collaboration. Additionally, they will play a role in onboarding new staff, to ensure implementation of
our curriculum materials continues even beyond our initial adoption years.
Elementary Special Education Teacher: A Learning Center Special Education Teacher position will be added
at the Joshua Eaton School. The position is required to ensure compliance with IEP services.
Middle School Special Education Teacher (from ESSER grant): A program special education teacher position
will be added at Coolidge Middle School. The position is required to ensure compliance with IEP services.
This role was funded through the ESSER grant and a portion of the position will now be incorporated into the
operating budget. The balance of the position will be absorbed within the FY25 budget.
____________________________________
\[1\] https://www.educationnext.org/school-leaders-matter
\[2\] http://www.wallacefoundation.org/principalsynthesis
\[3\] The Effect of Teacher Coaching on Instruction and Achievement: A Meta-Analysis of the Causal Evidence
The FY24 Recommended Budget 19
Multilingual Learner Teachers (1.5): During the first 5 months of the 2022-23 school year, 31 multilingual
learners (MLLs) enrolled in the Reading Public Schools, most entering with beginning-level English
proficiency. In previous years, approximately 30% of MLL students in RPS were beginners. As of December
2022, 63% of our 60 MLL students are beginners. According to DESE standards, MLL students must receive
English instruction from a Teacher of English as a Second Language (ESL). Recommended weekly instructional
weekly, while intermediate-level MLL students receive 4 hours. Supporting the language development of MLL
students is essential to their academic and social progress in school. To provide the needed services an
additional 1.5 FTEs of ESL teacher positions are included in the FY24 Recommended Budget.
Special Education Team Chairs (from ESSER grant): To ensure consistency with practice and compliance, the
additional team chair positions allow each school to have at least one full-time special education
administrator. This allows the team chairs to have a direct role in instructional support within special
education classrooms. Additionally, they are responsible for implementing the reading protocol, as needed,
during the evaluation process to ensure all students have access to appropriate instruction and data
collection methods. The reading protocol is a researched based tool that Reading has adopted to ensure all
components of reading development are assessed. If an area of need is identified the protocol provides
guidance to select the appropriate instructional practices. This is a critical component to ensuring all students
are able to read and write effectively. These roles were funded through the ESSER grant but a portion of
salaries will now be incorporated into the operating budget.
Team Chair Hours: There will be an increase in a team chair position from 0.6 to 1.0 FTE. This will allow there
to be a team chair for R.I.S.E. at the high school and continue the equitable share and OOD case management
that the position currently supports.
Team Chair Stipends: Issue stipends to Team Chairs and the Special Education Literacy Coach appointed to
provide individualized Program Coordination to substantially separate Special Education Programs as
recommended in the FY23 Special Education Program Review. The Program Coordinators are working closely
with consultants to update Program Descriptions, create Points for the Teams to Consider (Exit and Entrance
Criteria), and create professional development plans to foster vertical alignment within the programs. While
completing this work the Program Coordinators will be observing, meeting with staff as well as soliciting
feedback from the parents/guardians of students enrolled in the program.
Full-Day Kindergarten Tuition Fee Reduction: Reading Public Schools remains one of about two dozen
districts that does not provide free, full-day Kindergarten for students. We are committed to moving toward
universal, free, full-day kindergarten for students. In FY24, we plan to drop the kindergarten annual tuition
fee from $3,600 to $2,650.
Board Certified Behavior Analyst (BCBA): In alignment with the program review recommendations, this
additional BCBA will provide support for students enrolled in the S.O.A.R./E.M.B.A.R.C. programs. This
position will serve students in Preschool to grade 12. The primary role of the BCBA will be to provide
consultative support to teams and families regarding evaluations, behavioral interventions, and data
collection.
Secondary Transition Specialist: As indicated in the program review, this position will provide direct
evaluation and transition planning support for students ages 14-22. This position will support teams and
students to identify the skills needed to further their post schooling endeavors. As part of the IEP process for
The FY24 Recommended Budget 20
all students there must be a transition plan beginning at age 14. The transition specialist will help develop
an evaluation protocol and education support to make sure all students who receive special education
services are prepared for their post-secondary transition. Additionally, for students who need more specific
job, leisure and life skills this position will help support community-based learning activities.
RMHS Seal of Biliteracy Certification: Beginning in June 2023, RMHS graduating students can be awarded
the Seal of Biliteracy for demonstrating proficiency in two or more languages. In the spring of 2023, students
in grades 8 and 11 will participate in language proficiency assessments that would allow them to meet the
criteria for the Seal of Biliteracy. Twelve-grade students and other multilingual students were also given the
opportunity to participate in the assessments if they wished. In addition to supporting the Seal of Biliteracy
awards, language proficiency assessments are a valuable tool for the world language department in
understanding the language development and growth of students and allow families and students to better
understand second language growth and development. Additional funding will allow the high school world
language department to expand the number of students participating in language proficiency assessments
by shifting administration from specific grade levels to specific courses. This is a stronger practice since most
world language classes include students from multiple grade levels. This spring, the world language
department will review the sequence of courses to determine how to best leverage language proficiency
assessments.
Mentoring for Year 2 New Teachers: Effective mentoring and induction programs are essential to training
and retaining high-ent mentoring program provides new staff with an individual
mentor during their first year. The role of this mentor is to provide job-embedded support to develop the
knowledge-base and skills of new staff. Additional funding would be used for mentor stipends, allowing new
staff to continue to receive the support of a mentor in year 2. Not only will this improve the development of
new staff, but it enables RPS to meet the mentoring requirements DESE has outlined for districts.
Curriculum Review Science: MA DESE Science, Technology, Engineering Frameworks were updated and
The vision of the Massachusetts STE standards is to engage students in the core ideas
through the integration of science and engineering practices, while making connections to what they know
and the world they live in.\[4\] The shift to the frameworks is built upon the guiding principles of relevance,
rigor, and coherence. The STE Curriculum Review process is intended to analyze our curriculum alignment
with the standards and in our RPS vertical articulation. The review process will deeply examine our STE
curriculum (with a focus on grade 6-12.) Funds will support teacher stipends, acquisition of curriculum
resources to review, travel to visit other sites, and professional development.
Curriculum Review Middle School Literacy: A Middle School Literacy Leadership Team (MS LLT) was
developed in the 2022-23 school year to explore current curricular resources, tools, and practices in middle
school literacy. The goals of the team are focused on improving student achievement and growth in all
components of literacy instruction. Based on the work and recommendations of the MS LLT, we anticipate
continuing work in the 2023--quality
curriculum materials and a new understanding of research in the field of literacy instruction. Funding could
include stipends, acquisition of curriculum tools to examine, travel to visit other sites, and potential
professional development.
___________________________________
\[4\] DESE Frameworks, 2016
The FY24 Recommended Budget 21
Curriculum Review World Language: MA DESE World Languages Frameworks MA DESE World Languages
Frameworks were updated and adopted in 2021. These frameworks contain a shift in the methodology of
world language instruction to focus on functional communication and comprehension skills. Under the new
students are able to use and grow proficiency in the second language. To ensure RPS world language
curriculum is aligned with the shifts of the new standards, a curriculum review team will be formed. Funding
could include stipends, acquisition of curriculum tools to examine, travel to visit other sites, and potential
professional development.
Major Focus Areas with No Impact to FY24 Recommended Budget
Killam Elementary School Building Project:
On March 2, 2022, the Massachusetts School Building Authority (MSBA) Board of Directors voted to invite the
Statement of -day
Town by providing a definitive schedule for the completion of preliminary requirements, assisting with the
determination of financial and community readiness, and identifying needs for planning and budgeting. Successful
completion of all activities in the Eligibility Period will allow the Town to be eligible for an MSBA invitation to
Feasibility Study.
beyond the Eligibility Period. The affirmative vote by Town Meeting indicated to the MSBA that the town is likely to
support a project that emerges from the design phase and will provide the funding required to proceed through
Modules 2-M), a designer, and paying for several analyses and
studies related to the site that may be required. On March 2, 2023, the MSBA Board of Directors will reconvene to
evaluate Phase 1 deliverables and vote on whether to move the Killam Building Project into Phase 2.
The timeline below depicts the three phases of the MSBA process:
Prospective MSBA Timeline, beginning June 1, 2022:
Phase 1 Preparation:
Phase 2 Scope Definition:
Module
days
Phase 3 Scope Monitoring:
Modules 6-
*Total ~ 3.5 years
The FY24 Recommended Budget 22
*The timeline above represents maximum allowed durations. Many steps will likely overlap, resulting in a shorter,
3.5-year timeframe.
T he Killam Elementary School completed construction in 1969 and has not undergone any significant renovations
since opening. While the facility has been well-maintained, it is now 53 years old and has several deficiencies. The
building is not fully ADA-compliant, including bathrooms and entry points to some classrooms and common areas.
The water fountains have been unusable for years due to lead levels, requiring the district to provide drinking water
through expensive and wasteful water bottles. Many of the windows and doors are original to the school, so they are
not energy efficient and create challenges with maintaining comfort levels. There is a fire alarm system, but no fire
suppression system. Sightlines to the main doors are poor, presenting a security concern. Due to the age of the
foundation, there have been some issues with water infiltration.
Programmatically, the
of the building, which makes it difficult to maintain a quiet environment or use the space for special education or
other services that may call for a degree of privacy. The needs of students and our understanding of how to provide
appropriate interventions have changed over the many decades since Killam was built, and the building does not
adequately support the space requirements for these needs. Tier 2 supports (such as small reading groups) are taking
place in open settings, including hallways. Spaces originally intended for storage have been converted to offices and
It could be possible to address some of these deficiencies through smaller renovation projects, but given the scope
value. This would trigger several compliance requirements that are currently grandfathered in (including ADA
compliance). As a result, while renovations are a possible outcome of the MSBA process, a new building may be the
more likely outcome.
The feasibility study will also consider solutions for other programmatic and space-related deficiencies in the district,
including, but not limited to: relieving capacity constraints at other elementary schools; eliminating the need for
modular classroom units; creating a single site to house the R.I.S.E. preschool program; allowing for possible future
expansion of R.I.S.E. as new mandates expand the eligibility for access to R.I.S.E. services.
While the precise figures are to be determined, the MSBA program may provide reimbursement to the town for
nearly half of the cost of any project. RPS and town staff have been working diligently over the last several months
to meet the numerous requirements to graduate from the Eligibility Period into Modules 2-5, which will allow us to
form a project team, conduct a feasibility study, develop a schematic design, and pursue town and MSBA approval
to enter into an agreement around project scoping and funding.
Innovation Pathways at Reading Memorial High School:
Reading Memorial High School (RMHS) is in the process of applying for Innovation Pathway Designations in the areas
of Information (Digital Media - Music Production and Computer Science) and Advanced Manufacturing (Engineering).
With the assistance of the Reading Chamber of Commerce and MassHire Metro North Workforce Board, RMHS
established partnerships with local industries to support the proposed pathways. Current industry partners include,
Weston & Sampson, TEALS Microsoft, and Associated Builders and Contractors. RMHS is working to expand
partnerships as the year progresses specifically with Mitre Corporation and All That Music Academy in Stoneham.
The FY24 Recommended Budget 23
RMHS is also consulting with institutions of higher education to include The College of St. Rose, Middlesex Community
College, and UMass Lowell. Earning Innovation Pathway Designations from DESE is an honor unto itself, but which
also opens the door to planning and implementation grants of up to $100,000. RMHS applied for the initial $25,000
Innovation Pathways planning grant and will be notified within the next couple of months if a recipient. Earning the
planning grant and designations makes RMHS eligible to apply for a $75,000 implementation grant in the summer of
2023.
During the planning process, course pathways are being developed by RMHS content specialist faculty in conjunction
with industry partners that are serving as advisors throughout this journey. Any student can select a Pathway course
while in high school, but to complete a Pathway, students enter in grade 9 or 10.
The courses in the Computer Science (Information) Innovation Pathway include, but are not limited to:
Introduction to Computer Science
Introduction to Java
Dual Enrollment (DE) Computer Networks
Dual Enrollment (DE) Computer Ethics
Advanced Placement (AP) Computer Science A
The courses in the Digital Media (Information) Innovation Pathway include, but are not limited to:
Digital Piano
Technical Songwriting & History of Rock
Recording Digital Media
Digital Music Production & Advanced Digital Marketing
Advanced Music Production
The courses in the Engineering (Advanced Manufacturing) Innovation Pathway include, but are not limited to:
Introduction to Physics
Introduction to Engineering Design
Principles of Engineering (POE)
Environmental Engineering
Advanced Placement (AP) Physics 1
All Pathways conclude with either a capstone project that is overseen by a content specialist faculty member, or an
internship with one of the industry partners or other corporations with which RMHS establishes partnerships to
support student growth and engagement. Those working on this initiative at RMHS are extremely enthusiastic about
the opportunities that Innovation Pathways will cultivate for students. RMHS is also proud to partner with local
industries and universities to inspire Reading residents to attend school and start their careers in the rich industries
embedded throughout Massachusetts.
An Innovation Pathway presentation was presented to the School Committee on November 18, 2022, and can be
viewed at the following link. More information will be communicated to the community with a specific emphasis on
current and incoming RMHS students and families. It is the collective hope that the new course and programmatic
offerings will engage students in deeper and meaningful learning experiences, while at the same time highlighting
the skill sets of our students and faculty.
The FY24 Recommended Budget 24
Dual Enrollment Expansion at Reading Memorial High School:
Reading Memorial High School has offered Dual Enrollment (DE) courses for students in the past through various
higher education institutions. These courses typically take place on college campuses. In the 2023-24 school year
RMHS is planning to expand DE offerings and hold a larger number of classes on campus at RMHS and within the
regular school day. RMHS is working with Middlesex Community College, a leader in DE programming for high school
students in the Greater Boston area, to expand opportunities for Reading students at a reasonable cost.
RMHS teachers are in the process of applying to be adjunct professors at Middlesex Community College and
proposing 100-level courses for next school year. In addition, RMHS department leaders are preparing course syllabi
for approval by the respective departments at Middlesex Community College. DE courses will be offered to seniors
that meet the prerequisites to include a 2.0 Grade Point Average or better, PSAT or SATs, and teacher
recommendation. During the course selection process in the spring, current juniors and their families will receive in
depth information regarding the expanded DE offerings for next school year. The new offerings do not negate
students taking courses on college campuses as has happened in the past, it is meant as a new opportunity for
students to earn college credits while enrolled in high school within the regular school day.
The School Committee
The School Committee
investment of $2,094,895. Of this total, $1,723,895 consists of new funding, $260,000 is supported through the
deployment of existing funds, and $111,000 is funded through grants. The FY24 priorities reflect an increase of 14.90
FTES over FY23, with 1.5 FTEs of this increase funded through grants. Each priority and their relative relationship to
the three overarching categories, 1.) provide a safe and supportive learning environment, 2.) build coherent
instructional systems, and 3.) increase operational efficiencies and effectiveness to support students is described
below by level (Preschool and Elementary, Secondary, and District Wide):
Preschool and Elementary Level Priorities:
Preschool and Elementary Level Strategic Description$ Supported by $ Supported by $ Supported by Total $ Total FTE
PrioritiesObjectiveExisting New Operating Grant InvestmentInvestment
Operating FundsFundsFunds
Elementary Assistant Principals2Provide operational and instructional support 500,0000500,0005.00
to Barrows, Birch Meadow, Joshua Eaton and
Killam Elementary School Principals to prioritize
improvement in student outcomes.
Redeployed four assistant Principals stipends.
Full Day Kindergarten (FDK) Tuition 2Reduce FDK tuition by 50% from $3,600 to 250,000 250,0000500,0000.00
Fee Reduction$2,650. This action increases access for
students and moves us closer to free full day
kindergarten.
Joshua Eaton Special Education 2Carry forward the 1.0 FTE Special Education 084,233084,2331.00
TeacherTeacher hired in FY23 for Learning Center at
Joshua Eaton due to enrollment shift and larger
class sizes/student caseloads.
Team Chair Hours2Increase R.I.S.E. Team Chair position from .60 037,823037,8230.40
FTE to 1.0 FTE.
Subtotal Preschool and Elementary250,000872,05601,122,0566.40
The FY24 Recommended Budget 25
As noted in the table above, the FY24 Elementary (Preschool to Grade 5) Budget Priorities are supported through a
total investment of $1,122,056 and 6.40 FTEs. This investment will be supported through $872,056 of new funding
and $250,000 of existing operating funds will be redeployed to support these priorities.
Research shows that investing in building leadership is at the core of improving academic outcomes for all students.
To create structures for student success in our schools, four assistant principals have been recommended for all five
largest elementary schools. These new roles will provide our elementary schools with the administrative leadership
structure necessary to harness the impact of principal leadership on students. Shifting our priorities for principals
away from operational responsibilities and m
as leaders of learning communities, ultimately raising the academic achievement of students in our schools. Existing
Assistant Principal stipends will be reallocated toward supporting this new investment.
Continuing the pathway toward Universal Full-Day Kindergarten, the FY24 Recommended Budget reflects the
$3,600 to $2
one step closer to providing free FDK for all students. Some ways in which personnel and non-personnel resources
were maximized to support new investments, including operationalizing the FDK program to reduce tuition fees, are
outlined on page 11 and include the following personnel and non-personnel changes to the baseline budget. These
changes released funds for focus on other investment priorities, not only at the elementary level but also at the
secondary and districtwide:
Recognized retirement savings.
Shifted positions charged to the Special Education 240 grant eliminating MTRS expenses.
Allocated lunch time para wages to the Food Services special revenue fund.
Applied School Choice funding.
Considered a multi-year review of past, present, pending, and projected out of district tuition cost rates and
changes in placements.
Applied the increase in Circuit Breaker Reimbursement.
Reduced new employee physical examination requirements.
Explored the Special Education P.O.S.T contract.
strict to continue the equitable share and out of district
case management required to meet legal mandates and a Learning Center teacher hired in FY23 will be reflected in
the FY24 Recommended Budget at Joshua Eaton. This position ensures compliance with the delivery of services
Priorities funded in the FY23 budget that will be carried over into the FY24 budget to ensure supportive and safe
environments includes one Adjustment counselor/METCO Coordinator assigned to each elementary school, positions
which are shared equally between the operating fund and METCO grant, and three Elementary School Teaching
Fellow positions to continue to support reasonable class sizes.
The FY24 Recommended Budget 26
Secondary Level Priorities:
At the Secondary Level (grades 6 to 12), the total investment amount is $206,096, of which $129,596 will be
supported through new funding, $2,000 to be redeployed from existing resources, and $74,500 funded through the
METCO grant. A total investment of 3.0 FTEs is associated with these priorities, of which 1.5 FTEs will be funded
through the operating budget and 1.5 FTEs through the METCO grant.
Building upon the successful elementary school model of providing a supportive and safe environment to all students
has been adopted at the middle school level through the addition of an Adjustment Counselor/METCO Coordinator.
One Adjustment Counselor/METCO Coordinator is recommended to be shared between Coolidge and Parker Middle
Schools to increase the academic and social-emotional support to all Boston and Reading resident students. This
position will be funded through the operating budget and the METCO grant. In addition, a METCO Coordinator is
recommended for assignment to Reading Memorial High School. The METCO Coordinator position at RMHS is
expected to increase the academic and social-emotional support to all Boston and Reading resident students and will
be supported entirely through METCO grant funding.
Sustaining Project Wayfinder, a social-emotional learning curriculum implemented by RMHS guidance staff, will allow
the district to support students' success in school and in life by teaching the skills needed to build belonging and the
mindsets necessary to facilitate personal growth. ESSER grant funds were used to deliver this program during the
2021-22 and 2022-23 school years. The cost of this program is recommended to be adopted by the district in the
FY24 Recommended Budget.
The Special Education program review conducted in FY23 highlighted the need for a Secondary Transition Specialist
to provide evaluation, transition planning, and post-school skills development support for students ages 14 to 22.
This position is reflected among the priorities at the secondary level for FY24 investment.
The expansion of the Seal of Biliteracy Certification, which was funded initially in FY23, will be funded through the
reallocation of existing resources, and will allow the high school world language department to increase the number
of students who are given the opportunity to achieve the Seal of Biliteracy for demonstrating proficiency in two or
more languages by participating in proficiency assessments.
The FY24 Recommended Budget 27
District Wide Level Priorities:
District Wide Level PrioritiesStrategic Description$ Supported by $ Supported by $ Supported by Total $ Total FTEs
ObjectiveExisting New Grant InvestmentInvestment
Operating FundsOperating FundsFunds
ESSER-Funded Positions1Begin a two year process of funding a portion 0 204,186 0 204,186 0
of 1.0 FTE MS Special Education Teacher, 2.0
FTE Guidance/Counseling, 2.6 FTE Special
Education Team Chairs as ESSER funds in FY23
and in FY24. ESSER Tutors will not be
consolidated into the Operating Budget.
1 to 1 Nurse10 69,0350 69,035 1.00
Meet individual student need
Social Emotional Learning (SEL) 1Provide time and opportunity to assess SEL 0 5,000 0 5,000 0
Curriculum Explorationprograms for implementation in FY25 for
Preschool through grade 8
Instructional Math Coaches2K-8 Math Coaches will support increased 0 180,0000 180,000 2.00
implementation of high quality curriculum
materials, improved instructional practices,
vertical and horizontal alignment, and
professional learning embedded into daily
teaching and learning cycles.
Multi-Language Learner Teachers2Carry forward 1.5 FTE hired in FY23 to support 0 119,022 0 119,022 1.50
surge in multi-language learner enrollment
districtwide to align with DESE
recommendations for time on learning.
Board Certified Behavior Analyst 20 85,0000 85,000 1.00
Hire Preschool through grade 12 additional
(BCBA)
1.0 BCBA to provide support for students
enrolled in the S.O.A.R./E.M.B.A.R.C.
Programs in alignment with the Special
Education Program Review
recommendations.
Team Chair Stipends200 32,500 32,500 0
Issue stipends to Team Chairs appointed to
provide individualized Program
Coordination to substantially separate
Special Education Programs. These
stipends will be funded through the
Special Education 240 grant.
Mentoring for Year 2 Teachers2Complete plan and develop coordinated 0 30,000 0 30,000 0
mentoring program for instructional staff,
including paraprofessionals. Comply with DESE
requirements.
Curriculum Content Cycle2Formulate plan that incorporates curriculum 0 30,000 0 30,000 0
content review cycle and instructional
leadership structure to improve student
academic outcomes in three content areas:
Middle School Literacy, Grades 7-12 World
Languages, and Grades 6-12 Science.
Annual Community Report3Publish annual Community Report to share 8,000 00 8,000 0
work of school district, engage residents, and
incorporate student voice.
Substitute Nurse wages3Improve ability of the district to recruit and 00 4,000 4,000 0
assign substitute nurses by increasing daily
wage from $175 to $225 to become
comparative with nearby communities. This
expense will be funded by the Department of
Public Health Grant.
Subtotal District Wide 8,000 722,243 36,500 766,743 5.50
COMBINED TOTAL260,0001,723,895111,0002,094,89514.90
The total investment required to support Districtwide priorities identified by instructional leaders and stakeholders
and align with all three strategic objectives totals $766,743 of which $722,243 is supported through new funding,
The FY24 Recommended Budget 28
$8,000 through existing funds and $36,500 supported by grants or existing resources. An addition of 5.5 FTEs is
associated with these priorities.
As ESSER II funding comes to an end in FY23 followed by ESSER III in FY24, a portion of positions previously supported
through this grant will be incorporated into the operating budget over the next two years to ensure compliance with
IEPs and support the behavioral health of our students: Middle School Special Education Teacher, Special Education
Team Chairs, and Secondary Counselors.
An increase in health support will be available through the addition of a 1 to 1 1.0 FTE Nurse to meet an individual
.
With the increased and changed social-emotional and behavioral health needs of students, an exploration of a
consistent SEL curriculum is needed. Funding in FY24 will facilitate this work by supporting staff stipends,
acquisition of curriculum tools to examine, travel to visit other sites, and potential professional development.
K-8 math coaches will bring a shift in our professional learning structures, bringing previously externally provided
training into our district, working within our structures and alongside our educators. K-8 Math Coaches will support
increased implementation of adopted high-quality curriculum materials, improved instructional practices leading to
deepened opportunities for rigor in math learning, vertical and horizontal alignment, educator professional learning
thoughtfully and intentionally embedded into daily teaching and learning cycles. They will support targeted
training/professional learning opportunities, collaboration with teacher groups, and 1:1 coaching and collaboration.
Improving academic outcomes will be articulated through the increase in instructional support for English Language
Learners in the form of 1.5 FTE teachers. As of December 2022, 63% of our 60 MLL students are beginners. According
to DESE standards, multi-language learners must receive English instruction by a Teacher of English as a Second
Language (ESL). These teaching positions are essential to carry-forward into the FY24 Recommended Budget to
provide needed services to students and comply with state regulations.
In alignment with the Special Education program review recommendations, an additional Board Certified Behavior
Analyst (BCBA) is needed to provide support for students enrolled in the S.O.A.R./E.M.B.A.R.C. programs, Preschool
through grade 12. The primary role of the BCBA will be to provide consultative support to teams and families
regarding evaluations, behavioral interventions, and data collection.
Also recommended in the FY23 Special Education Program Review is a district-wide budget priority to expand the
role of the Team Chair to provide individualized Program Coordination to substantially separate Special Education
Programs. The expansion of the role will be compensated through a stipend, which will be funded through the Special
Education 240 grant.
w staff with an individual mentor during their first year.
Additional funding would allow new staff to continue to receive the support of a mentor in year 2. Not only will this
improve the development of new staff, but it enables RPS to meet the mentoring requirements DESE has outlined
for districts.
The FY24 Recommended Budget support for the Science/Technology/Engineering, World Language and Middle
School Literacy Curriculum Review process is intended to analyze our curriculum alignment with the standards and
in our vertical articulation. The review process will deeply examine our curriculum (with a focus on secondary.) Funds
will support teacher stipends, acquisition of curriculum resources to review, travel to visit other sites, and
professional development.
The FY24 Recommended Budget 29
Community Report publication. This report will be written, produced, and published with the support of our student
body.
Reflected in the District Wide FY24 Recommended Budget Priorities is a recommendation to increase the substitute
nurses by becoming comparab
The FY24 Recommended Budget 30
FINANCIAL SECTION
The FY24 Recommended Budget 31
FINANCIAL SECTION
In October 2022, the Finance Committee voted for a FY24 budget guideline of 3.75%, which represents an increase
of$1,942,000 over the FY23 School Department Appropriated Budget. Since then, Townwide Accommodated Cost
savings have been identified. As a result, $131,260 of additional funds have been allocated to the School
Recommended Budget. These additional funds raised the total incremental increase in FY24 to
$2,073,260, or 4.00%, over FY23. Combined with the $150,000 in funding associated with the Townwide Community
Priority for FDK, the School Committee's FY24 Recommended Budget totals $2,223,260. The Finance Committee
Budget Guidelines, revised Accommodated Costs, and Community Priority for FDK are summarized in the table
below:
Adjusted FY24 BudgetFY23 Appropriated BudgetFY24 Adjusted Budget$ Change
FY24 vs. FY23
Operating Funds46,203,36348,053,4231,850,060
Special Education Accommodated Costs5,580,0005,803,200223,200
Total Adjusted FY24 Guidelines51,783,36353,856,6232,073,260
% Percentage increase 4.00%
*Community Priority150,000150,000
Total Adjusted FY24 Guidelines and Community
51,783,36354,006,6232,223,260
Priority
4.29%
**Community Priority - to be applied toward Universal Full Day Kindergarten
The leadership team used financial, staffing and student outcome data to identify trends, analyze resource
by Cost Center. The following information can be found within each subsection:
1. Summary of FY23 Appropriated Budget, FY24 Recommended Budget, and the dollar/percentage
change between the two.
2. Primary Function Description summarizing core services.
3. FY23 Appropriated and FY24 Recommended Budgets by org and object codes, in comparison with
actual expenditures (excluding end of year encumbrances) for FY20, FY21 and FY22.
4. Description of Personnel and Non-personnel Budget Drivers that have impacted and shaped the FY24
Recommended Budget.
The School CommitteeCost
Center
In comparison with actual expenditures (excluding end of year encumbrances) for FY20, FY21 and FY22, the table
below provides the actual expenditures for FY20, FY21, FY22, the Appropriated FY23 Budget and the School
Committeeeach of the five Cost Centers: Administration, Regular Day, Special
Education, School Facilities and Districtwide Programs, which includes Health Services, Athletics, Extracurricular
Activities, and Technology. Please note that the actual expended amounts below reflect the combined total of
expenditures and encumbrances reported at the close of each fiscal year. The table below also provides the
The FY24 Recommended Budget 32
percentage change between the Recommended FY24 Recommended Budget and the FY23 Appropriated Budget by
Cost Center:
Summary of FY24 Recommended Budget by Cost CenterCompared with Prior Fiscal Years:
The five Cost Centers named above were established by a vote of the School Committee. In accordance with that
vote, during the current fiscal year, the administration is authorized to transfer funds within any Cost Center,
however, the transfer of funds between Cost Centers must be obtained upon a majority vote of the School Committee
through a recommendation at the time of the quarterly financial report presentations. The relative size of each Cost
Centerusing actual expenditures for FY20 through FY22, the Appropriated FY23 budget and the FY24 Recommended
Budget is illustrated in the tables on the page to follow:
Cost CenterPercentage to Total Budgets and Expenditures:
Recommended FY24 Budget
4.41%
2.43%
3.05%
Administration
Regular Day
Special Education
School Facilities
31.03%
District Wide
59.08%
Illustrated in the pie chart above, the percentage of each Cost Centerto the total FY24 Recommended Budget. For
example, the chart reflects 59.08% of the FY24 Recommended Budget is allocated to Regular Day expenditures. The
bar graph reflects the percentage of each Cost Center
through FY22, along with the FY23 Appropriated and FY24 Recommended budgets.
Financial and narrative overviews for each Cost Centerare found in the section to follow including a description of
changes within each Cost Center-personnel funding to meet all contractual and
The FY24 Recommended Budget33
mandated obligations and to address investment priorities in the daily delivery of academic, social, emotional, health
and extracurricular services to our students.
In the table below, personnel and non-personnel actual expenditures are reflected for FY20 through FY22, the FY23
Appropriated Budget and the FY24 Recommended Budget. Personnel budgets consist of professional salaries, clerical
salaries, and other salaries and non-personnel budgets consist of contracted services, supplies and materials and
other expenses categories. These categories are defined by the Department of Elementary and Secondary Education
(DESE) with their chart of account, which are requirements for reporting expenditure data from school committee
or financial reporting can be found here:
FY24 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
The table above reflects expenditures and budgets by category of spending established by DESE. The personnel
related budget categoryconsists of professional salaries, clerical salaries, and other salaries such as sick leave buy-
back. The non-personnel budget category consists of contracted services, supplies and materials, and other expenses,
such as equipment. In addition to contractual obligations and mandated services, spending trends and projected
student needs were factored into the allocation of funds when developing the FY24 Recommended Budget.
Reviewing per pupil instructional supplies by school is one of several data points the district uses to review allocation
of funds.
Instructional Services, Materials, and Equipment Per Pupil Budget Allocation:
The FY24 Recommended Budget34
Instructional services, materials, and equipment budgets for each school are outlined above with FY23 Actual and
FY24 Projected Enrollment. Shifts in actual versus projected enrollment, unanticipated student needs, needs of
substantially separate programs, economies of scale, stages of equipment renewal, specific school year needs, and
the level of prior year pre-purchases of instructional materials and equipment supported by district-wide end year
savings can impact the funding amounts and ratios across schools and between fiscal years.
Administration Cost Center Summary
FY23 Appropriated Budget: $1,303,760
FY24 School Committee: $1,311,157
$ Change: $7,397.00
% Change: .57%
Primary Function: The Administration Cost Center includes the salaries and expenses for Central Office and some
District-wide administration which includes the following primary functions: School Committee, Superintendent,
Assistant Superintendent, Business and Finance, Human Resources, and District-wide Data and Information
Management. The Administration Cost Center currently accounts for 2.43% of the total district budget. FTEs for this
Cost Center are found in Appendix A.
Budget Detail by Administration Cost Center:
Budget Category Actual Actual Actual Final Recommended % Change
Expended Expended Expended Budget Budget FY24 v. FY 23
FY20FY21FY22FY23FY24
Administration$ 1,116,630$ 1,229,548$ 1,268,745$ 1,303,760$ 1,311,1570.57%
Professional Salaries$ 627,466$ 675,526 $ 684,427$ 676,407$ 707,9154.66%
Administrator$ 507,971$ 518,082$ 521,702$ 509,850$ 526,7483.31%
Director$ 78,693 $ 68,077$ 116,769$ 123,600$ 137,35011.12%
Employee Benefits$ -$ 48,027$ 2,462$ -$ --
Manager$ 40,802 $ 41,340$ 43,494 $ 42,957$ 43,817 2.00%
Clerical Salaries$ 278,807$ 333,726 $ 330,145$ 361,443$ 357,167-1.18%
Administrative Assistant$ 290,401$ 330,471$ 352,390$ 386,443$ 401,8733.99%
Employee Benefits$ 3,407$ 3,255$ 2,755$ -$ --
Revolving Fund Support$ (15,000)$ -$ (25,000)$ (25,000)$ (44,706)78.82%
Contract Services$ 90,100 $ 97,244$ 96,827$ 99,000 $ 91,715-7.36%
Consulting Services$ 11,500 $ 20,500$ 28,000 $ 12,000$ 8,000-33.33%
Labor Counsel$ 32,647 $ 32,264$ 18,594 $ 33,500$ 36,515 9.00%
Telecommunications$ 45,953 $ 44,480$ 50,233 $ 53,500$ 47,200 -11.78%
Supplies & Materials$ 3,477$ 3,178$ 2,922 $ 4,700$ 4,7000.00%
Office$ 3,477$ 3,156$ 2,678$ 4,700$ 4,7000.00%
Professional Development$ -$ 22$ 244$ -$ --
Other Expenses$ 116,780$ 119,874 $ 154,425$ 162,210$ 149,660-7.74%
Advertising$ 505$ 1,465$ 3,617$ 5,550$ 4,550-18.02%
Awards$ 836$ -$ 3,973$ 600$ 6000.00%
Dues & Memberships$ 16,374 $ 15,056$ 16,293 $ 20,500$ 20,500 0.00%
Employee Benefits$ 26,250 $ 27,125$ 28,175 $ 30,000$ 35,000 16.67%
Equipment$ 5,872$ 5,891$ 21,184 $ 9,000$ 9,4505.00%
Furnishings$ -$ -$ 12,716 $ -$ --
Hiring and Recruiting $ 33,128 $ 36,755$ 30,024 $ 42,000$ 17,000 -59.52%
Postage$ 4,336$ 2,927$ 2,765$ 3,560$ 3,5600.00%
Professional Development$ 8,902$ 8,842$ 13,614 $ 25,800$ 25,800 0.00%
Publications$ -$ -$ -$ -$ 8,000100.00%
Software Licensing & Support$ 20,578 $ 21,812$ 21,636 $ 23,500$ 23,500 0.00%
Travel$ -$ -$ 427$ 1,700$ 1,7000.00%
Total$ 1,116,630$ 1,229,548$ 1,268,745$ 1,303,760$ 1,311,1570.57%
The FY24 Recommended Budget 35
Administration Budget Drivers:
The changes between the FY24 Recommended and FY23 Appropriated budgets are summarized below by personnel
and non-personnel categories:
Personnel -Salary differences in the FY24 Recommended Budget reflects staffing exchange, step, degree
changes, and the cost-of-living salary increase in compliance with employment contracts and bargaining unit
agreements approved by the School Committee. The FY24 Administrative Personnel budget also reflects the
new Offset for School Choice Funding totaling $45,000, which is generated on School Choice Students
enrolled in the 2022-allocated to support Districtwide
Regular Day and Special Education and Student Services. For the purposes of budgeting FY24, the offset of
School Choice Funds his resting within the Administration budget. Lastly, an increase in Employee Benefits,
specifically the participation in TSAs (Tax Sheltered Annuities) has been increased to better align with
trending costs. Decreases in the personnel budget are reflected in the Employee Physicals line item, as the
district shifts its requirement to job-related employees. In addition, the Advertising line item has been
decreased to reflect actual spending trends and anticipated needs. Hiring and Recruiting Expenses have
decreased in FY24 following the boost in investments made in FY22 and FY23 and due to a reduction of
$20,000 generated by refining the requirement for new employee physical examinations.
Non-personnel Due to a 9% increase in legal fees, the Labor Counsel line item has increased. Also, the
district will allocate funding to publish an annual Community Report to share the work of the Reading Public
Schools with our residents. Students will be involved in the development, design, and production of this new
annual report. Offsetting this increase are reductions in Consulting Services, specifically auditing fees, for
Student Activity Account Audits will be conducted through an internal process in alignment with DESE
guidelines. Telecommunication services have also been reduced due to shifts in service. better aligns the
budget with trending usage and costs. The redeployment of existing resources to expand our efforts in
recruiting a diverse workforce is also reflected above. Reading Public Schools is committed to recruiting a
diverse and high performing workforce.
Regular Day Cost Center Summary
FY23 Appropriated Budget: $29,705,173
FY24 School Committee: $31,954,246
$ Change: $2,249,073
% Change:7.57%
Primary Function: The Regular Day Cost Center encompasses all personnel and non-personnel expenses related to
delivering core, general education instructional programs to our students. Personnel costs for school principals,
instructional and support staff, as well as non-personnel costs related to curriculum materials; professional
development; instructional materials, supplies, and equipment; instructional technology; library materials and
technology; and other instructional services are captured in this Cost Center budget. The Regular Day Cost Center
budget accounts for 59.08% of the total FY24 Recommended Budget. FTEs for this Cost Center
are found in Appendix A. FY24 Recommended Budget detail for Regular Education follows below:
The FY24 Recommended Budget 36
Budget Detail by Regular Day Cost Center:
Budget Category Actual Actual Actual Final Recommended % Change
Expended Expended Expended Budget Budget FY24 v. FY23
FY20FY21FY22FY23FY24
Regular Day$ 27,237,804$ 28,965,873 $ 29,351,284$ 29,705,173 $ 31,954,246 7.57%
Professional Salaries$ 23,711,443$ 24,034,487 $ 25,095,447$ 26,344,061 $ 28,517,342 8.25%
Assistant Principal$ 488,479$ 477,476$ 499,142$ 508,014$ 1,151,978126.76%
Department Head Stipends/Salaries$ 346,219$ 335,857$ 397,158$ 408,160$ 442,1788.33%
Employee Benefits$ 10,500$ 56,933 $ 29,583$ 41,800 $ 39,850 -4.67%
Guidance$ 388,492$ 403,727$ 430,408$ 507,708$ 556,7369.66%
Instructional Specialist$ 238,428$ 240,344$ 172,882$ 286,796$ 471,77864.50%
Library$ 638,574$ 628,255$ 654,748$ 683,219$ 706,7763.45%
Principal$ 995,729$ 1,028,927$ 1,042,233$ 1,081,635$ 1,076,259-0.50%
Psychologist$ 921,954$ 974,404$ 900,044$ 1,249,052$ 1,486,44824.21%
Reading$ 611,771$ 626,099$ 650,615$ 654,936$ 675,8783.20%
Revolving Fund Support$ (800,000)$ (1,050,000) $ (893,956)$ (1,100,000) $ (600,000)-45.45%
State Grant Support$ (70,000)$ (70,000)$ -$ -$ --
Stipends$ 232,719$ 203,187$ 208,095$ 255,600$ 278,4008.92%
Substitutes$ 92,323$ 110,953$ 83,730$ -$ --
Teacher$ 19,310,787$ 19,753,323$ 20,592,159$ 21,431,779 $ 21,873,8502.06%
Technology Integration$ 305,467$ 315,002$ 328,605$ 335,362$ 357,2116.52%
Clerical Salaries$ 470,796$ 456,161$ 480,959 $ 489,970$ 504,6523.00%
Employee Benefits$ 14,348$ -$ -$ 4,500$ 4,5000.00%
Secretary$ 456,448$ 456,161$ 480,959$ 485,470$ 500,1523.02%
Other Salaries$ 860,284$ 816,652$ 1,022,116$ 1,260,888$ 1,285,6651.97%
Employee Benefits$ -$ 35$ -$ -$ --
Paraprofessional$ 718,403$ 768,312$ 768,282$ 863,688$ 888,4652.87%
Substitutes$ 141,881$ 48,304 $ 253,835$ 397,200$ 397,2000.00%
Contract Services$ 116,993$ 138,979$ 328,287 $ 273,000$ 268,000-1.83%
Instructional Services$ 681$ 3,200$ 147,908$ 65,000 $ 60,000 -7.69%
Transportation$ 116,312$ 135,779$ 174,542$ 208,000$ 208,0000.00%
Tutoring Services$ -$ -$ 5,837$ -$ --
Supplies & Materials$ 871,509$ 1,476,285$ 1,257,953$ 736,008$ 761,7213.49%
Art$ 36,568$ 22,132 $ 30,597$ 24,724 $ 24,724 0.00%
Business$ -$ -$ 75$ 1,500$ 1,5000.00%
Curriculum, Elementary$ 120,827$ 620,156$ 638,193$ 63,000 $ 63,000 0.00%
Curriculum, High School$ 98,269$ 168,483$ 66$ 77,100 $ 77,100 0.00%
Curriculum, Middle School$ 60,837$ 8,254$ 8,629$ 45,400 $ 45,400 0.00%
Drama$ -$ -$ 291$ -$ --
English Language Arts$ 29,111$ 63,218 $ 26,458$ 28,500 $ 28,500 0.00%
Equipment$ 351$ 1,476$ -$ -$ --
Foreign Language$ 1,986$ 12,172 $ 10,753$ 12,953 $ 12,953 0.00%
Furnishings$ 27,574$ 77,268 $ 123,423$ 8,750$ 8,7500.00%
Guidance$ 900$ 327$ 421$ 1,000$ 15,000 1400.00%
Kindergarten$ 1,935$ 696$ 956$ 300$ 3000.00%
Library$ 10,009$ 15,369 $ 11,651$ 10,702 $ 13,150 22.87%
Library Technology$ -$ 298$ -$ 1,000$ 1,0000.00%
Math$ 63,852$ 16,636 $ 16,396$ 18,350 $ 18,350 0.00%
Office$ 13,735$ 11,361 $ 16,167$ 14,245 $ 14,245 0.00%
Other$ 49,393$ 95,248 $ 41,144$ 38,764 $ 38,337 -1.10%
The FY24 Recommended Budget 37
Regular Day Cost Center, continued:
Regular Day Budget Drivers:
The changes between the FY24 Recommended and FY23 Appropriated budgets are summarized below by personnel
and non-personnel categories:
Personnel - Salary differences in the FY24 Recommended Budget reflects staffing exchange, step, degree
changes, and the cost-of-living salary increase in compliance with employment contracts and bargaining unit
agreements approved by the School Committee. Also considered in the Personnel budget are increases
related to retirements. Increases reflected within Budget Priorities described in the prior sections make up
the personnel cost increases in the Regular Day Cost Center:
The FY24 Recommended Budget 38
Personnel Budget Priorities:
5.0 FTE Elementary School Assistant Principals
Full-Day Kindergarten Reduction of Fee and Adoption into the operating fund (fee
reduced from $3,600 to $2,650)
2.0 FTE K-8 Math Coaches
1.5 FTE Multi-Language Learner Teachers
FTE Middle School Adjustment Counselor/METCO Coordinator (cost shared between
operating budget and METCO grant)
RMHS METCO Coordinator (1.0 FTE funded entirely by METCO grant)
Portion of ESSER Funded Positions (1.0 FTE Coolidge Special Education Teacher, 2.0 FTE
Counseling/Guidance Staff, 3.O FTE Team Chairs)
Curriculum Content Cycle Stipends
Non-personnel The Regular Day budget reflects a slight shifting of resources to maximizing existing funds
in support of our budget investments, including the support of Project Wayfinder, the expansion of the
Biliteracy Certification, and the assessment of Social Emotional Learning programs for implementation in
FY25. In addition to supporting new needs, some existing services and materials/equipment are projected to
increase, including translation services, a new 3-year photocopier contract, curriculum software licenses,
library books, and graduation expenses.
Defined within the prior section and summarized below are the following non personnel budget priorities in
Regular Day:
Non-personnel Budget Priorities:
Project Wayfinder Curriculum
Seal of Biliteracy Certification
Social Emotional Learning (SEL) Curriculum
Special Education Cost Center Summary
FY23 Appropriated Budget: $16,931,141
FY24 School Committee $16,716,166
$ Change:( $214,975)
% Change: (1.27%)
Primary Function: The Special Education Cost Center encompasses all personnel and non-personnel expenses
necessary to deliver special education and related services to students in our school community. As mandated by the
Individuals with Disabilities Education Act (IDEA) and Section 504 of the Americans with Disabilities Act, we strive to
provide programs and services to allow our students with disabilities to be educated in the least restrictive
environment that enables them to make effective progress. FTEs for this Cost Center are found in Appendix A. In
FY24, the Special Education Cost Centers makes up 31.03% of the School Committee
The FY24 Recommended Budget 39
Budget Detail by Special Education Cost Center:
Budget Category Actual Actual Actual Final Recommended % Change
Expended Expended Expended Budget Budget FY24 v. FY23
FY20FY21FY22FY23FY24
Special Education$ 14,321,863$ 13,895,188$ 14,963,132 $ 16,931,141$ 16,716,166 -1.27%
Professional Salaries$ 7,100,261$ 7,189,533$ 7,827,486$ 7,931,713$ 9,491,99819.67%
Administrator$ 61,954$ 77,849$ 111,251$ 112,004$ 121,8508.79%
Director$ 251,791$ 269,181$ 258,545$ 274,072$ 280,9482.51%
Employee Benefits$ 1,950$ 1,950$ 16,558 $ 1,100$ 1,1000.00%
Extended Year Services$ 122,864$ 126,403$ 140,294$ 136,000$ 140,8963.60%
Manager$ 26,099$ 34,269$ 36,284 $ 26,184$ 37,858 44.58%
Nurse$ 1,934$ -$ 203$ 4,000$ 4,0000.00%
Occupational Therapist$ 287,203$ 315,833$ 326,100$ 324,278$ 343,6265.97%
Physical Therapist$ 133,624$ 150,357$ 154,450$ 158,150$ 162,2222.57%
Psychologist$ 461,160$ 489,893$ 524,501$ 621,814$ 620,532-0.21%
Pysical Therapist$ (0)$ -$ -$ -$ --
Revolving Fund Support$ (280,000)$ (370,000) $ (376,985)$ (400,000)$ (400,000)0.00%
Special Education Teacher$ 4,486,205$ 4,599,141 $ 4,828,588$ 4,934,713$ 6,122,30124.07%
Speech Therapist$ 800,981$ 811,309$ 876,353$ 905,578$ 886,798-2.07%
Substitutes$ 61,067$ 23,812$ 92,955 $ -$ --
Team Chair$ 683,428$ 659,536$ 838,389$ 833,820$ 1,169,86740.30%
Clerical Salaries$ 100,400$ 102,856$ 96,626$ 110,382 $ 113,9363.22%
Employee Benefits$ - $ 3,415$ -$ -$ --
Secretary$ 100,400$ 99,441$ 96,626 $ 110,382$ 113,9363.22%
Other Salaries$ 2,117,487$ 2,056,991$ 2,201,996$ 2,661,184$ 1,783,996-32.96%
Employee Benefits$ 339$ 987$ 1,267$ -$ --
Extended Year Services$ 49,807$ 18,884$ 43,096 $ 42,753$ 43,822 2.50%
Paraprofessional$ 2,064,737$ 2,033,760 $ 2,152,504$ 2,618,431$ 1,740,174-33.54%
Substitutes$ 2,604$ 3,361$ 5,128$ -$ --
Contract Services$ 1,361,274$ 1,384,094$ 1,473,081$ 1,539,891$ 1,491,825-3.12%
Districtwide Leadership$ 55,359$ 61,863$ 85,581 $ 68,250$ 68,250 0.00%
Field Trip Travel$ - $ 1,777$ -$ 1,500$ 1,5000.00%
Instructional Services$ - $ 29,440$ -$ -$ --
Legal Services$ 83,695$ 110,479$ 54,431 $ 130,000$ 115,000-11.54%
Other Instructional Services$ 6,220$ 8,622$ 16,305 $ 8,000$ 10,000 25.00%
Psychological Services$ 1,500$ -$ 3,691$ 8,500$ 8,5000.00%
Pupil Transportation$ 1,000,390$ 941,304$ 1,057,417$ 1,031,141$ 1,062,0753.00%
Testing & Assessment$ 16,696$ -$ 5,192$ 6,500$ 6,5000.00%
Therapeutic Services$ 197,414$ 230,609$ 250,465$ 286,000$ 220,000-23.08%
Supplies & Materials$ 67,467$ 141,516$ 83,139$ 52,482$ 53,2091.38%
Equipment$ 299$ -$ -$ -$ --
Furnishings$ 100$ -$ -$ 234 $ --100.00%
General Supplies$ 2,957$ 1,270$ 429$ 1,000$ 1,0000.00%
Instructional Equipment$ - $ -$ 229$ 200 $ 550175.00%
Office$ - $ -$ -$ 1,000$ 1,0000.00%
Other$ 378$ 187$ 1,060$ 1,073$ 1,50039.74%
Postage$ 1,844$ 211$ 116$ 1,816$ 2,35029.38%
Software$ 307$ 2,043$ 348$ -$ --
Special Education$ 21,468$ 51,307$ 57,456 $ 18,395$ 18,245 -0.82%
Testing$ 40,113$ 86,499$ 23,501 $ 28,764$ 28,564 -0.70%
The FY24 Recommended Budget 40
Special Education Cost Center, continued:
Special Education Budget Drivers:
The changes between the FY24 Recommended and FY23 Appropriated budgets are summarized below by personnel
and non-personnel categories:
Personnel - Salary differences in the FY24 Recommended Budgets reflects staffing exchange, step, degree
changes, and the cost-of-living salary increase in compliance with employment contracts and bargaining unit
agreements approved by the School Committee. Also considered in the Personnel budget are increases
related to retirements.
Other changes within the Special Education Personnel Budget includes the shift of grant funded positions. By
removing ten Special Education Licensed Teachers funded through the Special Education 240 grant and
replacing those positions with paraprofessionals, the district saved nearly $80,000 in annual Massachusetts
Teacher Retirement (MTRS) expenses for use toward supporting other needs. The 24% increase in the
teacher budget line and the (34%) reduction in the Paraprofessional budget line reflects this shift. Another
notable change in the Special Education Personnel Budget is the first of a two-year adoption of positions
previously funded through the ESSER grant. Those positions include a Middle School Special Education
teacher and Special Education Team Chairs. Budget Priorities described the prior sections also accounts for
the increases in the Special Education Personnel budget:
Personnel Budget Priorities:
FTE Special Education Learning Center Teacher for Joshua Eaton Elementary School
FTE Secondary Transition Specialist
FTE Board Certified Behavior Analyst (BCBA) for E.M.B.A.R.C/S.O.A.R. Programs for
Districtwide Services
0.4 FTE Team Chair increase for R.I.S.E.
Team Chair/ Special Education Literacy Coach Stipends to Provide Program Coordination,
which are funded through the 240 grant
The FY24 Recommended Budget 41
Lastly, also reflected in the Special Education Personnel budget are shifts in funding to align with spending
trends and needs. For example, additional funds have been allocated to the Special Education Coordinators
for the Extended School Year program, which operates out of two locations for five weeks during the summer
and requires considerable planning and supervision.
Non-Personnel - The Special Education Non-personnel budget reflects some shifting of funds to align funding
with anticipated spending, such as the increase to support out-of-district transportation costs which are
expected to increase by $30,934 or 3%. Of special note are the reductions in Contracted Services, which
reflects the expected termination of an out of district contract with the P.O.S.T. program upon the graduation
of the one student enrolled, and the redeployment of Special Education tuition out of district services. The
reduction of this service is offset by an anticipated increase in other contracted direct services to students.
placements. The practice
is sufficient to cover all current and anticipated costs and be responsive to address the unpredictable nature
of this need for service. The district has prudently and thoughtfully budgeted for each student enrolled in
out of district placements at the tuition rate expected. In the FY24 Recommended Budget, the tuition rates
were budgeted at a 5% increase for Collaborative and Residential placements and while Private Day
placements increased by 14%, which totaled an overall tuition fee rate increase of $458,941 over FY23.
Division, formerly the Rate Setting Commission. Funds are also earmarked for students who are being
considered for or who may need an out of district placement, which totals $533,890 in FY24. Additionally,
funds equivalent to two unassigned out of district placement tuitions totaling $220,000 have been budgeted
to be responsive to unanticipated needs of enrolled or new students. Lastly, an ongoing annual prepayment
of tuition totaling $982,000 is factored into the budget. With these careful budgeting practices for tuition,
the district is reasonably protected from unanticipated out of district expenditures. At the end of each year,
the unspent tuition funds are reallocated for a one-time support of other needs with the district, such as the
purchase of classroom computers, added to the Special Education Tuition prepayment, and turned back to
Free Cash.
Conservative budgeting and thoughtful spending combined within a projected decrease in out of district
enrollment of students has allowed the district to meet the current and unanticipated needs for out of district
services and redeploy funds to support Tier 1 and 2 services districtwide. The projected decrease in
placements, some of which were unanticipated, is due to several reasons including graduating from and aging
out of placements, changing placements, terminated contracted placements, returning to the district, or
moving out of the Reading community. The Tier 1 and Tier 2 services where funds have been redeployed in
the FY24 Recommended Budget include K-8 Math Coaches, Secondary Transition Coordinator, K-12 BCBA,
increase in hours and stipends for Team Chairs, Middle School Adjustment Counselor, Learning Center
Teaching at Joshua Eaton, and the first of the two-year process to absorb the salaries of a Special Education
Teacher, Counselors, and Team Chairs previously funded through ESSER. Investing in instruction and student
support versus one-
achievement, fewer students requiring specialized services, and more students shifting off IEPs.
The FY24 Recommended Budget 42
Special Education Program and Learning Center Descriptions
Much of the special education in-district budget funds the salaries of the special education teaching and
support staff, as well as related services, which includes our in-district special education programs and
learning centers as determined by Individual Education Plans (IEPs). Each school offers a variety of special
education and related services to meet the individual needs of students. Additionally, to provide a continuum
of special education and related services, Reading Public Schools offers several specialized programs which
are described below:
R.I.S.E. Preschool Program: Reading, Integrated School Experience: The R.I.S.E. program serves children
ages three and four, including those turning five during the school year, who have mild, moderate as well as
intensive special education needs. Educators support students early learning by providing education and/or
specialized services to support individual learning needs. Reading Public Schools provide early learning
experiences in the least restrictive environment, which usually includes placement with typical peers.
Children with and without disabilities are provided early learning opportunities to support language, literacy,
curiosity in mathematics and science. Rich content and hands-on learning experiences are aligned with the
Massachusetts Curriculum Frameworks and Early Learning Standards. R.I.S.E. is currently located at Killam,
Wood End, and RMHS.
S.A.I.L.-Strategies to Support Academics, Independence, and Life Skills: The S.A.I.L. program provides
identified students with specialized and skills-based instruction through a modified curriculum primarily in
English Language Arts and math, as identified by individual student IEPs. Students are provided with inclusive
opportunities as indicated in their IEP. Students in the S.A.I.L. program benefit from direct and repeated
instruction with academic, life, social, and communication skill development. S.A.I.L. is located at Wood End,
Coolidge, and RMHS.
S.O.A.R.: Social Skills Organizational Skills Academics in Real World Situations: The S.O.A.R. program
supports identified students with needs relative to social skill acquisition and application, as well as the use
of social language. Students in the S.O.A.R. program benefit from support to independently engage in group
work/play and reciprocal conversations, convey thoughts and opinions, and understand nonverbal
could include the use of alternative and augmentative communication. Academically and behaviorally
students may present with grade-level skills or may require modifications of the academic curriculum and or
setting. S.O.A.R. is located at Birch Meadow, Coolidge, and RMHS.
E.M.B.A.R.C.: Education Meaningful Inclusion, Becoming Independent, Advocacy, Relaxation, and Leisure
Activities Community Integration: The E.M.B.A.R.C. program is the middle and high school continuum of the
S.A.I.L. and S.O.A.R. programs which serve students primarily within substantially separate settings in the
areas of functional academic, life, social, job and communication skill development. The students in the
E.M.B.A.R.C. program requires highly individualized, consistent, and intensive special education and related
service with strong focus on transitional skills, activities of daily living, safety skills, and community access to
generalize skills taught in the classroom. E.M.B.A.R.C. is located at Coolidge and RMHS.
R.E.A.C.H.: Resiliency, Executive Functioning, Academics, Coping Strategies, Habits of Mind: The R.E.A.C.H.
program is a comprehensive educational program for students with significant emotional, behavioral
challenges and for some students, co-existing learning disabilities. There is a focus of building relationships
based on empathy, trust, and mutual respect. R.E.A.C.H. is designed to meet both the shared and unique
The FY24 Recommended Budget 43
needs of the students targeting age-appropriate academic, behavioral, and social development through a
foundational approach grounded in a positive behavioral support philosophy. Students require intensive,
direct, specialized instruction throughout the school day. The students are provided varied opportunities to
demonstrate their talents to build upon strengths and foster a sense of competence, and embedded robust
clinical, behavioral, and therapeutic supports. For the 23-24 school year schools the program is located at
Barrows, Grade 8 at Coolidge, Grades 6 and 7 at Parker, and RMHS.
L.E.A.D.: Language, Executive Functioning, Academics, Determination: L.E.A.D. is a comprehensive
educational program for students with dyslexia and/or significant language-based learning disabilities. The
students require a multi-sensory approach to support their reading, writing, listening, speaking and
organizational skills. Students require intensive, direct, specialized instruction throughout the school day
grounded in language-based methodologies. The students are provided varied opportunities to demonstrate
their talents and background knowledge to build upon strengths and foster a sense of competence while
developing their understanding of the general education curriculum concepts and enhancing their reading,
writing and executive functioning skills. L.E.A.D. is located at Joshua Eaton, Parker, and RMHS.
Learning Center: The support provided within the learning center directly addresses the goals and objectives
. The students are
taught direct skills to ensure that they can participate in daily school life and activities while having access to
general education given special education support. The Learning Center is available at all schools.
District Wide Programs Summaries:
Total FY23 Appropriated Budget: $2,222,444
Total FY24School Committeeget: $2,380,272
Total $ Change:$157,828
Total % Change: 7.1%
Primary Function:The District Wide Cost Centerconsists of the budgets for four functional areas that serve the
district: Athletics, Extra-curricular Activities, Health Services, and Technology. FTEs for this Cost Centerare found in
Appendix A. The District Wide Programs make up 4.41% of the School CFY24 Recommended Budget.
Budget Summary of District Wide Programs:
An overview of each District Wide Cost Centerbudget follows in the sections to follow:
The FY24 Recommended Budget44
Athletics
FY23 Appropriated Budget: $691,105
FY24 School CommitteeRecommended Budget: $720,528
$ Change: $29,423
% Change: 4.26%
Primary Function: The Athletics program budget funds the salaries and expenses necessary to operate the
High School athletics program.
Budget Detail by Athletics Cost Center:
Budget Category Actual Actual Actual Final Recommended % Change
Expended Expended Expended Budget Budget FY24 v.
FY20FY21FY22FY23FY24FY23
Athletics$ 614,322$ 518,856$ 702,808$ 691,105$ 720,5284.26%
Professional Salaries$ 62,539$ 60,644 $ 63,301$ 65,242$ 66,873 2.50%
Director$ 62,539$ 60,644$ 63,301$ 65,242$ 66,873 2.50%
Clerical Salaries$ 53,458$ 54,186 $ 54,702$ 54,148$ 57,936 7.00%
Secretary$ 53,458$ 54,186$ 54,702$ 54,148$ 57,9367.00%
Other Salaries$ 100,287$ 96,988 $ 109,956$ 83,460$ 95,689 14.65%
Coach$ 342,284$ 348,079$ 466,850$ 469,460$ 481,689 2.60%
Event Detail$ 4,903 $ 909$ 3,458 $ 6,000 $ 6,0000.00%
Revolving Fund Support$ (246,900)$ (252,000)$ (360,353)$ (392,000)$ (392,000)0.00%
Contract Services$ 255,953$ 166,618$ 377,034$ 397,955$ 409,7302.96%
Athletic Services$ 255,953$ 166,618$ 377,034$ 397,955$ 409,730 2.96%
Supplies & Materials$ 100,602$ 74,093 $ 33,344$ 33,500$ 33,500 0.00%
Athletic Services$ 4,833 $ 7,307$ 10,924$ 9,000 $ 9,0000.00%
Office$ 1,035 $ 982$ 672$ 1,500 $ 1,5000.00%
Team$ 23,344$ 8,234$ 7,756 $ 15,000$ 15,0000.00%
Uniforms$ 71,390$ 57,569$ 13,991$ 8,000 $ 8,0000.00%
Other Expenses$ 41,482$ 66,328 $ 64,471$ 56,800$ 56,800 0.00%
Athletic Services$ 3,645 $ 515$ 5,465 $ 7,300 $ 7,3000.00%
Awards$ 328$ 1,279$ 2,627 $ 2,500 $ 2,5000.00%
Dues & Memberships$ 13,515$ 6,135$ 14,870$ 14,500$ 14,5000.00%
Equipment$ 13,142$ 40,279$ 23,942$ 16,000$ 16,0000.00%
Software Licensing & Support$ 10,851$ 18,120$ 16,671$ 16,500$ 16,5000.00%
Travel$ -$ -$ 896$ -$ --
Total$ 614,322$ 518,856$ 702,808$ 691,105$ 720,5284.26%
Athletics Budget Drivers:
The changes between the FY24 recommended and FY23 appropriated budgets for the Athletics Cost Center
are summarized below by personnel and non-personnel categories:
Personnel- A cost of living salary increase established by School Committee and bargaining unit agreements.
Non-Personnel - The Athletics program offers 18 different sports for students enrolled at RMHS. More than
770 student athletes have participated on teams so far this year. On average, in recent years, total
The FY24 Recommended Budget 45
participation was steady at about 1,200 students, excluding the Covid-19 pandemic impact on participation
in FY20.
Student Participation in Athletics:
SCHOOL YEAR2015-162016-172017-182018-192019-202020-212021-22
BASEBALL
50514748* 51*
BASKETBALL (B)
35383641454542
BASKETBALL (G)
37343029302931
CHEERLEADING
22222424302926
53
CROSS COUNTRY
585258715855
FIELD HOCKEY
41555859545364
102
FOOTBALL
10910389847479
14
GOLF
151315111512
GYMNASTICS
17202220251918
ICE HOCKEY (B)
49535457524962
ICE HOCKEY (G)
17222120171421
INDOOR TRACK (B)
71798891946668
INDOOR TRACK (G)
46697684735377
LACROSSE (B)
66656150* 63*
LACROSSE (G)
61777067* 53*
OUTDOOR TRACK (B)
9299111103* 97*
OUTDOOR TRACK (G)
69587876* 53*
67
SOCCER (B)
677066647269
SOCCER (G)
62595962555364
SOFTBALL
39374239* 35*
SWIMMING (B)
24142120171719
31
SWIMMING (G)
272929221714
TENNIS (B)
15181715* 9*
TENNIS (G)
14171316* 18*
37
VOLLEYBALL
444442404943
WRESTLING
37312321231422
SPRING CHEER
N/AN/AN/AN/AN/A19N/A
TOTAL
11841229125512418071124786
Extra-curricular Activities
FY23 Appropriated Budget: $69,548
FY24 s Recommended Budget: $78,087
$ Change: $8,538
% Change: 12.28%
Primary Function: The Extra-curricular Activities Program budget funds the salaries, stipends, and a small
portion of the expenses necessary to offer extra-curricular activities at the high school. FTEs for this Cost
Center are found in Appendix A.
The FY24 Recommended Budget 46
Budget Detail by Extra-curricular Cost Center:
Extra-curricular Budget Drivers:
The changes between the FY24 recommend and FY23 appropriated budgets are summarized below by
personnel and non-personnel categories:
Personnel-Salary differences in the FY24 Recommended Budget reflects staffing exchangeand the cost-of-
living salary increase in compliance with employment contracts and bargaining unit agreements approved by
the School Committee.
Non-Personnel -The Contract Services for Other Student Activities, which is the account used for
transportation expenses, has increased due to the rising student participation, number of outings planned
for students, and other opportunities for involvement offered at Reading Memorial High School. Student
participation in afterschool activities is rising in drama, band, and guard, post-Covid.
Student Participation in Extracurriculars:
The FY24 Recommended Budget47
Health Services
FY23 Appropriated Budget:$801,949
FY24 School Committee$913,224
$ Change: $111,275
% Change: 13.88%
Primary Function:The Health Services program budget pays for the salaries and expenses for servicing the
School nurses provide mandated health screenings, illness assessments, first aid, daily medication and
treatments, and support of students with chronic health issues including allergies, asthma, diabetes,and
gastrointestinal, autoimmune,and neurological disorders. We communicate with families and providers to
develop and maintain accommodation plans and individualized student health care plans to support medical
needs at school. School nurses are also part of the District Support team, which also includes school
counselors, social workers, and school psychologists. The team meets monthly to discuss best practices and
receive training and updates to support student mental health. FTEs for this Cost Centerare found in
Appendix A.
Budget Detail by Health Services Cost Center:
Health Services Budget Drivers:
The changes between the FY24 Recommend and FY23 Appropriated budgets are summarized below by
personnel and non-personnel categories:
The FY24 Recommended Budget48
Personnel- Salary differences in the FY24 Recommended Budget reflect staffing exchange, step, degree
changes, and the cost-of-living salary increase in compliance with employment contracts and bargaining unit
agreements approved by the School Committee. An increase in the per diem rate of substitute nurses will
be supported through the Department of Health grant. The addition of a new 1.0 FTE 1 to 1 Nurse is
medical needs.
Personnel Budget Priorities
1.0 FTE 1 to 1 Nurse
Increase per diem substitute nurse wages
Non-Personnel - No changes have taken place.
Technology
FY23 Appropriated Budget: $659,842
FY24 School Committee $668,433
$ Change: $8,591
% Change: 1.3%
Primary Function: The Districtwide Networking and Technology Maintenance budget funds the salaries and
expenses required to operate and maintain our technology infrastructure including our wide area network,
wireless networks, servers, computer hardware and peripheral devices, clocks and bells systems and
telecommunications equipment. FTEs for this Cost Center are found in Appendix A.
Budget Detail by Technology Cost Center:
Actual Actual Actual Final % Change
Budget CategoryRecommended
Expended Expended Expended Budget FY24 v.
Budget
FY20FY21FY22FY23FY23
FY24
Technology$ 603,478$ 595,987$ 696,277$ 659,842$ 668,4331.30%
Professional Salaries$ 82,726$ 83,857$ 85,802$ 87,215$ 88,9622.00%
Manager$ 82,726 $ 83,857$ 85,802 $ 87,215 $ 88,962 2.00%
Other Salaries$ 315,912$ 321,590$ 328,109$ 341,777$ 348,6212.00%
Employee Benefits$ -$ 1,626$ 1,726$ -$ --
Technician$ 315,912$ 319,965$ 326,383$ 341,777$ 348,6212.00%
Contract Services$ 80,203$ 99,994$ 152,005$ 116,750$ 116,7500.00%
Consulting Services$ 13,273 $ 27,084$ 62,349 $ 25,000 $ 25,000 0.00%
Networking & Telecomm$ 6,680$ 6,936$ 6,936$ 15,000 $ 15,000 0.00%
Software Licensing & Support$ 60,250 $ 65,975$ 82,720 $ 76,750 $ 76,750 0.00%
Supplies & Materials$ 5,220 $ 59,706$ 24,901$ 8,000 $ 8,0000.00%
Information Management$ 5,220$ 59,706$ 24,901 $ 8,000$ 8,0000.00%
Other Expenses$ 119,417$ 30,839$ 105,460$ 106,100$ 106,1000.00%
Information Management$ -$ - $ 23,592 $ -$ --
Networking & Telecomm$ -$ 12,198$ 22,088 $ 12,400 $ 12,400 0.00%
Other$ -$ - $ 2,074$ -$ --
Postage$ 33$ - $ -$ 200$ 2000.00%
Software$ 119,311$ 18,463$ 28,246 $ 92,000 $ 92,000 0.00%
Software Licensing & Support$ 73$ 177$ 29,461 $ 1,500$ 1,5000.00%
Total$ 603,478$ 595,987$ 696,277$ 659,842$ 668,4331.30%
The FY24 Recommended Budget 49
Technology Budget Drivers:
The changes between the FY24 Recommend and FY23 Appropriated budgets are summarized below by
personnel and non-personnel budget categories:
Personnel- Salary differences in the FY24 Recommended Budget reflects staffing exchange and the cost-of-
living salary increase in compliance with employment contracts and bargaining unit agreements approved by
the School Committee.
Non-Personnel - In FY24, no major changes are anticipated in Technology. However, work will be conducted
assessment of all technology related services and equipment including a device renewal plan. An anticipated
outcome of this work will be an Educational and Operational Technology Plan. The plan will provide
recommendations for a sustainable computer renewal plan and staffing structure to best support the
effective school district.
Since 2015, the Technology Team has built a robust network infrastructure and the services provided to the
district have expanded to include telephony and phone services, clock and bell systems, intercom and paging
systems, management of the copier fleet and contracts, iPad devices, security system hardware, over 4,500
computers (one to one for students and staff), cloud-based services, single sign-on services, data replication
services, hybrid school, public/town meetings, new website, electronic payment options, and employee
onboarding systems, and many others. The Technology team has leveraged automation, districtwide
standards and practices, and developed a highly unified and functional team committed to hard work with
no changes to staffing level or function since 2015.
School Facilities Cost Center Summary
FY23 Appropriated Budget: $1,620,845
FY24 School Committee $1,644,782
$ Change: $23,937
% Change: 1.48%
Primary Function: the Reading Public Schools. The School
Building Facilities budget funds the salaries and expenses necessary to clean and maintain our eight school buildings,
preschool program, and central office spaces, which makes up 85% of the square feet of all municipal buildings, or a
total of 935,000 square feet. The percentage of work orders created and filled for all services, including but not
limited to preventative maintenance and building repairs, for our school buildings totaled more than 2,300 in FY22.
The Facilities Department also provides the necessary services to facilitate building use for internal and external
users. FTEs for this Cost Center are found in Appendix A. The School Building Facilities budget accounts for 3.05% of
the Recommended Budget.
The Facilities Department supports the Town's Educational and Municipal Government functions through the
quality driven delivery of Facilities Services in a timely and cost- effective manner along with exceptional
customer service. Facilities staff members strive to maintain an efficient, safe, clean, attractive, and inviting
environment for all public buildings associated with the Town of Reading.
The FY24 Recommended Budget 50
Budget Detail by Facilities Cost Center:
Facilities Budget Drivers:
The changes between the FY24 Recommend and FY23 Appropriated budgets are summarized below by personnel
and non-personnel categories:
Personnel-Salary differences in the FY24 Recommended Budget reflects staffing exchange, step, and the cost-of-
living salary increase in compliance with employment contracts and bargaining unit agreements approved by the
School Committee.
Non-Personnel -Slight increases in cleaning supplies, paper products, floor cleaning solutions, hand soap, and plastic
liners are reflected in the FY24 budget.
Closing
The s FY24 Recommended Budget represents a thorough and thoughtful articulation of resource
allocations achieved through an inclusive and highly collaborative process. The FY24 Recommended Budget allocates
following three objectives:
The FY24 Recommended Budget51
Strategic Objective 1:Supportive and Safe Learning Environment
We believe healthy and successful learning communities are a prerequisite to achieving excellence and equity in
schools. Healthy and successful learning communities exist when all members of the community, no matter where
they live, what they look like, what they believe, what language they speak, who they love, or how they learn feel
seen, valued, affirmed and connected.
Strategic Objective 2:Coherent Instructional Systems
We believe excellence and equity in schools is best achieved through high-quality instruction. High-quality instruction
is our best lever for improving outcomes for students, and in particular, groups of students who have not met with
success in our district. All students deserve challenging and engaging learning environments that promote high levels
of growth and achievement.
Strategic Objective 3:School Operations
Efficient operational systems are at the foundation of thesuccess of our students and staff.
The FY24 recommended budget maximizes resources through the practice of refining positions, reallocating
resources (time and funds) and leveraging other sources of funding wherever possible to create an effective and
efficient budget that meets all contractual obligations and legal mandates.
Best practices in school district budgeting extends beyond setting instructional priorities and preparing a resource
plan to pay for priorities and day-to-day baseline services. Essential to the budget process is the effective
implementation of the budget.
assess plans, identify new opportunities to support students early in the school year, and take responsive action
support students during the current school year. The continued monitoring of expenditures to maximize the use of
unspent funds returned to Free Cash.
Cost and performance analysis will continue throughout the year to maximize all sources of funding in pursuit of
achieving our strategic objectives. For example, master scheduling training programs are being provided to our
staff allocation and manage class sizes, as well as prepare thoughtful student
groupings to ensure effective class sizes. Building the capacity of our district leadership about the instructional
structures and practices that have the greatest impact on building a sense of belonging and academic excellence.
Lately, continued efforts to examine and maximize the use of all funds, including grants and special revenue funds
trends and support the
The FY24 Recommended Budget52
development of a multi-year strategic plan. The development, implementation and ongoing assessment of a multi-
year resource plan aligned with strategic objectives is foundational to ensure all resources are thoughtfully used
and sustainable over time.
The FY24 Recommended Budget 53
OTHER FUNDING SOURCES
The FY24 Recommended Budget 54
Offset Summary
Several fee-based special revenue funds and grants have been allocated to offset direct and indirect costs of the
operating budget. In the charts below, the reader will find a summary of current year and FY24 Recommended Budget
Offsets by special revenue funds and the allocation of FY24
Recommended Offsets by Cost Center:
FY24 Recommended Offsets by Cost Center
Special Revenue Account OffsetAdministrationRegular DaySpecial District Wide School FacilitiesTown
EducationPrograms
Athletics 392,900
Drama Activities RMHS 34,000
Drama Activities Coolidge 15,000
Drama Activities Parker 15,000
Extended Day Program 25,000 25,000
Full Day Kindergarten 600,000
R.I.S.E. Preschool Program 350,000
Use of School Property 80,000 25,000
Special Education Tuition 50,000
School Choice 45,000
Total 70,000 600,000 400,000 456,900 80,000 50,000
Apart from Full-Day Kindergarten and School Choice tuition, all other offsets will remain at the same level in FY24 as
budgeted in FY23.
from several existing operating fund accounts, the reliance on the FDK tuition fees has been reduced in FY24. We
will continue to work toward providing free, universal FDK by reducing the tuition in stages through FY26. In FY23,
the district opened to School Choice students to allow students who live in other school districts to enter a lottery to
attend Reading Public Schools. In FY23, ten students participated in the program generating $45,000 of state tuition
funding, which is currently budgeted to Administration to be used for allocation to Regular Day and Special Education
instructional services.
The FY24 Recommended Budget 55
Special Revenue Funds
The district maintains thirty-one separate special revenue funds that were created and are required to be maintained
in accordance with Massachusetts General Lawsand De
Costing Municipal Services. Special revenue funds are established to dedicate a specific source of revenue from fees
or charges to pay expenses associated with providing the services for which the payment was made. Special revenue
funds also consist of donation accounts. The sources of revenue for these funds vary by the nature of the fund and
includes sales of meals, participation fees, user fees, ticket sales, donations, and tuition. The type of expenditure for
the funds also varies by the nature of the fund and include salaries, supplies and materials, technology, contracted
services, software licenses and other expenses. The FY22 and FY23 beginning year balances are provided in the table
below with the calculated FY22 Gain/Loss:
Special Revenue Funds
The FY24 Recommended Budget56
A description of each category of the
Athletics -
Community Education, Drivers Education, Summer ProgramsFees are paid by families for students to
ducation and summer programs. Fees paid by individuals for participation in
Community Education events and courses.
Drama and Band
programs.
Extended Day Fees are paid by families for students to participate in extended day programs before and
after-school.
Extracurricular Activities Fees are paid by families for students to participate in afterschool band and fine
and performing arts activities.
Guidance Fees are paid by families for students to take PSAT, SAT and AP tests.
Full-Day Kindergarten Fees are paid by families for enrollment in the Full-Day Kindergarten program.
R.I.S.E. Preschool -Fees are paid by families for enrollment in the R.I.S.E. preschool program.
Special Education Tuition Fees paid by another public school district for students to attend special
education programs in Reading.
School Lunch Revenues are generated through state and federal reimbursements and lunch-time a la carte
sales.
Transportation Fees are paid by families for students to ride existing bus routes, based on seats available.
Use of School Property Some community organizations which use school facilities pay a fee for space and/or
custodial coverage.
Lost Books Fees are collected and used to replace lost or damaged books.
Gifts/Donations Restricted donations for specific purposes and unrestricted donations for general use are
made to the School Committee for approval and acceptance in accordance with School Committee Policy
The FY24 Recommended Budget57
Federal and State Grants
In addition to the operating and special revenue funds, our district is supported in FY23 by state, federal, and private
grants. Grant expenditures are tracked monthly and reviewed periodically with grant coordinators. A list of the
grants, descriptions, and award amounts are provided below compared with prior year awards. Grants are approved
by the School Committee as funding is awarded. The FY23 Quarter 1 balances for each grant awarded between FY20
and FY23 are provided in the table below:
FY 23 Quarter 1 Grant Balance
Grants Awarded in FY20Grants Awarded in FY21Grants Awarded in FY22Grants Awarded in FY23
FY23 FY23
Beginning FY23 Q1 FY23 Projected Beginning FY23 Q1 Beginning FY23 Q1 FY23 FY23 FY23 Q1 FY23
Projected Amount of Projected
GrantFY23 Year Expended & End Year FY23 Year Expended & FY23 Year Expended & Remaining Projected End Expended Remaining
End Year FY23 AwardEnd Year
BalanceEncumb. BalanceBalanceEncumb. BalanceEncumb. RequirementYear Balance& Encumb. Requirement
BalanceBalance
STATE
METCO $ - $ - $ - $ 238,005 $ 92,336 $ 145,669 $ 0 $ 815,699 $ 4,753 $ 810,946
$ -
Dept. of Public
$ 40,000 $ - $ 40,000 $ -
Health
TOTAL STATE$ -$ -$ 238,005$ 0$ 855,699$ -
FY23
FY23
Unspent Projected
Killam. EatonParkerParker, EatonParker, Killam, Eaton
FEDERALProjected End
Turned back End Year
Year Balance
Balance
Title I $ 21,764 $ 14,521 $ - $ 75,320 $ 4,250 $ 71,070 $ 95,672 $ - $ 95,672 $
0 $ 91,584 $ - $ 91,584 $ -
Title II $ 1,661 $ 1,661 $ - $ 29,535 $ 17,344 $ 12,191 $ 43,765 $ 42,400 $ 1,365 $
- $ 45,040 $ - $ 45,040 $ -
Title IV $ 601 $ 601 $ - $ 1,121 $ 1,121 $ - $ 10,000 $ 1,618 $ 8,382
$ - $ 10,000 $ - $ 10,000 $ -
$ 1,041,828
IDEA 240 $ 40,603 $ - $ - $ 1,895 $ 1,895 $ - $ 98,223 $ 19,471 $ 78,752
$ - $ 1,112,484 $ 70,656 $ -
$ 19,093
IDEA 262 $ - $ - $ - $ - $ - $ 328 $ 328 $
- $ - $ 20,718 $ 1,625 $ -
ARP 252 $ 161,187 $ 21,440 $ 139,748 $ -
ARP 264 $ 19,824 $ 6,173 $ 13,651 $ -
ESSER II $ 233,305 $ 28,453 $ 204,853 $ -
ESSER III $ 560,098 $ 29,481 $ 278,162 $ 252,455
ACCEL MATH $ 119,748 $ 119,748 $ - $ -
TOTAL FEDERAL$ 64,628 $ - $ 107,871$ 83,261 $ 1,342,150$ 252,455$ 1,279,826$ -
Descriptions and acceptable uses of each State and Federal grant follows below:
State Grants:
METCO the Metropolitan Council for Educational Opportunity is a state funded, voluntary educational
desegregation program designed to eliminate racial imbalance through the busing of children from Boston,
MA and Springfield, MA to suburban public schools in thirty-eight communities. These funds pay for program
coordination, transportation, instructional services, and community engagement related to Boston resident
students attending Reading Public Schools through participation in the METCO program.
Department of Public Health provides for mandated screenings, professional development, and substitute
coverage for nurses.
Note although not a grant, DESE reimburses school districts for a portion of out of district tuition placement
and transportation costs. In FY 24, DESE will defray $1,581,286 tuition and transportation costs, charging
those expenses directly to the Circuit Breaker reimbursement fund.
Federal Grants:
Title I - assists schools with high numbers or high percentages of children from low-income families to help
ensure that all children meet challenging state academic standards. These funds are allocated to
paraprofessional and extended school year instructional services.
The FY24 Recommended Budget 58
Title II A - provides supplemental resources to school districts to support systems of support for excellent
teaching and learning. The priorities of Title IIA are to: increase student achievement consistent with the
challenging State academic standards; improve the quality and effectiveness of teachers, principals, and
other school leaders; Increase the number of teachers, principals, and other school leaders who are effective
in improving student academic achievement in schools; and provide low-income and minority students
greater access to effective teachers, principals, and other school leaders. These funds are allocated to provide
professional development for teachers.
Title IV - ensures that all students have access to a high-quality educational experience. The priorities of Title
IV are to: support well-rounded educational opportunities; support safe and healthy students; and support
effective use of technology. These funds pay for technology integration activities and materials for teachers
and classrooms.
IDEA 240- provides appropriate special education services for eligible students and to maintain state/local
effort in special education. These funds pay for special education paras, BCBA, and professional
development.
IDEA 262 - ensures that eligible 3, 4, and 5-year-old children with disabilities receive a free and appropriate
public education that includes special education and related services designed to meet their individual needs
in the least restrictive environment. These funds pay for early childhood instruction and professional
development.
ARP 252 addresses challenges related to the pandemic, including school re-entry, disruption in the
education of children with disabilities, mental health services; sustainability; focuses on issues of equity in
special education and early intervention services. Funds are allocated to provide professional development,
instructional materials, and testing/assessment materials.
ARP 264 - addresses early childhood special education and family engagement, such as improving systems to
assist with the transition from early intervention to pre-kindergarten to kindergarten to increase educational
outcomes for students. Funds from this grant are allocated to fund student assessment, induction, and
ESSER II addresses learning loss and provides mental health services and support. These funds are allocated
to pay for special education teachers, adjustment counselors and tutors and social-emotional curriculum.
ESSER III - helps schools safely reopen and respond to the academic, social, emotional, and mental health
needs of all students, particularly those disproportionately impacted by the COVID-19 pandemic. These funds
are allocated to pay for team leaders, special education teachers, adjustment counselors and tutors.
Accelerated Math - professional development for K-2 math implementation, print resources for those grade
levels, 1-year digital access for K-2, additional PD for year 2 supports, and additional teacher manual copies
to ensure all staff (special education included) have access to the curriculum resources.
The FY24 Recommended Budget 59
Five-Year Capital Plan
A Capital Project is a project that helps maintain or improve a Town asset. It is a new construction, expansion,
renovation, or replacement project for an existing facility or facilities. Typically, the project will have a total cost of
at least $10,000 and a life span of five or more years. Provided below is a five-year capital project plan for the school
district:
The FY24 Recommended Budget 60
APPENDICES
The FY24 Recommended Budget 61
APPENDIX A: Student Enrollment and Staff FTEs
Student Enrollment
On October 1 of each year, Reading Public Schools are required to record, verify, and report the total number of
students enrolled by grade to the Massachusetts Department of Elementary and Secondary Education (DESE). DESE
and the Commonwealth of Massachusetts use October 1 enrollment to calculate Foundation Enrollment and Chapter
trends in enrollment for subsequent years, which forms the baseline upon which th-
projected enrollment:
Historical and FY24 Projected Enrollment by School:
Total enrollment in the Reading Public Schools on October 1, 2022, was 3,851 students, which is .13% higher FY22.
Using the Cohort Survival Methodology and based on elementary neighborhood school assignments, projected
enrollment for FY24 is 3,808 students, which represents a projected decrease of (43) students or (1/12%) districtwide.
FY24 Enrollment Projections by School and Grade:
Reflected in the table below are FY23 actual enrollment and FY24 projected, or forecasted, enrollment by grade.
The change in the number of students by cohort and grade-levelisillustrated. Cohorts have been color-coded for
easier reference:
FY23 Actual and FY24 Projected Enrollment by Grade:
The FY24 Recommended Budget62
In the table below, historical enrollment is illustrated from 2009-2010 through to enrollment projected for the 2023-
2024 school year. The reader can follow the migration of the number of students each year as students move through
the grade levels. Enrollment declines between the middle to high school transition, which is a trend worth exploring:
Historical Enrollment Migration by Grade:
A three-year Cohort Survival Ratio (CSR) is the methodology used to develop enrollment projections for the Reading
Public Schools and is based on progression rates from grade to grade considering the number of live births, migration
in and out of the district, student retention and housing turnover over the three prior school years.
The CSR uses progression rates and considers housing growth, migration, retention, withdrawals, transfers, and
births over the three previous school years and produces reliable next year projections for enrollments in Grades 1-
12. However, the CSR is less reliable in predicting out-year enrollment as well as kindergarten enrollment. The CSR
The FY24 Recommended Budget63
aligns students enrolled in Barrows and Joshua Eaton are assigned to Parker Middle School and students enrolled in
Birch, and Wood End are assigned to Coolidge Middle Schools. Students enrolled in Killam elementary schools are
typically allocated to both middle schools using a ratio of 66% Parker and 33% Coolidge for projection purposes.
These ratios were adjusted slightly for FY24 upon a closer look at fifth grade students enrolled at Killam, their sibling
group and the neighborhood districts where they reside.
Elementary Enrollment Projections:
Kindergarten enrollment forecasts are less reliable and are affected by several factors including postponed
kindergarten enrollment, attendance at private full-day kindergarten programs, adoption, and housing turnover.
There are several sources of data used as the basis for predicting kindergarten enrollment including census data from
the Town Clerk, birth data from five years before kindergarten enrollment, and self-reported data from parents and
local preschools. For FY24 projections, Reading has used a three-year average of the birth-to-kindergarten ratio. This
method relies on census data from these sources, adjusted for postponements and retentions. Kindergarten
enrollment projections are further refined during the year based on self-reported data from parents and local
age-eligible children for kindergarten enrollment. Final kindergarten projections are made once kindergarten
registration begins in the
requirements for entry into kindergarten compared to the kindergarten projection of 276 students. Not all students
who reside in Reading and who are of age will be enrolled in Reading Public Schools. Some families may choose
private or parochial programs, homeschool, or postpone entry. Other families with kindergarten age children may
move to Reading. Last year kindergarten enrollment equaled the number of kindergarten-aged students reported in
the Census data. Given our experience, kindergarten projections may be slightly low.
-
personnel supplies and services. Staffing levels at all grade levels are predicated upon the number and demographics
of students expected to be enrolled at the start of the school year. Using the progression rates calculated above and
making anticipated changes, elementary school class sizes have been projected for FY24 and are outlined below in
comparison with FY23 actual enrollment and class sizes. At Wood End, three third grade sections in FY23 have been
consolidated into two sections in FY24, guided by the class size thresholds. It is important to note that three Teaching
Fellows remain in the budget to support elementary school class sizes:
The FY24 Recommended Budget 64
The Reading Public Schools provides special education services to eligible students agedthree to twenty-two years
deemed eligible through the special education team evaluation process. Eligibility is based on a determination that
e general
education program without specialized instruction. Instructional or other accommodations are outlined in the
students with IEPs based onOctober 1 enrollment data:
The FY24 Recommended Budget65
Student Enrollment Students with Individual Education Plans:
The Commonwealth mandates that special services required for students are defined on individual education plans.
Eligibility for special education services is based on a determination that the student has a qualified disability that
requires specialized instruction to achieve effective progress in the general education programs. Instructional or
idual Education Plan. The number of students on IEPs can
vary significantly from year to year. The table above illustrates the ebb and flow of the number of students who
received special education service in and out of the district, from preschool to 22 years of age during the last ten
years. Fromthe academic year 2014 to 2023, total enrollment declined by (13%), the number of students on IEPs
declined by (14%) and the number of out of district placements declined by (4%). The number of students on IEPs in
the current academic year declined by (21) students, or (3%) over the last school year, and the number of students
receiving services in out of district placements decreased by (2) students in the last year. Illustrated in the table
above, the reader will note an increase in Out of District placements between FY21 and FY22, which was driven by a
significant increase in social emotional and behavioral needs that intensified during Covid closure. However, during
the prior year, between FY19 and FY20, thedistrict experienced a decrease of (9) students enrolled in placements. A
similar decrease in out of district enrollment will take place between FY23 and FY24. We expected a decrease of (9)
students to withdraw from placements for several reasons which includes leaving the Reading Public School district,
graduating from and aging out of placements, changing placements, or returning to the district. The district has
budgeted for sevenadditional students pending evaluation of progress and student needs.
The FY24 Recommended Budget66
October 1, 2022, Student Enrollment Multi-language Learners:
October 1, 2022, Student Enrollment Boston Resident Students
Boston Resident Enrollment
Birch Joshua Wood
Grade RISEBarrowsMeadowEatonKillamEnd CoolidgeParker HSTotal
PK
K11
111
221115
31312310
41261111
524129
6279
7459
841115
91414
1077
1188
1222
Total411868102331101
The FY24 Recommended Budget 67
Staff FTEs
Provided in the section that follows are the annual district and school staffing reports, referred to as EPIMS. These
staffing data are required to be collected, verified, and reported to the Department of Elementary and Secondary
Education annually in October, which corresponds to the October 1 enrollment report. The EPIMS report is a
comprehensive staff report by FTE of all positions in the Reading Public Schools except for service, operations, and
maintenance staff.
The EPIMS reports for FY22 and FY23 follow on the pages below. The first table reflects District Administration. The
subsequent tables providetotal instructional staff FTEs by category of position:
EPIMS Instructional Staffing FTEs:
The FY24 Recommended Budget68
EPIMS Instructional Staffing FTEs, continued:
The FY24 Recommended Budget69
EPIMS Instructional Staffing FTEs, continued:
District FTES associated with categories of staff not reflected in the RIMS Report are outlined in the table below:
The FY24 Recommended Budget70
APPENDIX B: District Organizational Structure
Town of Reading
The Town of Reading is in Middlesex County, Massachusetts, United States, some 10 miles (16 km) north of central
Boston. Reading was incorporated on June 10, 1644, taking its name from the town of Reading in England. Reading
encompasses 9.9 square miles and is located North of Boston with easy access to major routes including 125/I-95,
I93 and routes 28 and 129. In addition, commuter rail and bus service are available in Reading. The Town of Reading
has a Representative Town Meeting form of government. Town Meeting is composed of 24 members from each of
five member Select Board and a Town
Manager.
There are eight schools in the Reading Public Schools: Reading Memorial High School (grades 9-12), A.W. Coolidge
Middle School (grades 6-8), W.S. Parker Middle School (grades 6-8), and five elementary schools (grades K-5): Alice
Barrows, Birch Meadow, Joshua Eaton, J.W. Killam, and Wood End. Reading also has the R.I.S.E. Preschool program,
an integrated preschool, with classrooms located at Reading Memorial High School as well as in two elementary
schools, which typically changes from year to year depending upon availability of space.
District Leadership
School Committee
The role of the School Committee is to recruit, hire, evaluate, and make employment decisions on the
Superintendent; review and approve budgets for public education in the district; and establish educational goals and
policies for the schools in the district consistent with the requirements of law and statewide goals and standards
established by the Massachusetts Board of Education.
The Reading School Committee consists of six members elected by the voters of Reading for three-year terms. Each
year, two -election. The current membership and terms of
the Reading School Committee are as follows:
Shawn Brandt, Chairperson, Term Expires 2024
Carla Nazzaro, Vice Chairperson, Term Expires 2023
Erin Gaffen, School Committee Member, Term Expires 2023
Sarah McLaughlin, School Committee Member, Term Expires 2024
Charles Robinson, School Committee Member, Term Expires 2025
Thomas Wise, School Committee Member, Term Expires 2025
Under Massachusetts General Laws, Chapter 70, the School Committee has the power to select and to terminate the
Superintendent, review and approve the budget, and establish the educational goals and policies for the schools in
the district consistent with the requirements of law and statewide goals and standards established by the Board of
Education.
The FY24 Recommended Budget 71
District Administration
The district is led by the Superintendent of Schools, the Central Office Leadership Team, District Leadership Team,
and Administrative Council. The Central Office Leadership Team includes the Superintendent of Schools, Assistant
Superintendent for Learning and Teaching, Assistant Superintendent for Special Education and Student Services, and
Directors of Human Resources Director and Finance and Operations. The District Leadership Team includes the
Central Office Leadership Team, the eight building principals, the R.I.S.E. Preschool Director, and the Assistant
Director for Special Education and Department Directors (Facilities, Food Services, Network Administrator, METCO,
and Health Services). The Administrative Council includes the District Leadership Team as well as all Assistant
Principals, Special Education Team Chairs and Program Directors.
Primary Function roles of the Administration Cost Center are described below:
Superintendent
The Superintendent of Schools serves as the chief educational leader for the school district. This position works with
the School Committee as well as with building administrators and Central Office administrators to develop the
Superintendent supervises and evaluates all Central Office Administrators and Building Principals. In addition, the
Superintendent co-supervises the Director of Facilities with the Town Manager.
Assistant Superintendents
The role of the Assistant Superintendent for Learning and Teaching and Assistant Superintendent of Student Services
is to provide leadership to district administrators, teacher leaders, teachers, and support staff in curriculum,
instruction, and assessment. The Assistant Superintendent for Learning and Teaching also supervises the Director of
Adult and Community Education, the Director of METCO, K-8 Curriculum Coordinators, and the Elementary
Technology Integration Specialist. nal
development and curriculum planning activities. The Assistant Superintendent of Special Education and Student
Services supervises the Directors of Special Education, R.I.S.E. Preschool program, Health Services, and
Team Chairs.
Human Resources Director
The Director of Human Resources oversees the functional area responsible for the recruitment and hiring of staff;
monitoring compliance with personnel laws, regulations, policies, and procedures; ensuring compliance with
collective bargaining terms and conditions; managing all Federal, State, and contractual leaves and personnel
accommodations and complying with federal and state reporting requirements. A key function of this department
has been the oversight and monitoring of all leaves of absence as defined by Federal law and collective bargaining
agreements.
Finance and Operations Director
The Director of Finance and Operations leads the school finance and operations, including budget, financial reporting,
payroll, accounts payable, accounts receivable, transportation, grants management, Medicaid reimbursement, and
purchasing/procurement, collaborates closely with school facilities and oversees network technology, school
The FY24 Recommended Budget 72
nutrition, and use of school property. The Director of Finance and Operations supervises and evaluates the School
Nutrition Director and Network Manager.
Organizational Chart for Reading Public Schools
An organizational chart of the Reading Public Schools is provided below:
Superintendent of
Schools
Assistant Superintendent
Assistant Superintendent
Director of Finance and
Learning and Teaching
of Student Services
Operations
Town Core Facilities
Human Resources
Director
Adult and Community
School Facilities & Use of
Special Education and Staff Harassment and
Education
School Properties
Student ServicesBullying
Budget Development and
Curriculum and
Preschool and Early
Financial Forecast
Instruction
Administrative Searches
Intervention
Accounts Payable
Professional
Development
504FMLA and Other Leaves
Payroll
METCOSpecial Education
Personnel Hiring
Transportation
English Language
Food Service
Learning
Health ServicesLicensure
Instructional TechnologyHomeless, Foster, and State/Federal Law
Technology
Displaced StudentsCompliance
Infrastructure
Grant Writing
Medicaid AdministrationADA
Grants Management
Student Bullying and
Regular Day
Harassment
Grant Writing
Transportation
Home Schooling
Special Revenue Funs and
Title IX
Student Activity Accounts
Medicaid Financial
The FY24 Recommended Budget73
District Partnerships
Reading Public Schools are part of a larger community that believes in collaboration for the purpose of benefiting the
children of Reading Public Schools. We are fortunate to have many important partners who enrich the lives of our
students through their contributions of resources both financial and volunteer time.
Town of Reading
The municipal government of the Town o. We share in the tax
community engagement. We also share many resources and collaborate to efficiently manage the operations of the
community.!
Community Connections Group
Members of the town, school department and local recreation agencies meet once a month to determine the needs
of Reading's specialized populations and work together to create systems of support. Thus far, the group has been
able to increase translations for events, add specialized classes and are creating a list of supports and resources within
the community.
Reading Education Foundation
The Reading Education Foundation is a volunteer organization of Reading residents working in partnership with the
Superintendent of Schools and Reading Public Schools. Its mission is to support innovation and excellence within the
Reading Public Schools by raising and providing private money to fund initiatives that are beyond the reach of public
funds.
Parent-Teacher Organizations
Each of our schools is fortunate to have a PTO composed of parent volunteers who support teachers in each building.
This support includes parent education, teacher appreciation events, mobilization of classroom and school level
volunteers, and funding for technology, enrichment, and other special programs.
Parent Booster Organizations
Reading Public Schools are supported by a sizable number of parent booster organizations of parent volunteers who
raise, contribute, and dispense funds for the benefit of specific extra-curricular activities including athletic teams,
academic teams, and fine and performing arts.
Understanding Disabilities, Inc.
Understanding Disabilities, Inc. (UD) partners with Reading Public Schools to increase positive attitudes toward
people with disabilities. Thirty years of success teaching disability awareness in the Reading Public Schools has
supported the development of an innovative curriculum that supports inclusion and promotes respectful
interactions, which helps children process and understand the communities in which they live and develop healthy
relationships.
The FY24 Recommended Budget 74
APPENDIX C: 2022-2023 School Improvement Plans
Setting the stage for the FY24 budget development process was the work conducted by the School Principals and
their school communities to develop the 2022-2023 School Improvement Plans. Overarching themes of providing
equitable and rigorous learning environments are summarized in each School improvement Plan (SIP). Links for each
Elementary Schools
Alice M. Barrows Elementary School
Birch Meadow Elementary School
Joshua Eaton Elementary School
J.W. Killam Elementary School
Wood End Elementary School
Middle Schools
Coolidge Middle School
Walter S. Parker Middle School
High School
Reading Memorial High School
The FY24 Recommended Budget 75
The FY24 Recommended Budget 76
Enterprise Funds
Water Enterprise Fund
Water Enterprise Fund FY24 Budget
Water Supply is responsible for the administrative management, operation, technical
support, maintenance, and security of the drinking water supply in accordance with all
Federal, State, and local regulations. Water Distribution is responsible for maintaining
and operating the municipal water distribution system following industry standards and
all applicable regulations. In addition, this division oversees water meter installation,
repair and meter reading, and the maintenance of all fire hydrants.
In FY24, local costs are projected to go down by 3.9%. The FY24 MWRA assessment is
estimated to increase by 3.0%.
WATER ENTERPRISE FUNDFY23 BUDGETFY24 BUDGETFY23-24
FY21 actualFY22 actualTown MeetingTown ManagerChange
Wages$ 739,833$ 817,269$ 852,750$ 878,9003.1%
Overhead Expenses$ 536,672$ 513,333$ 594,500$ 601,0001.1%
Operational Expenses$ 303,841$ 351,506$ 488,500$ 499,5002.3%
General Fund Support$ 611,075$ 630,630$ 654,910$ 681,1074.0%
Water Operational Costs$ 2,191,420$ 2,312,738$ 2,590,660$ 2,660,5072.7%
Capital$ 183,500$ 835,000$ 550,000$ 145,000-73.6%
Debt$ 2,027,730$ 2,824,349$ 2,855,697$ 2,955,7003.5%
Water Local Costs$ 4,402,651$ 5,972,087$ 5,996,357$ 5,761,207-3.9%
MWRA Assessment$ 2,399,752$ 2,831,288$ 2,810,000$ 2,894,3003.0%
Water Gross Costs$ 6,802,403$ 8,803,375$ 8,806,357$ 8,655,507-1.7%
ARPA Grant Support (650,000) (145,000)-77.7%
Use of Financial Reserves (FY24 pending Select Board vote)$ (754,000)$ (850,000)12.7%
Water Net Costs$ 7,402,357$ 7,660,5073.5%
Town Meeting votes: $ 8,655,507$ (681,107)$ 7,974,400
192FY24 Proposed BudgetTown of Reading
Water Enterprise Fund FY24 Salaries
There is no change in staffing levels or significant changes in related costs.
FY23 BUDGETFY24 BUDGETFY23-24
FY21 actualFY22 actualTown MeetingTown ManagerChange
Water/Sewer Supervisor$ 48,444 $ 50,033 $ 51,200 $ 53,300 4.1%
Water Quality & Safety Admin$ 82,755 $ 85,072 $ 88,200 $ 91,850 4.1%
Managing/Working Forepersons$ 179,550 $ 206,695 $ 221,100 $ 226,300 2.4%
Senior/Junior Operators$ 244,050 $ 188,562 $ 338,800 $ 351,500 3.7%
Laborers$ 42,153 $ 105,215 $ - $ -
W/S Assistant Collector$ 28,491 $ 29,290 $ 32,850 $ 34,100 3.8%
Support Staff$ 25,029 $ 26,808 $ 29,600 $ 30,850 4.2%
Seasonal Staff$ 6,029 $ 10,792 $ 7,500 $ 7,500 0.0%
On Call/Out of Grade$ 11,370 $ 13,326 $ 16,000 $ 16,000 0.0%
Overtime$ 60,276 $ 101,338 $ 75,000 $ 75,000 0.0%
Buyback$ 11,688 $ 138 $ - $ - 0.0%
Snow Removal$ - $ - $ (7,500)$ (7,500)0.0%
Water EF Wages$ 739,833 $ 817,269 $ 852,750 $ 878,900 3.1%
Town of ReadingFY24 Proposed Budget193
Water Enterprise Fund FY24 Expenses
Local overhead expenses are up by 1.1%. General Fund support costs increased by
about 4.0% according to a methodology developed by the Town Accountant.
FY23 BUDGETFY24 BUDGETFY23-24
FY21 actualFY22 actualTown MeetingTown ManagerChange
Retirement Assessment$ 205,442 $ 216,244 $ 195,000 $ 195,000 0.0%
OPEB Contributions$ 73,600 $ 85,000 $ 85,000 $ 85,000 0.0%
Health Insurance$ 198,218 $ 138,690 $ 240,000 $ 246,500 2.7%
Medicare Payments$ 12,102 $ 12,621 $ 13,500 $ 13,500 0.0%
Legal Expenses$ - $ 3,626 $ - $ - 0.0%
P/C Insurance Premiums$ 33,367 $ 42,422 $ 45,000 $ 45,000 0.0%
Worker Comp. Ins. Premiums$ 13,943 $ 14,730 $ 16,000 $ 16,000 0.0%
Water EF Overhead Expenses$ 536,672 $ 513,333 $ 594,500 $ 601,000 1.1%
Water Parts & Maintenance$ 165,133 $ 143,544 $ 178,000 $ 183,000 2.8%
Water Supplies & Equipment$ 35,530 $ 41,432 $ 52,000 $ 52,000 0.0%
Water Quality & Safety$ 29,865 $ 21,657 $ 38,000 $ 38,000 0.0%
Water Conservation Promotion$ 10,759 $ 11,010 $ 20,000 $ 20,000 0.0%
Outsourced Prof Services$ - $ 27,968 $ 100,000 $ 100,000 0.0%
Gas & Utilities$ 31,363 $ 39,193 $ 53,000 $ 53,000 0.0%
Office Supplies & Equipment$ 3,684 $ 4,032 $ 10,500 $ 10,500 0.0%
Professional Development$ 3,938 $ 4,688 $ 13,000 $ 13,000 0.0%
Police Details$ 23,569 $ 57,982 $ 24,000 $ 30,000 25.0%
Water EF Operating Exp.$ 303,841 $ 351,506 $ 488,500 $ 499,500 2.3%
Wage Support -Adm Services$ 31,575 $ 32,585 $ 33,840 $ 35,194 4.0%
Wage Support -Finance$ 27,125 $ 27,995 $ 29,075 $ 30,238 4.0%
Wage Support -DPW$ 404,175 $ 417,110 $ 433,170 $ 450,497 4.0%
Expense Support -Adm Services$ 20,475 $ 21,130 $ 21,945 $ 22,823 4.0%
Expense Support -Finance$ 5,575 $ 5,750 $ 5,970 $ 6,209 4.0%
Expense Support -DPW$ 122,150 $ 126,060 $ 130,910 $ 136,146 4.0%
Water EF Genl Fund Support$ 611,075 $ 630,630 $ 654,910 $ 681,107 4.0%
WaterEnterprise Fund FY24 Capital & Debt
All planned spending except for a $35,000 engineering vehicle replacement is either
existing debt service or annual maintenance. Please refer to the capital plan and debt
schedule for more details.
194FY24 Proposed BudgetTown of Reading
Sewer Enterprise Fund
Sewer Enterprise Fund FY24 Budget
The Sewer Division is responsible for operating the municipal sewer collection systems
in accordance with all applicable state, federal, and MWRA regulations for the
collection and discharge of wastewater. This ranges from maintaining and repairing
over 100 miles of sewer mains and 12 pumping stations to responding to customer
service needs for individual sewer and drainage problems.
Local costs are projected up only 1.1% in FY24 to address significant Water Enterprise
Fund issueswhile allowing combined water/sewer rates to be as low as possible. When
combined with +3.0% MWRA charges, the gross budget is up 2.5%.
SEWER ENTERPRISE FUNDFY23 BUDGETFY24 BUDGETFY23-24
FY21 actualFY22 actualTown MeetingTown ManagerChange
Wages$ 381,133$ 398,431$ 470,750$ 483,1502.6%
Overhead Expenses$ 142,553$ 145,034$ 201,500$ 203,6001.0%
Operational Expenses$ 120,576$ 194,812$ 231,000$ 233,0000.9%
General Fund Support$ 254,400$ 262,550$ 272,660$ 283,5674.0%
Sewer Operational Costs$ 898,662$ 1,000,827$ 1,175,910$ 1,203,3172.3%
Capital$ 353,865$ 475,000$ 75,000$ 110,00046.7%
Debt$ 427,265$ 983,375$ 918,800$ 880,625-4.2%
Sewer Local Costs$ 1,679,792$ 2,459,202$ 2,169,710$ 2,193,9421.1%
MWRA Assessments$ 5,250,778$ 5,376,119$ 5,435,000$ 5,598,0503.0%
Sewer Gross Costs$ 6,930,570$ 7,835,321$ 7,604,710$ 7,791,9922.5%
Use of Financial Reserves (FY24 pending Select Board vote)$ (354,000)$ (650,000)83.6%
Sewer Net Costs$ 7,250,710$ 7,141,992-1.5%
Town Meeting votes: $ 7,791,992$ (283,567)$ 7,508,425
Town of ReadingFY24 Proposed Budget195
Sewer Enterprise Fund FY24 Salaries
There is no change in staffing levels or significant changes in related costs.
FY23 BUDGETFY24 BUDGETFY23-24
FY21 actualFY22 actualTown MeetingTown ManagerChange
Water/Sewer Supervisor$ 46,623 $ 49,795 $ 51,200 $ 53,300 4.1%
Managing/Working Foreperson$ 68,403 $ 74,474 $ 75,100 $ 76,250 1.5%
Senior/Junior Operators$ 123,591 $ 84,289 $ 218,500 $ 225,150 3.0%
Laborers$ 10,932 $ 58,600 $ - $ - 0.0%
W/S Assistant Collector$ 28,491 $ 29,290 $ 32,850 $ 34,100 3.8%
Support Staff$ 25,029 $ 26,808 $ 29,600 $ 30,850 4.2%
On Call/Out of Grade$ 4,536 $ 2,418 $ 6,000 $ 6,000 0.0%
Overtime$ 59,959 $ 71,655 $ 60,000 $ 60,000 0.0%
Buyback$ 13,569 $ 1,102 $ - $ - 0.0%
Snow Removal$ - $ - $ (2,500)$ (2,500)0.0%
Sewer EF Wages$ 381,133 $ 398,431 $ 470,750 $ 483,150 2.6%
196FY24 Proposed BudgetTown of Reading
Sewer Enterprise Fund FY24 Expenses
Local overhead expenses increasedby just 1%. Actual health insurance spending
continues to be below budgeted figures. Local operational expenses are increased
modestlyby .9%;all line items are level funded with a slightincrease in sewer quality
& safety expenses. General Fund support costs increased by about 4.0% according to
a methodology developed by the Town Accountant.
FY23 BUDGETFY24 BUDGETFY23-24
FY21 actualFY22 actualTown MeetingTown ManagerChange
Retirement Assessment$ 52,143 $ 54,917 $ 80,000 $ 80,100 0.1%
OPEB Contributions$ 25,500 $ 23,000 $ 25,000 $ 25,000 0.0%
Health Insurance$ 41,334 $ 41,720 $ 67,500 $ 68,000 0.7%
Medicare Payments$ 2,776 $ 4,845 $ 4,000 $ 5,500 37.5%
P/C Insurance Premiums$ 3,605 $ 4,495 $ 6,000 $ 6,000 0.0%
Worker Comp. Ins. Premiums$ 17,195 $ 16,056 $ 19,000 $ 19,000 0.0%
Sewer EF Overhead Expenses$ 142,553 $ 145,034 $ 201,500 $ 203,600 1.0%
Sewer Parts & Maintenance$ 27,753 $ 57,230 $ 94,500 $ 94,500 0.0%
Sewer Supplies & Equipment$ 8,537 $ 23,920 $ 30,000 $ 30,000 0.0%
Sewer Quality & Safety$ 42,138 $ 58,826 $ 47,500 $ 49,500 4.2%
Gas & Utilities$ 28,134 $ 39,445 $ 39,500 $ 39,500 0.0%
Office Supplies & Equipment$ - $ - $ - $ - 0.0%
Professional Development$ 10,125 $ 9,391 $ 11,500 $ 11,500 0.0%
Police Details$ 3,889 $ 6,000 $ 8,000 $ 8,000 0.0%
Sewer EF Operating Exp.$ 120,576 $ 194,812 $ 231,000 $ 233,000 0.9%
Wage Support -Adm Services$ 13,150 $ 13,575 $ 14,100 $ 14,664 4.0%
Wage Support -Finance$ 11,300 $ 11,665 $ 12,115 $ 12,600 4.0%
Wage Support -DPW$ 168,150 $ 173,530 $ 180,210 $ 187,418 4.0%
Expense Support -Adm Services$ 8,575 $ 8,850 $ 9,190 $ 9,558 4.0%
Expense Support -Finance$ 2,325 $ 2,400 $ 2,490 $ 2,590 4.0%
Expense Support -DPW$ 50,900 $ 52,530 $ 54,555 $ 56,737 4.0%
Sewer EF Genl Fund Support$ 254,400 $ 262,550 $ 272,660 $ 283,567 4.0%
Town of ReadingFY24 Proposed Budget197
Sewer Enterprise Fund FY24 Capital & Debt
Spending consists of paying existing debt and setting aside the usual $75,000 for
general sewer main work.
The next significant capital expense (financed by debt) is a change to smart-meter
technology. This cost will be split by both Water and Sewer Enterprise Funds, but due
to the recent water capital needed for the water main replacement and the water tank,
the meter work is delayed until FY25.
Please refer to the capital plan and debt schedule for more details.
198FY24 Proposed BudgetTown of Reading
Storm Water Enterprise Fund
Storm Water Enterprise Fund FY24 Budget
The Storm Water Division consists of some activities conducted under the General
Fund budget and some underthe Enterprise Fund budget. The Division is responsible
for constructing, maintaining, and repairingall catch basins and storm drainage
systems.
STORM WATER ENTERPRISE FUNDFY23 BUDGETFY24 BUDGETFY23-24
FY21 actualFY22 actualTown MeetingTown ManagerChange
Wages$ 75,151$ 109,251$ 128,500$ 120,750-6.0%
Overhead Expenses$ 26,819$ 18,100$ 31,750$ 31,7500.0%
Operational Expenses$ 25,957$ 73,463$ 102,000$ 102,0000.0%
General Fund Support$ 101,715$ 104,970$ 109,015$ 113,3754.0%
Storm Water Operational Costs$ 229,643$ 305,784$ 371,265$ 367,875-0.9%
Capital$ 401,888$ 169,845$ 400,000$ 100,000-75.0%
Debt$ 6,674$ 126,628$ 120,075$ 115,825100.0%
Storm Water Local Costs$ 638,205$ 602,257$ 891,340$ 583,700-34.5%
MWRA Expenses$ -$ -$ -$ -0.0%
Storm Water Gross Costs$ 638,205$ 602,257$ 891,340$ 583,700-34.5%
*Use of Financial Reserves (FY24 pending Select Board vote)$ (90,000)$ -0.0%
Storm Water Net Costs$ 801,340$ 583,700-27.2%
Town Meeting votes: $ 583,700$ (113,375)$ 470,325
*suggested use of $300,000 of $1.2 million of reserves to keep rates unchanged
Storm Water Enterprise Fund FY24 Salaries
There is no change in staffing levels for FY24.
FY23 BUDGETFY24 BUDGETFY23-24
FY21 actualFY22 actualTown MeetingTown ManagerChange
Senior/Junior Operators$ 50,472 $ 91,794 $ 122,500 $ 63,000 -48.6%
Laborers$ 22,015 $ 10,668 $ - $ 51,750
On Call/Out of Grade$ - $ - $ 1,000 $ 1,000 0.0%
Overtime$ 2,664 $ 6,789 $ 5,000 $ 5,000 0.0%
Storm Water EF Wages$ 75,151 $ 109,251 $ 128,500 $ 120,750 -6.0%
Town of ReadingFY24 Proposed Budget199
Storm Water Enterprise Fund FY24 Expenses
Local overhead expenses are unchanged,as shown in the table below:
FY23 BUDGETFY24 BUDGETFY23-24
FY21 actualFY22 actualTown MeetingTown ManagerChange
Retirement Assessment$ - $ - $ 2,000 $ 2,000 100.0%
OPEB Contributions$ 11,200 $ 10,500 $ 10,500 $ 10,500 0.0%
Legal Expenses$ 7,835 $ - $ - $ - 0
Health Insurance$ 6,674 $ 6,505 $ 17,000 $ 17,000 0.0%
Medicare Payments$ 1,111 $ 1,096 $ 2,250 $ 2,250 0.0%
Storm Water Overhead Expenses$ 26,819 $ 18,100 $ 31,750 $ 31,750 0.0%
Operating expenses are also level funded. General Fund support costs increased by
about 4.0%according to a methodology developed by the Town Accountant.
FY23 BUDGETFY24 BUDGETFY23-24
FY21 actualFY22 actualTown MeetingTown ManagerChange
Drainage Maintenance$ 10,528$ -$ 20,000$ 20,0000.0%
St. Water Supplies & Equip.$ 7,396$ 58,067$ 67,000$ 67,0000.0%
St. Water Quality & Safety$ 136$ 2,020$ 5,000$ 5,0000.0%
Gas & Utilities$ 4,616$ 9,557$ 6,000$ 6,0000.0%
Professional Development$ 3,280$ 3,818$ 4,000$ 4,0000.0%
Storm Water EF Operating Exp.$ 25,957$ 73,463$ 102,000$ 102,0000.0%
Wage Support - Adm Services$ 5,275$ 5,445$ 5,655$ 5,8814.0%
Wage Support - Finance$ 4,530$ 4,675$ 4,855$ 5,0494.0%
Wage Support - DPW$ 87,580$ 90,380$ 93,860$ 97,6144.0%
Expense Support - Adm Services$ 3,400$ 3,510$ 3,645$ 3,7914.0%
Expense Support - Finance$ 930$ 960$ 1,000$ 1,0404.0%
Expense Support - DPW$ -$ -$ -$ -
Sewer EF Genl Fund Support$ 101,715$ 104,970$ 109,015$ 113,3754.0%
200FY24 Proposed BudgetTown of Reading
Storm Water Enterprise Fund FY24 Capital & Debt
In FY25,funding is requested to conduct a drainage master plan for the community.
The general annual drainage project funding is increased to $200,000 to carry out the
prioritized findings of that study.
In addition, the replacement of the vacuum truck is scheduled for FY25 at a total cost
of $600,000. This vehicle will be split with the sewer enterprise fund.
Please refer to the capital plan and debt schedule for more details.
Town of ReadingFY24 Proposed Budget201
PEG Cable Access Enterprise Fund
PEG Cable Access Enterprise Fund FY24 Budget
The Public, Educational, and Governmental (PEG) Cable Access enterprise fund
These funds are earmarked for PEG cable access. The Town does not have an
established department to provide PEG services. Over the last 20+ years the Town has
outsourced PEG services to RCTV. The appropriation of this fund will allow the Town to
use the PEG access fees collected from its cable providers to provide the necessary PEG
services.
202FY24 Proposed BudgetTown of Reading
In prior years, the PEG Access fees were collected by the Town and paid to RCTV
through an Agency fund. Massachusetts Department of Revenue now requires these
funds to be appropriated by Town Meeting.
ReadingCommunityTelevisionInc.(RCTV)was incorporated in 1998 as a non-profit
organization in Massachusetts pursuant to cable television renewal license agreements
Governmental (PEG) access channels, manage the annual funding thereof, conduct
training programs in the skills necessary to produce quality PEG access programming,
establish rules procedures and guidelines for the use of PEG access channels, provide
publicity, fund raising, outreach, and other support services to PEG access users, and
produce or assist PEG users in the production of original, noncommercial use video
programming of interest to subscribers focusing on town issues, events and activities.
Town of ReadingFY24 Proposed Budget203
Landfill Enterprise Fund
Landfill Enterprise Fund FY24 Budget
Town Meeting created the Landfill enterprise fund on December 9, 2002, to establish a
financial assurance mechanism per the Department of Environmental Protection
requirements relative to the closure of the Landfill and the post-closure maintenance
and monitoring costs.
During the Post-Closure period, which is 30 years, the Developer contributes the annual
estimated post-closure monitoring funds to complete Post-Closure Monitoring for the
year, in an annual amount not to exceed $37,000. Any surplus remains in the Enterprise
Account until the end of the post-closure period. This practice ensures compliance with
the post-closure requirements of 310CMR 19.00 relative to the Landfill.
The Developer must provide monitoring of the Landfill up to and including the limit of
$40,000 per year, with a 3% cost of living factor applied each year. The Town's
obligation is escalated for amounts above $40,000 per year appropriately escalated.
The Landfill Post Closure table below shows the Town and Developer's share of the
expense. The Town hasn't had an obligation relative to Landfill monitoring since
December 2011.
In prior years, the contributions to the Landfill Enterprise fund were collected by the
Town and treated like a performance deposit within the enterprise fund.
Reimbursements were made to the Developer when proof of monitoring was provided
to the Town. The Department of Revenue requires these funds to be appropriated by
Town Meeting because an Enterprise Fund was established. Thus, the Town will
appropriate the performance deposit paid by the Developer annually.
ProjectedFY24 BUDGETFY23-24
FY20 ActualFY21 ActualFY22 ActualFY23Town ManagerChange
LANDFILL MONITORING REIMB$ 37,000$ 37,000$ 37,000$ 37,000$ 37,0000.0%
LANDFILL EXPENSES$ 37,000$ 37,000$ 37,000$ 37,000$ 37,000 0.0%
204FY24 Proposed BudgetTown of Reading
Landfill Post Closure Financial Assurance Mechanism
MONTH6/30/2022
OBLIGATION CALCULATIONCASH BALANCE ANALYSIS
ABCDEFGHIJK
Property
Accrued Property Owner Town
Monitoring DateSavings Owner MaximumTotal costsShareshare Funds InterestAvailable cash
Paid from
K (From previous
cash F-E (not Calendar
Calendar Yearbalance<0)Year
Year E-GObligationObligationReceived year)
plus I plus J minus
from previous Lesser of E
yearCurrent YearInvoices Paidor F
C+D G
January-0374,0004,06378,063
1 January-0540,00040,00047,40740,0007,40740,000*1,22179,285
2 January-06041,20041,20058,82441,20017,62437,0003,15978,244
3 January-07042,43642,43656,68142,43614,24537,0004,83877,646
4 January-08043,70943,70962,09743,70918,38837,0003,06774,003
5 January-09045,02045,02046,89945,0201,87837,00077066,753
6 January-10046,37146,37148,43446,3712,06337,00026957,650
7 January-11047,76247,76255,69547,7627,93337,00017247,061
8 January-12049,19549,19546,05246,052037,00018338,191
9 January-133,14350,67153,81436,67036,670037,00010438,626
10 January-1417,14352,19169,33445,24645,246037,0008730,467
11 January-1524,08853,75777,84552,95852,958037,00010314,611
12 January-1624,88755,36980,25640,43540,435037,00019511,372
13 January-1739,82157,03096,85249,54649,546037,000100-1,074
14 January-1847,30658,741106,04737,53337,533037,000176-1,431
15 January-1968,51460,504129,01836,97036,970037,000440-960
16 January-2092,04862,319154,36629,09729,097037,0001937,135
17 January-21125,26964,188189,45744,14044,140037,00084
18 January-22145,31766,114211,43137,01237,012037,0009082
19 January-23174,41968,097242,5170082
20 January-24242,51770,140312,6570082
21 January-25312,65772,244384,9010082
22 January-26384,90174,412459,3130082
23 January-27459,31376,644535,9570082
24 January-28535,95778,943614,9010082
25 January-29614,90181,312696,2120082
26 January-30696,21283,751779,9640082
27 January-31779,96486,264866,2270082
28 January-32866,22788,852955,0790082
29 January-33955,07991,5171,046,5960082
30 January-341,046,59694,2631,140,85900
*Bills paid directly by developer so
funds were only "effectively" received
Town of ReadingFY24 Proposed Budget205
Capital & Debt Service
Capital Overview
Our capital budget for FY24 is being significantly impacted by increased equipment
costs following the COVID-19 pandemic. Our departments are seeing unprecedented
increases in purchase prices, along with excessive lead times for both construction and
equipment. For instance, Public Works has several large plow trucks in the FY24
budget that increased from $180,000 to $240,000. Unfortunately, we are not able to
defer these purchases since the equipment has exceeded its useful life and we run the
risk of failure during critical tasks, such as snow plowing.
This year, we have modified how capital projects are presented. Each project/purchase
has an individual sheet with specific details and itemized funding sources for the
project. We will continue expanding this practice to give more detailed descriptions to
the readers of our annual budget.
The Capital budget for FY24 is $2,963,000. This represents a 2.7% increase over FY23
funding. This increase reflects the additional $700,000 in funds provided by the
Finance Committee (FinCom) to mitigate the effects of the global pandemic on our
capital plan.
In this budget we have increased the annual funding for Fields, Playgrounds, and Court
Improvements to $200,000. The funding will be used to make improvements to the
courts at the Barrows School. This funding is in addition to a request from November
2022 Town Meeting of $60,000 to complete repairs to the courts at Sturges Park.
We are currently in the process of finalizing Phase I of the Birch Meadow Master Plan,
which includes a walking path, a reconstruction of the Imagination Station parking lot,
and a pavilion with restrooms. At the writing of this memo, we envision a large portion
of the project being funded by the $1.5 Million dollars awarded by the Reading ARPA
Advisory Committee and the Select Board. However, we are cautious that inflation and
global supply issues might also inflate the costs of this project. We have submitted an
Article to the April Town Meeting warrant to possibly reallocate funds from a previously
approved project for any overages. The Burbank Ice Arena Revolving Fund, Fund4715
Reading Ice Arena,currently has $360,386, and it is possible that we may request to
use these funds for any overages related to the Birch Meadow Master plan.We will
know what the final costs are by March 2023.
206FY24 Proposed BudgetTown of Reading
A big initiative for FY24 is pursuing grant funding for the Haven Street Roadway
Improvements project. This project is called Downtown Improvements Phase IIin our
Capital Plan. The Town will submit a MassWorks grant application requesting $2 Million
dollars towards this project. In addition, the State Legislature has placed a $3.75 Million
dollar line item in the most recent bond bill signed by outgoing Governor Charlie
Baker. We will continue to advocate for this funding through our State Delegation.
We have made several adjustments to the debt and capital plan in FY24 which were
presented in November 2022 Town Meeting. In April 2023 Town meeting we are
requesting minor changes to the Capital Plan including:
FY23: +$27,500, Grove St. parking lot and path design
FY24: +$900,000 for Carts for automated collection (debt in FY25)
FY25: -$239,500 net changes
o-$97,500 RMHS Ropes Course moved to FY26
o-$66,000 School Buildings Carpet/Flooring moved to FY26
o-$76,000 Town Buildings ARC Flash Hazard Study moved to FY26
These changes were made to balance the capital and debt budget. We know that in
the later years, more changes might be likely as we evaluate community priorities.
Debt Overview
Our debt budget for FY24 is $6,066,806 representing a 1.4% increase over FY23
spending. We have shared exciting news with the community that over the next two
fiscal years, FY24 and FY25, three large projects funded through excluded debt will be
fully paid off. These projects are RMHS, Barrows/Wood End, and the Library
Renovations. This will create a much-needed savings to Reading residents as we
continue to move forward with the replacement of the Killam School.
Debt within the levy continues to be balanced with capital expenditures to maintain
our FinCom policy of 5% for Capital and Debt. Our Town leadership has asked FinCom
to continue the temporary increase of 5.5% in FY24 and in FY25, to mitigate the impact
of inflation and price increases related to the COVID-19 global pandemic.
November 2022 Town Meeting approved the issuance of debt related to two projects:
$1 Million Dollars to fund the local match needed for State and Federal grants
for the Maillet, Sommes, Morgan stormwater system
$750,000 Dollars to complete the design and public engagement process for
the Haven Street Roadway Improvement Project
Town of ReadingFY24 Proposed Budget207
In April 2024 Town Meeting, we will be asking to authorize funding for $900,000 to
purchase rubbish and recycling carts for residents on Town trash service.
The Town must issue long term debt for the $2 Million Dollars additionally needed for
the Auburn Street Water Tank. The Town issued a one-year BAN (Bond Anticipation
Note), while the ARPA funding allocation process was completed. The Town has issued
another BAN to give us more time to watch the market and determine when the correct
time is to issue this long-term borrowing, given the rising interest rates.
For FY25, we are tracking several large funding requests including $2.0 Million dollars
for Phase II of the Birch Meadow Master Plan. We expect a large public engagement
process to begin Summer of 2023 to define what this next phase will be. We expect to
hear back on grant submissions for the Haven Street Roadway Improvement Project
which would require a local match of $4 Million dollars. We continue to track the RMHS
fieldhouse bleachers and floors project which is currently in our capital plan for FY27.
We continue to hear safety concerns, and it is highly possible that this project will need
to be moved up sooner than originally planned.
Finally, the Town continues to have conversations regarding a possible Senior
Center/Community Center to replace or augment the Pleasant Street Center. While
these conversations are fluid, it is our recommendation to follow FinCom guidance of
issuing excluded debt for any project over $5 Million Dollars. This will ensure that our
robust capital investment in Town assets continues.
208FY24 Proposed BudgetTown of Reading
DPW: Blower Attachment
Town of ReadingFY24 Proposed Budget209
DPW: C-10 Mower
210FY24 Proposed BudgetTown of Reading
DPW: Car 2
Town of ReadingFY24 Proposed Budget211
DPW: F-2 Utility Truck
212FY24 Proposed BudgetTown of Reading
DPW: Loader
Town of ReadingFY24 Proposed Budget213
DPW: P-16 Trailer
214FY24 Proposed BudgetTown of Reading
DPW: PFC Supervisor Pickup
Town of ReadingFY24 Proposed Budget215
DPW: E2 Survey Vehicle
216FY24 Proposed BudgetTown of Reading
DPW: H-16 Dump Truck
Town of ReadingFY24 Proposed Budget217
DPW: H-17 Dump Truck
218FY24 Proposed BudgetTown of Reading
Fire: Passenger Car 2
Town of ReadingFY24 Proposed Budget219
AppendixA
Capital Plan
220FY24 Proposed BudgetTown of Reading
--
109,000 700,000 110,000 895,000 205,000 227,500
2,849,5002,464,0002,115,0001,325,0002,365,0005,013,0006,116,0003,517,5009,775,0001,911,032
37,354,00070,769,98032,770,41637,999,56538,050,72237,354,000
FY23-33
- - - -
5.00%
50,00010,00030,000
160,000150,000800,000900,000312,000300,000950,000 149,074149,074
3,662,000 7,453,675 1,818,950 5,634,7255,635,0003,662,0001,973,0003,040,254
FY-2033
- - - -
5.00%
50,00010,000
160,000150,000600,000325,000550,000600,000300,000950,000 144,732144,732
3,695,000 7,236,578 2,487,800 4,748,7784,749,0003,695,0001,054,0001,067,254
FY-2032
- -
5.00%2,254
50,00018,00010,00085,000 13,254
160,000125,000360,000160,000300,000950,000 140,516140,516
1,100,0001,131,000 4,449,000 7,025,804 2,574,550 4,451,2544,451,2544,449,000
FY-2031
- - - -
5.00%
50,00010,00010,000 11,00011,000
875,000135,000125,000125,000300,000900,000 136,423136,423
1,100,000 3,630,000 6,821,169 3,180,850 3,640,3193,641,0003,630,000
FY-2030
------
5.00%
80,00010,000
135,000125,000320,000411,000289,000300,000875,000 132,450132,450
1,300,000 3,845,000 6,622,494 2,781,150 3,841,3443,845,0003,845,000
FY-2029
- - - - - -
5.00%
10,000
160,000662,000125,000100,000125,000570,000530,000300,000800,000 128,592128,592
3,382,000 6,429,606 3,051,175 3,378,4313,382,0003,382,000
FY-2028
-----
5.00%
10,00075,000
215,000100,000135,000125,000225,000265,000753,000300,000725,000 124,847124,847
2,928,000 6,242,336 3,311,850 2,930,4862,928,0002,928,000
FY-2027
C. Softball/Multi purpose new turf field $3.2-3.6mil C. Coolidge Field turf $2.2-2.4 mil. (incr from $1.4mil)
------
5.02%
76,00010,000
472,500106,000173,000100,000167,000647,000515,000650,000 121,210121,210
2,916,500 6,060,520 3,174,275 2,886,2452,916,5002,916,500
FY-2026
Capital Improvement Plan (CIP)
-------
5.61%
(1,280)
50,00025,00010,000
110,000100,000950,000300,000117,680116,400 713,338
1,225,000 2,770,0005,820,000 3,763,338 2,056,6622,056,6622,770,000
FY-2025
------
5.64%
(2,686)
10,00065,000
190,000163,000175,000100,000375,000625,000115,126112,440 716,694
1,260,000 2,963,0005,622,000 3,380,694 2,241,3062,246,3062,963,000
FY-2024
---
5.64%
(2,733)
15,00015,00010,00085,00080,000
262,000110,000100,000500,000584,000227,500111,449108,716 481,000205,000227,500
1,125,000 3,113,5005,435,800 3,245,784 2,190,0162,200,0003,113,500
FY-2023
B. Pickleball Cts, Playground, Parking $800k-$1.0mil B. Basketball Courts $500-650k B. Morton Field improvements $600-950k B. Castine Field $75-100k B. Higgins Farm Conserv Area
$100-150k B. Birch Meadow Drive Improvements $250-400k
2/16/2023 14:13
- Net Included Debt
Facilities - General/COREFacilities - School BuildingsFacilities - Town BuildingsPublic Schools - GeneralAdministrative ServicesFinancePublic LibraryPublic ServicesPublic Safety - Fire/EMSPublic
Safety - Police/DispatchPublic Works - EquipmentPublic Works - Parks & CemeteryPublic Works - Roads TOTAL CAPITAL REQUESTS Net Revenues (000s)less excluded debtBaseline for FINCOM
Policy FINCOM policy: 5% debt + capitalFINCOM Target Capital Funding Original Funding Voted or ProposedAdditional temp funding Emergency cutsAdditional Funding Sept TMAdditional Funding
Nov TMAdditional Funding April TM TOTAL CAPITAL REQUESTSCapital & Debt PolicyAnnual Surplus (Deficit)Cumulative Surplus (Deficit)Capital Projects Identified but there is no proposed
funding yet in the Capital Plan (shading/boldcrossout indicates a change from last Town Meeting)1. RMHS Ropes course2. RMHS Fldhouse floor/bleachers3. Wood End field repairs4.
Artificial Turf@Parker MS 5. BM Master Plan up to $10mil. in total A. Support & General Circulation $750k-$1.2mil A. Imagination Station Parking $450-550k A. Lacrosse Wall $100-150k
$1.5 mil ARPA funding awarded in FY23 for Phase I $2.0mil now proposed as debt funding in FY25 for Phase II 6. Killam Building project TBD Excluded Debt - Killam Field improvements,
drainage, repaving ($350k HOLD for Killam project)
FY23-33
FY-2033
FY-2032
FY-2031
FY-2030
FY-2029
FY-2028
FY-2027
FY-2026
Capital Improvement Plan (CIP)
FY-2025
FY-2024
FY-2023
Legend: xDebt has been approved by the voters as excluded from the Prop 2-1/2 levy; debtni has been authorized by Town Meeting but not yet issued; debtna has not yet been authorized
by Town Meeting
2/16/2023 14:13
7. Community Center TBA Excluded Debt if >$5mil (Options are being explored)8. DPW Bldg improvements (scope changed)9. Community projects (no formal capital requests yet)
-------------------------
70,000 55,00055,000
550,000 200,000 175,000 450,000 230,000 515,000
2,849,500
FY23-33
50,000 50,000
Debt
xDebt
DebtnaDebtna
FY-2033
50,000 50,000
DebtDebt
DebtDebt
xDebt
DebtnaDebtna
FY-2032
50,000 50,000
DebtDebt
DebtDebt
xDebt
DebtnaDebtnaDebtna
FY-2031
50,000 50,000
DebtDebtDebtDebt
DebtDebt
xDebt
DebtnaDebtnaDebtna
FY-2030
50,000
450,000230,000515,000
DebtDebtDebtDebt
DebtDebt
1,300,000
xDebt
Debtna
FY-2029
50,000
160,000
DebtDebtDebtDebt
DebtDebt
xDebt
Debtna
FY-2028
50,000 55,00055,000
215,000
DebtDebtDebtDebtDebt
DebtDebt
xDebt
Debtna
FY-2027
50,000 97,50070,000
472,500 175,000
DebtDebtDebtDebtDebt
DebtDebt
xDebt
FY-2026
Capital Improvement Plan (CIP)
50,000 50,000
DebtDebtDebtDebtDebtDebt
DebtDebt
xDebt
FY-2025
50,000
190,000 140,000
DebtDebtDebtDebtDebtDebtDebtDebt
DebtDebt
xDebtxDebtxDebt
FY-2024
50,000 12,000
262,000 200,000
DebtDebtDebtDebtDebtDebtDebt
DebtDebtDebt
xDebtxDebtxDebt
FY-2023
2/16/2023 14:13
Facilities - CORE Energy (Performance Contract) $4.95mil debt Energy Improvements II OPM/Design Energy Improvements II $5.0mil/15yr Energy (Green Repairs) $1.05mil debt Bldg Security
- $4.0mil debt Bldg Sec. - window film (schools)Permanent Bld CommitteeRMHS Building project ~$55mil debtRMHS Bldg proj - $6 mil Litig. some debt RMHS Retaining Wall - $0.5mil debt
RMHS Turf 2 - $2.225 mil debt RMHS Stadium OPM/DesignRMHS Glycol Reclamation & Installation RMHS Stadium Turf/Track $3 mil/10yrRMHS Ropes CourseRMHS/RISE playground designRMHS/RISE
playground improvements RMHS Fldhouse floor/bleachers $1.7 mil TBD debt ($175K design; $1.5mil project )Parker MS roof project OPM/design Parker MS Roofing project $2.7mil/10yr Coolidge
Alarm PanelCoolidge MS roof project designCoolidge MS Roofing project $3.7mil/10yr Modular Classrooms $1.2m debt Killam Building project TBD xDebt Barrows/Wd End Bldg projects $0.8mil
debtBarrows/Wd End Bldg projects debt Birch Meadow ES roof project designBirch Meadow Roofing project $1.9 mil/10yr Library Building project $18.4 mil debtPolice Sta. project $1.5mil/10yr
Town Hall Roofing project $515kMain St. Fire Sta Roofing project $225kCommunity Center TBA xDebt if >$5milDPW Bldg project TBDElectrician Van Ford E350 Econoline (2014)Carpenter's
Pickup Ford F-350 (2013)
-
55,000 55,000 55,000 55,00045,000 35,000
FY23-33
FY-2033
FY-2032
FY-2031
FY-2030
55,000
FY-2029
55,000 55,000
FY-2028
55,000
FY-2027
45,000 35,000
FY-2026
Capital Improvement Plan (CIP)
FY-2025
FY-2024
FY-2023
2/16/2023 14:13
Carpenter's Cut-away Van (2017)Plumber's Cut-away Van (2017)Pickup Truck Chevy 2500HD (2016)Van E350 Econoline (2006)Bob Cat skid steerBobcat Skid - snowplow (2008)Bobcat Utility - snowplow
(2013)
-----------
15,000 76,000 18,000 15,000 52,000 38,000
163,000 855,000126,000 105,000 109,000 110,000 700,000 600,000 100,000 110,000 110,000
2,464,0002,115,0001,375,0001,325,0001,325,0002,365,000
FY23-33
- - -
10,000 10,000 10,000
160,000 150,000 150,000 150,000 800,000
FY-2033
- -
10,000 10,000 10,000
160,000 150,000 150,000 150,000 600,000 600,000 325,000
FY-2032
-
18,000 18,000 10,000 10,000 10,000
160,000 150,000 125,000 125,000 360,000
1,100,000 1,100,000
FY-2031
- -
10,000 10,000 10,000
875,000 775,000100,000 135,000 125,000 125,000 125,000 125,000
FY-2030
- -
80,000 80,00010,000 10,000 10,000
135,000 125,000 125,000 125,000 320,000
FY-2029
Wood End ->
- -
52,000 10,000 10,000 10,000
662,000 475,000 125,000 125,000 125,000 100,000 100,000 125,000
FY-2028
Barrows ->
- -
60,000 40,000 10,000 10,000 10,000
100,000 135,000 125,000 125,000 125,000 225,000
FY-2027
- -
66,000 40,000 76,000 76,00038,000 10,000 10,000 10,000
106,000 173,000 125,000 100,000 100,000
FY-2026
Capital Improvement Plan (CIP)
- - -
25,000 25,000 10,000 10,000 10,000
110,000 100,000 100,000 100,000
FY-2025
- - -
65,000 10,000 10,000 10,000
163,000 163,000 175,000 100,000 100,000 100,000
FY-2024
-
15,000 15,000 15,000 15,000 10,000 10,000 10,000 85,000
110,000 100,000 100,000100,000
FY-2023
2/16/2023 14:13
design(yr1)/project(yr2)
Buildings - Schools (Total)Arc Flash Hazard Study HVAC - Elementary schoolsCarpet/FlooringDoors & Windows Wood End Water HeaterCoolidge Water HeaterParker Water Heater Parker Carpet/Flooring
Buildings - Town (Total)Arc Flash Hazard Study Carpet/FlooringDoors & WindowsPolice Station Water HeaterSchools - General Food Service Van E-250 (2014)Driver's Education Vehicle (2014)Card
readers for all the schoolsVehicle Barriers for all schoolsCourier Vehicle (2007)District-wide Telephone systems Design for Technology wiring projectsDistrict-wide Technology Wiring
projects District-wide Technology projects Administrative Services Water Tank Town telco equip replace/relocate Remote access multi factor authenticationInternal segmentation firewall
GIS flyover - planimetrics Technology projects FinanceFinancial SystemPublic Safety Fin'l SystemLibrary Equipment Public Services
--------
25,000
FY23-33
DebtnaDebtna
FY-2033
DebtnaDebtna
FY-2032
DebtnaDebtna
FY-2031
DebtnaDebtna
FY-2030
DebtnaDebtna
FY-2029
DebtnaDebtna
FY-2028
DebtnaDebtna
FY-2027
Sturges
DebtnaDebtna
FY-2026
Capital Improvement Plan (CIP)
Killam
DebtnaDebtna
FY-2025
B Mdw
DebtnaDebtna
FY-2024
25,000
Mem Pk
FY-2023
2/16/2023 14:13
Maillett Sommes Morgan $1.0mil/10yrsDowntown Improvements II $4.0mil/ 20yrsDowntown Improvements II $3.75 mil Bond Bill Downtown Energy Efficient projectsPARC: Kiosks(4) handheld devices(2)Land
Use planning (CC & Symonds)Sr/Community Center planning Parks & Fields space study Rehab Playgrounds Program
----------------
50,000 20,000 50,000
800,000 125,000 100,000 125,000 325,000 150,000 100,000 150,000 125,000 105,000 115,000 950,000
5,013,0001,100,000
FY23-33
800,000 900,000
Debtna
FY-2033
-
325,000
Debtna
FY-2032
75,00085,000 50,000 85,000
150,000
Debtna
FY-2031
125,000
1,100,000 1,100,000
Debtna
FY-2030
50,00020,000
150,000 100,000 411,000
Debtna
FY-2029
125,000 570,000
Debtna
FY-2028
125,000100,000 265,000
Debtna
FY-2027
167,000
Debtna
FY-2026
Capital Improvement Plan (CIP)
950,000 950,000
Debtna
FY-2025
65,000
FY-2024
30,000 30,000
500,000
FY-2023
Grant Funded TBD
Grant funded/Other funds+
2/16/2023 14:13
Birch Meadow Master PlanBirch Meadow Master Plan DesignPhase 1 $2.3 mill ($1.5mil ARPA grant & $800k debt) Support & general Circulation $750k-$1.2mil Imagination Station Parking
$450-550k Phase 2 $2.0mil/10yr debt Lacrosse Wall $100-150k Pickleball Cts, Playground, Parking $800k-$1.0mil Basketball Courts $500-650kPhase 3 $1.6mil/10yr debt Morton
Field improvements $600-950k Castine Field $75-100k Higgins Farm Conserv Area $100-150k Birch Meadow Drive Improvements $250-400kPhase 4 $6.0mil/10yr debt Softball/Multi
purpose new turf field $3.2-3.6mil Coolidge Field turf $2.2-2.4 mil.Artificial Turf@Parker MS (replace) moved $800k to 2033Barrows Tennis court repairsBarrows Basketball court repairsBarrows
Replace backstop & repair infieldKillam Field improve, drainage, repaving ($350k) held for Killam project decisionWood End Field Repairs(*) below indicates $950k in state bond bill
details TBA ($805k identified below)*Wash Pk:Replace backstop & shift field*Wash Pk:Walking Paths*Mem Pk: Replace Band Stand*Mem Pk:Court resurface*Symonds:Replace backstop*Hunt Pk:Replace
backstopSturges Pk:Tennis court repairsSturges Pk:Basketball court repairsSturges Pk:Backstop repairs Public Safety - Fire/EMS Ladder Trk #1 (2008: $800k, next FY22) (15 years)Ladder
Truck & Equipment Pumper Eng #1 (2010-$525k; next FY30)Pumper Eng #2 (2007-$410k; next FY25)
------
90,000 65,000 65,000 71,000 85,000 72,000 90,000 55,000 40,000 30,000 20,000 60,000 75,000 80,000 55,000 75,000 70,000 65,000
425,000900,000 320,000 500,000 895,000 100,000 160,000 500,000 230,000 250,000 245,000 240,000
6,116,0003,047,000
FY23-33
45,00050,000 30,000 30,000 30,000
500,000275,000 312,000312,000 250,000
FY-2033
50,000 75,000
550,000 500,000 600,000320,000 245,000
FY-2032
85,000
160,000 160,000 765,000 230,000 240,000
1,131,000
FY-2031
- -
10,000
FY-2030
-
71,000 40,000
300,000 289,000220,000
FY-2029
-
45,00020,000 20,000 60,00070,000
425,000 530,000285,000
FY-2028
40,000 75,000 50,000 25,000 65,000
225,000 753,000265,000
FY-2027
-
72,000 40,000 25,000 30,000
647,000400,000
FY-2026
Capital Improvement Plan (CIP)
---
FY-2025
-
65,000
480,000
1,260,000
FY-2024
-
65,000 35,000 80,000 80,000
400,000 584,000
FY-2023
######
Life
2/16/2023 14:13
Pumper Eng #3 (2016 $630k; next FY36)Pumper Eng #4 (2020 $800k; next FY40)Ambulance #1 (2017- 10 yrs)Ambulance #2 (2010 - 10yrs) & equipAmbulance equipment Passenger Car#1 (2005 - 10yrs)
Passenger Car#2 (2009 - 10yrs) Passenger Car#3 (2018 - 10yrs) Pickup Truck #1 (2019 - 12yrs) Pickup Truck #2 (2012 - 12yrs) Alarm Truck (1994 - 20yrs)ALS Defibrillator (2019 - 7yrs)BLS
AEDs (2020-8yrs)Rescue ToolBreathing Apparatus (2017-12yrs)Breathing Air CompressorBreathing Air BottlesCPR Compression DeviceThermal Imaging (2018 - 10yrs)Fire Hose Turnout Gear (2022
- 5yrs)Public Safety - Police/Dispatch Police Unmarked VehiclePolice equipment (tasers) (7 years)Firearms Replacement (12 years)Vehicle Video IntegrationRadios (Police & Fire 2010 -
12yrs)AEDs Public Works - Equipment Large Trucks C-03 Dump Truck C3 (2016)C-04 Dump Truck C2 (2012)H-05 Small Dump Truck #7 (2012)H-06 Aerial Pickup Truck #14 (2017)H-07 Truck
#10 (2018)H-08 Truck #9 - Sander (2017)H-09 Truck #8 - 10 wheeler (2016)H-10 Truck #22 -Sander (2015)
----------
62,000 60,000 60,000 40,000 54,000 55,000 62,000 60,000 70,000 67,000 59,000 50,000 80,000 80,000
235,000 220,000 215,000200,000 240,000 240,000 200,000 200,000 757,000 100,000 360,000 280,000 961,000 210,000
FY23-33
- - -
62,000
FY-2033
- - -
FY-2032
-
60,000 60,000 70,000
235,000 130,000111,000
FY-2031
- - -
FY-2030
---
220,000
FY-2029
-
62,000 59,000 50,000 50,000
215,000 171,000
FY-2028
-
54,000 54,000
200,000 180,000
FY-2027
-
40,000 60,000 67,000 80,000 80,000
200,000 200,000 167,000
FY-2026
Capital Improvement Plan (CIP)
---
FY-2025
55,000 80,000
240,000240,000235,000100,000 280,000280,000225,000
FY-2024
--
395,000210,000
FY-2023
#######################
2/16/2023 14:13
H-11 Truck #4 - Sander (2014)H-12 Truck #16 - Sander (2011)H-14 Truck #3 - Sander (2010)H-15 Truck #5 (2008)H-16 Truck # 7 (2008)H-17 Truck # 11 (2008)H-18 Truck #19 - Sander
(2007)H-19 Truck #18 - Sander (2006)P-03 Dump truck #24 Parks (2017)P-04 Dump truck #12 Parks (2015)Pick-ups/Cars/Vans C-02 Pickup Ford Utility #C1 (2014)C-06 Cem. #4 Ford Sedan
(2006)CAR 1 Ford Escape (2016)CAR 2 Car #3 Ford Escape HYBRID (2008)E-01 Chevy Traverse (2019)F-02 Pickup Chevy #9 Parks (2011)H-01 Pickup #16 (2015)H-02 Pickup #18 (2006)H-03
Pickup #4 (2020)H-04 Pickup Ford Utility #11 (2014)M-02 Pickup #1 (2020)PFC-01 Ford Escape (2017)P-02 Pickup Ford #2 Parks (2015)Pickup for P/F/C Supervisor Backhoes/Loaders/Heavy
Equipment C-07 Backhoe Loader (2020)H-20 Loader JD 624 (2020)H-21 Loader JD 624 (2017)Loader to replace SicardH-22 Backhoe JD 710L HWY (2020)H-23 Bobcat Loader (2015)P-05 Ventrac
tractor (2020)P-06 Tractor JD4520 (Parks) (2012)Specialty Equipment - Heavy Duty F-04 Bucket Truck #21 Forestry (2009)F-05 Chipper/LoaderTruck #23 (2008)H-24 Forklift (2016)
------------------
50,000 30,000 25,000 20,000 10,000 50,000 20,000 30,000 40,000 15,000 25,000 10,000 16,000 24,000
111,000 180,000185,000 225,000 540,000 225,000
FY23-33
-
FY-2033
30,00025,000
280,000 225,000
FY-2032
25,000 20,000 50,000 20,000
111,000 115,000
FY-2031
10,000 10,000
FY-2030
-
FY-2029
-
50,000
FY-2028
80,000 30,000 40,00010,000
180,000
FY-2027
-
FY-2026
Capital Improvement Plan (CIP)
-
FY-2025
16,00016,000
225,000
FY-2024
39,00015,000 24,000
185,000
FY-2023
##########
2/16/2023 14:13
H-25 Crawler Dozer (2003)H-26 Snow Primoth SW4S (2016)H-27 Snow Trackless (2015)H-28 Snow Holder #1 c992 (2015)H-29 Snow Holder #2 c480 (2013)H-31 Leeboy Pavement Sprd (2014)H-32
Hamm Roller, Large (2014)H-33 Hamm Roller, Small (2016)H-34 Leeboy Roller, Small (1998)H-41 Screener (2018)Blower unit for LoaderW-23 Sicard HD Snowblower (1999)Specialty Equipment
- Light Duty C-14 SmithCo 48" Sweeper (2012)C-15 SKAG Leaf Vac (Cem) (2015)C-16 Carmate Trailer (2019)C-17 Big Tex Trailer (2013)F-06 Vemeer Chipper (2018)F-08 Stump Grinder new
(2021) (replace 20 yrs)F-09 Trailer Dump Trailer (2015)F-10 Truck Mount Sprayer 500gal (2015)H-35 Tack Machine for Paving (2004)H-36 Curb-builder for Paving (2010)H-37 HotBox for
Paving (2020)H-38 Cement Mixer Tow Behind (2005)H-39 Mobile Compressor (1) (2019)H-40 Mobile Compressor (2) (2020)H-42 Trailer (2012)H-43 Trailer, Roller (1998)H-44 Eager beaver
Trailer #2 (1996)P-11 Smithco SuperStar (2016)P-12 Smithco 60 Turf Sweeper (2016)P-13 Sweeper/Blower/Mower (1985)P-14 Leaf Vac SKAG (2016)P-15 Trailer (2016)P-16 Trailer (2013)P-17
Trailer (stump grinder)P-18 Trailer Enclosed (2007)
---------
24,00012,500 24,000 10,000 12,500 24,000 24,000 20,000 27,500
451,000 150,000 150,000 550,000 215,000 100,000 525,000
3,517,5001,100,0001,000,0001,625,0001,625,0001,100,0005,425,0009,775,0006,600,000
16,375,000
FY23-33
-
50,00050,000
300,000 100,000100,000200,000 200,000 550,000 950,000 600,000
1,550,000
FY-2033
-
50,00050,000
300,000 100,000100,000200,000 200,000 550,000 950,000 600,000
1,550,000
FY-2032
10,000 10,000 50,00050,000
300,000 100,000100,000200,000 200,000 550,000 950,000 600,000
1,550,000
FY-2031
-
50,00050,000
300,000 100,000100,000175,000 175,000 550,000 900,000 600,000
1,500,000
FY-2030
69,000 24,00012,500 12,500 20,00050,00050,000
Debtna
300,000 100,000100,000175,000 175,000 525,000 875,000 600,000
1,475,000
FY-2029
24,000 24,00050,00050,000
Debtna
300,000 100,000100,000150,000 150,000 500,000 800,000 600,000
1,400,000
FY-2028
Concerns
24,000 50,00050,000
Debtna
174,000 150,000 300,000 100,000 100,000125,000 125,000 475,000 725,000 600,000
1,325,000
FY-2027
-
50,00050,000
Debtna
515,000 215,000100,000100,000100,000 100,000 450,000 650,000 600,000
1,250,000
B Meadow
FY-2026
Capital Improvement Plan (CIP)
-
50,00050,000
Debtna
300,000 100,000100,000100,000 100,000 600,000 425,000600,000
Debt
1,225,000 1,825,000
FY-2025
24,00024,000 50,000 25,000
375,000 200,000 100,000 100,000 100,000 425,000 625,000 600,000
Debt
1,225,000
FY-2024
grant funded TBD
50,00027,50050,000
150,000150,000 227,500 100,000100,000 100,000 500,000 425,000600,000
1,125,000 1,725,000
Debt
FY-2023
2/16/2023 14:13
Biggest Changes in Capital since November 2022 Town Meeting
R-01 Rubbish Barrells for automated pickup Lawnmowers C-08 Mwr SKAG TT #2 (2017)C-09 Mwr (Cem.) SKAG 48" (2016)C-10 Mower SKAG 61" (2008)C-11 Mwr (Cem.) Scag 52" Stander (2021)C-12
Mwr SKAG 36" (2012)C-13 Mwr SKAG TT 61" #3 (2011)P-07 Mwr SKAG TT #5 (2017)P-08 Mwr SKAGP-09 Mwr (Pks) TORO 5910N (2014)P-10 Mower - TORO Gang (2007)DPW: Parks & Cemetery Gen'l
Fence Replacement DPW Yard ImprovementsStrout Avenue ImprovementsSchool Site Improvements(parking lots, sidewalks, walkways)Field, Playground and Court Improvements Rock Wall repairs
- Memorial Park Rock Wall Repair ProgramRock Wall repairs - Laurel HillRock Wall repairs - Joshua EatonGrove Street Parking Lot and Path Design Gen'l Parking Lot Improvements DPW: Roads
Track Road Bridge #1Track Road Bridge #2 Sidewalk/Curb/Ped. SafetySkim Coating & Crack Seal PatchWest Street - Local shr ($1.3mil)Lowell Street $500k + $600kGeneral Fund - various roadsTOTAL
GENL FUND VOTED - ROADSGrants - various roads TOTAL ROAD CAPITAL
FY23-33
FY-2033
FY-2032
FY-2031
'
/Haven Street ($7 mil identified; $5mil in state bond bill)
FY-2030
FY-2029
community sustainability
- any costs not Excluded debt should be identified very soon
downtown improvments
FY-2028
Killam ES Feasibility Study approved and Nov 22 STM 1. $1 mil ' 2.
FY-2027
FY-2026
Capital Improvement Plan (CIP)
FY-2025
FY-2024
FY-2023
$1.7mil design work added FY26 & debt to fund project starting FY27 - safety issue
2/16/2023 14:13
$900k was added to theFY25 capital as debt for barrells for automated pickup$27..5 k was added to FY23 Grove Street Parking Lot and Path Design RMHS Fieldhouse bleachers/floor
Appendix B
Debt Schedule
Town of ReadingFY24 Proposed Budget221
0000 0 000 0 0000
73,200 73,200
833,200760,000 760,000 833,200833,200 573,200260,000
833,200
FY - 2039
Projected
0000 0 000 0 0000
96,400 96,400
856,400760,000 760,000 856,400856,400 586,400270,000
856,400
FY - 2038
Projected
000 0 00 0 0000
122,500 122,500292,900292,900599,600280,000
879,600
FY - 2037
Projected
1,172,5001,050,000 1,050,000 1,172,5001,172,500
000 0 00 0 0000
160,000 160,000298,700298,700612,800290,000
FY - 2036
Projected
1,380,0001,220,000 1,220,000 1,380,0001,201,500
1,081,300
000 0 00 0 0000
197,500 197,500304,500304,500626,000300,000
FY - 2035
Projected
1,417,5001,220,000 1,220,000 1,417,5001,230,500
1,113,000
000 0 00 0 0000
245,000 245,000310,300310,300639,200520,000
FY - 2034
Projected
1,665,0001,420,000 1,420,000 1,665,0001,469,500
1,354,700
00 0 00 0 0000
298,950 298,950317,550105,000317,550652,400640,000
FY - 2033
Projected
1,818,9501,520,000 1,520,000 1,818,9501,609,950
1,396,400
00 0 0 0 0000
367,800 367,800939,700110,000327,700127,500665,000
FY - 2032
Projected
2,487,8002,120,000 2,120,000 2,487,8002,270,300 1,150,100
1,438,100
00 0 0 0 0000
454,550 454,550979,750115,000340,750133,125690,000
FY - 2031
Projected
2,574,5502,120,000 2,120,000 2,574,5502,569,550 1,405,675
1,479,800
00 0 0 0 0000
555,850 555,850120,000712,250139,375715,000
FY - 2030
Projected
3,180,8502,625,000 2,625,000 3,180,850 1,539,350 3,175,850 1,609,225
1,521,500
00 0 0 0 0000
531,150 531,150125,000740,750960,775145,625929,000
FY - 2029
Projected
2,781,1502,250,000 2,250,000 2,781,150 1,609,150 2,776,150
1,047,000
00 0 0 0 0000
646,175 646,175287,500774,375999,425151,875
FY - 2028
Projected
3,051,1752,405,000 2,405,000 3,051,175 1,679,175 3,046,175 1,120,500
1,084,500
00 0 0 0 0000
766,850 766,850300,000803,125158,125
FY - 2027
Projected
3,311,8502,545,000 2,545,000 3,311,850 1,889,850 3,306,850 1,183,6001,162,000
1,122,000
00 0 0 0 0000
794,275 794,275312,500831,875969,525164,375
896,000
FY - 2026
Projected
3,174,2752,380,000 2,380,000 3,174,275 1,965,775 3,169,275 1,203,500
000
44,700
963,038 918,338325,000175,750
925,000
FY - 2025
Projected
5,043,0384,080,000 2,845,0001,235,000 3,763,338 2,513,338 1,279,700 1,279,700 3,758,338 1,196,8131,005,5751,380,200 1,279,700 1,279,700
00
0
846,806 688,494158,312337,500182,250472,900
FY - 2024
6,066,8065,220,000 2,692,2002,527,800 3,380,694 3,043,194 2,686,112 2,686,112 3,375,694 1,242,8311,477,713 2,686,112 1,357,0121,329,100
Projected
000
0
800,784258,582197,939144,300
5,978,3664,919,000 2,445,0002,474,000 1,059,3663,245,784 3,245,784 2,732,582 2,732,582 3,245,784 1,317,3041,586,240 2,732,582 1,364,0821,368,500
FY - 2023
Requested
0000
0
670,726 313,844356,882950,956864,688148,200
4,755,7264,085,000 1,650,0002,435,000 1,963,844 1,963,844 2,791,882 2,791,882 1,963,8442,791,882 1,383,9821,407,900
FY - 2022
Approved
0000
0
829,858 376,676453,182984,148152,100
4,984,8584,155,000 1,760,0002,395,000 2,136,676 2,136,676 2,848,182 2,848,182 2,136,676 1,000,428 2,848,182 1,400,8821,447,300
FY - 2021
Approved
IssuedIssued
2/16/23 14:32
Town BuildingsTown Buildings
School BuildingsSchool Buildings
Excluded DebtExcluded Debt
Within Levy LimitWithin Levy Limit
Not yet approved (NYA)Not yet approved (NYA)
Community ImprovementsCommunity Improvements
Approved not issued (ANI)Approved not issued (ANI)
Energy/Safety ImprovementsEnergy/Safety Improvements
General Fund:
Excluded Debt
Within Levy Limit
Town of ReadingDebt Service SchedulePrincipalInterestDebt SummaryInside Tax LevyExcluded From Tax Levy
00 0 0
0
833,200
833,200378,700194,500260,000
FY - 2039
Projected
000 0 0
856,400
856,400387,400199,000270,000
FY - 2038
Projected
00 0 0
292,900292,900
879,600396,100203,500280,000
FY - 2037
Projected
1,172,500
00 0 0
298,700298,700
404,800208,000290,000
FY - 2036
Projected
1,380,000
1,081,300
00 0 0
304,500304,500
413,500212,500300,000
FY - 2035
Projected
1,417,500
1,113,000
00 0 0
0
310,300310,300
422,200217,000310,000210,000
FY - 2034
Projected
1,665,000
1,354,700
0 0 0
317,550105,000317,550
430,900221,500100,000320,000220,000
FY - 2033
Projected
1,818,950
1,396,400
0 0 0
939,700110,000327,700255,000229,500127,500
439,600226,000105,000330,000230,000
FY - 2032
Projected
2,487,800
1,438,100
0 0 0
0
979,750115,000340,750266,250239,625133,125
221,000448,300230,500110,000340,000240,000
FY - 2031
Projected
2,574,550
1,479,800
0 0 0
0
120,000357,000355,250158,100278,750250,875139,375
229,500457,000235,000115,000350,000250,000
FY - 2030
Projected
3,180,850 1,539,350
1,521,500
0 0 0
125,000371,000369,750169,400291,250262,125145,625
238,000120,000360,000189,000260,000
FY - 2029
Projected
2,781,150 1,609,150
1,047,000
0 0
287,500385,000389,375175,800303,750273,375151,875157,500
246,500125,000370,000198,000270,000
FY - 2028
Projected
3,051,175 1,679,175
1,084,500
0 0
300,000399,000404,125182,200321,375140,400284,625158,125165,000
255,000130,000380,000207,000280,000
FY - 2027
Projected
3,311,850 1,889,850
1,122,000
0 0
312,500413,000418,875188,600334,125145,800301,000164,375172,500
896,000135,000390,000216,000290,000
FY - 2026
Projected
3,174,275 1,965,775
325,000427,000336,188433,625195,000346,875151,200312,500175,750135,200180,000239,700
925,000140,000400,000225,000300,000
FY - 2025
Projected
3,763,338 2,513,338 1,279,700 1,279,7001,040,000
0
3,952
29,94240,560
337,500446,100348,356448,375201,400359,625156,600324,000153,000135,938117,208182,250140,400187,500249,100
145,000
FY - 2024
3,380,694 3,043,194 2,686,112 2,686,1121,312,5001,080,000
Projected
0
0
32,05246,88010,452
460,300360,113496,892207,800394,325162,000358,677159,000149,428122,958197,939144,300258,500
3,245,784 3,245,784 2,732,582 2,732,5821,306,7501,110,000
FY - 2023
Requested
0
0
70,35034,65032,95249,23010,752
474,500371,456219,300167,400165,000153,628126,408148,200267,900
1,963,844 1,963,844 2,791,882 2,791,8821,324,0001,140,000
FY - 2022
Approved
0
0
73,70036,30033,85250,58011,052
491,760382,388227,940172,800102,000171,000157,828135,008152,100277,300
2,136,676 2,136,676 2,848,182 2,848,1821,339,2501,170,000
FY - 2021
Approved
IssuedIssued
RMHS®
Barrows®
Wood End®Wood End®
2/16/23 14:32
West St. $1.3 mil
Barrows/Wd End®Barrows/Wd End®
Killam Green Repair
Library Project $10+mil
RMHS/TLT $1.5mil/10yr
Not yet approved (NYA)Not yet approved (NYA)
Birch Mdw Green Repair
Library Project $2.115mil
Bldng Security $4mil/10yrRMHS Turf I $3.0mil/10yr
Approved not issued (ANI)Approved not issued (ANI)
ES Mod. class $1.2 mil/8yr
RMHS Ret. Wall $500k/5yr
RMHS Turf II $2.225mil/10yr
Parker MS Roof $2.7mil/10yr
Ec Dev Dwntn II $2.0mil/20yr
RMHS Fieldhouse $1.7mil/5yrs
Coolidge MS Roof $2.9mil/10yr
Police Sta Improve $1.5mil/10yr
Excluded Debt
Birch Mdw ES roof $1.5mil/10yr
Bch Mdow Phase II $2.0mil/10yr
Haven St. Streetscape $750k/5yr
Bldg Energy Improv I $5m/15yr
Comm. Sustainability $1.0mil/10yr
Principal + Interest
Bldg Energy Improv II $5m/15yr
Barrells for Trash Collection $900k/ 5 yr
Within Levy Limit
Town of ReadingDebt Service Schedule
0 0 0
760,000
760,000370,000190,000200,000
FY - 2039
Projected
0 0 0
760,000
760,000370,000190,000200,000
FY - 2038
Projected
0 0
290,000290,000
760,000370,000190,000200,000
FY - 2037
Projected
1,050,000
0 0
290,000290,000
930,000170,000370,000190,000200,000
FY - 2036
Projected
1,220,000
0 0 0
290,000290,000
930,000170,000370,000190,000200,000
FY - 2035
Projected
1,220,000
0 0 0
290,000290,000
170,000370,000190,000200,000200,000
FY - 2034
Projected
1,420,000
1,130,000
0 0
290,000100,000290,000
170,000370,000190,000100,000200,000200,000
FY - 2033
Projected
1,520,000
1,130,000
0 0
890,000100,000290,000250,000225,000125,000
170,000370,000190,000100,000200,000200,000
FY - 2032
Projected
2,120,000
1,130,000
0 0
890,000100,000290,000250,000225,000125,000
170,000370,000190,000100,000200,000200,000
FY - 2031
Projected
2,120,000
1,130,000
0 0
100,000350,000290,000155,000250,000225,000125,000
170,000370,000190,000100,000200,000200,000
FY - 2030
Projected
2,625,000 1,395,000
1,130,000
0 0
100,000350,000290,000160,000250,000225,000125,000
750,000170,000100,000200,000180,000200,000
FY - 2029
Projected
2,250,000 1,400,000
0 0
250,000350,000295,000160,000250,000225,000125,000150,000
750,000170,000100,000200,000180,000200,000
FY - 2028
Projected
2,405,000 1,405,000
0 0
250,000350,000295,000160,000255,000135,000225,000125,000150,000
750,000170,000100,000200,000180,000200,000
FY - 2027
Projected
2,545,000 1,545,000
0 0
250,000350,000295,000160,000255,000135,000230,000125,000150,000
580,000100,000200,000180,000200,000
FY - 2026
Projected
2,380,000 1,550,000
250,000350,000330,000295,000160,000255,000135,000230,000130,000130,000150,000235,000
580,000100,000200,000180,000200,000
FY - 2025
Projected
2,845,000 2,015,000 1,235,000 1,235,0001,000,000
0
3,800
28,79039,000
250,000355,000330,000295,000160,000255,000135,000230,000150,000130,710112,700130,000130,000150,000235,000
100,000
FY - 2024
2,692,200 2,442,200 2,527,800 2,527,8001,250,0001,000,000
Projected
0
30,00044,00010,000
355,000330,000292,300160,000251,300135,000230,000150,000140,000115,000126,400130,000235,000
2,445,000 2,445,000 2,474,000 2,474,0001,185,0001,000,000
FY - 2023
Requested
67,00033,00030,00045,00010,000
355,000330,000165,000135,000150,000140,000115,000130,000235,000
1,650,000 1,650,000 2,435,000 2,435,0001,145,0001,000,000
FY - 2022
Approved
67,00033,00030,00045,00010,000
358,000330,000167,000135,000100,000150,000140,000120,000130,000235,000
1,760,000 1,760,000 2,395,000 2,395,0001,105,0001,000,000
FY - 2021
Approved
IssuedIssued
RMHS®
Barrows®
Wood End®Wood End®
2/16/23 14:32
West St. $1.3 mil
Barrows/Wd End®Barrows/Wd End®
Killam Green Repair
Library Project $10+mil
RMHS/TLT $1.5mil/10yr
Not yet approved (NYA)Not yet approved (NYA)
Birch Mdw Green Repair
Library Project $2.115mil
Bldng Security $4mil/10yrRMHS Turf I $3.0mil/10yr
Approved not issued (ANI)Approved not issued (ANI)
ES Mod. class $1.2 mil/8yr
RMHS Ret. Wall $500k/5yr
Principal
RMHS Turf II $2.225mil/10yr
Parker MS Roof $2.7mil/10yr
Ec Dev Dwntn II $4.0mil/20yr
Coolidge MS Roof $3.7mil/10yr
Police Sta Improve $1.5mil/10yr
Excluded Debt
Birch Mdw ES roof $1.9mil/10yr
RMHS Fieldhouse $1.7mil/10yrs
Bch Mdow Phase II $2.0mil/10yr
Haven St. Streetscape $750k/5yr
Bldg Energy Improv I $5m/15yr
Comm. Sustainability $1.0mil/10yr
Bldg Energy Improv II $5m/15yr
Barrells for Trash Collection $900k/ 5 yr
Within Levy Limit
Town of ReadingDebt Service Schedule
0 0 0
-
8,7004,500
73,200
573,200260,000
73,20060,000
FY - 2039
Projected
$ $ $
0 0 0
-
9,000
96,400
586,400270,000
96,40017,40070,000
FY - 2038
Projected
$ $ $
0 0
-
2,9002,900
599,600572,900
26,10013,50080,000
122,500
119,600
FY - 2037
Projected
$ $ $
0 0 0
-
8,7008,700
8,500
612,800588,700
34,80018,00090,000
160,000
151,300
FY - 2036
Projected
$ $ $
0 0 0
-
14,50014,500
626,000604,500
17,00043,50022,500
197,500
183,000100,000
FY - 2035
Projected
$ $ $
0 0 0
-
20,30020,300
639,200930,300
25,50052,20027,00010,000
245,000
224,700110,000
FY - 2034
Projected
$ $ $
0 0
-
5,000
5,000
27,55027,550
652,400962,550
34,00060,90031,50020,000
298,950
266,400120,000
FY - 2033
Projected
$ $ $
0 0
5,0004,5002,500
49,70010,00037,700
127,500997,700
42,50069,60036,00010,00030,000
367,800
308,100130,000
1,150,100
FY - 2032
Projected
$ $ $
0 0
8,125
89,75015,00050,75016,25014,625
133,125
51,00078,30040,50015,00040,000
454,550
349,800140,000
1,405,6751,035,750
FY - 2031
Projected
$ $ $
0 0
7,0003,100
20,00065,25028,75025,87514,375
139,375
59,50087,00045,00020,00050,000
555,850 144,350
391,500150,000
1,609,2251,432,250
FY - 2030
Projected
$ $ $
0 0
9,400
9,000
25,00021,00079,75041,25037,12520,625
960,775145,625
68,00025,00060,000
531,150 209,150
297,000160,000
1,485,750
FY - 2029
Projected
$ $ $
0 0
7,500
37,50035,00094,37515,80053,75048,37526,875
999,425151,875
76,50030,00018,00070,000
646,175 274,175
334,500170,000
1,544,375
FY - 2028
Projected
$ $ $
0 0
5,400
50,00049,00022,20066,37559,62533,125
158,125
85,00035,00015,00027,00080,000
766,850 344,850109,125
372,000180,000
1,183,6001,598,125
FY - 2027
Projected
$ $ $
0 0
62,50063,00028,60079,12510,80071,00039,375
969,525164,375
40,00022,50036,00090,000
794,275 415,775123,875
316,000190,000
1,651,875
FY - 2026
Projected
$ $ $
6,1885,2004,700
75,00077,00035,00091,87516,20082,50045,750 44,700 44,70040,000
45,00030,00045,000
918,338 498,338138,625
345,000200,000100,000
1,005,5751,455,4502,177,013
FY - 2025
Projected
$ $ $
0
152
3,0001,1525,2284,5081,560
87,50091,10018,35641,40021,60094,00052,25010,40050,00037,50062,50080,00014,100
688,494 600,994153,375104,625 158,312 158,312#REF!
2,834,7251,511,350
FY - 2024
Projected
$ $
0
452
9,0002,0529,4287,9582,880
30,11347,80027,00071,53914,30023,500
800,784 800,784105,300204,592143,025128,677 258,582 258,582121,750110,000
2,950,3221,566,4391,461,604
FY - 2023
$ $ $
Requested
752
3,3501,6502,9524,230
41,45654,30032,40015,00013,62811,40818,20032,900
313,844 313,844119,500 356,882 356,882179,000140,000
FY - 2022
Approved
6,7003,3002,0003,8525,5801,052
52,38860,94037,80021,00017,82815,00822,10042,300
376,676 376,676133,760 453,182 453,182234,250170,000
FY - 2021
Approved
IssuedIssued
RMHS®
Barrows®
Wood End®Wood End®
2/16/23 14:32
West St. $1.3 mil
Barrows/Wd End®Barrows/Wd End®
Killam Green Repair
Library Project $10+mil
RMHS/TLT $1.5mil/10yr
Not yet approved (NYA)Not yet approved (NYA)
Birch Mdw Green Repair
Library Project $2.115mil
Bldng Security $4mil/10yrRMHS Turf I $3.0mil/10yr
Approved not issued (ANI)Approved not issued (ANI)
ES Mod. class $1.2 mil/8yr
RMHS Ret. Wall $500k/5yr
Interest
RMHS Turf II $2.225mil/10yr
Parker MS Roof $2.7mil/10yr
Ec Dev Dwntn II $4.0mil/20yr
Coolidge MS Roof $2.9mil/10yr
Police Sta Improve $1.5mil/10yr
Excluded Debt
Birch Mdw ES roof $1.5mil/10yr
RMHS Fieldhouse $1.7mil/10yrs
Bch Mdow Phase II $2.0mil/10yr
Haven St. Streetscape $750k/5yr
Bldg Energy Improv I $5m/15yr
Comm. Sustainability $1.0mil/10yr
Bldg Energy Improv II $5m/15yr
Barrells for Trash Collection $900k/5 yr
Within Levy Limit
Town of ReadingDebt Service ScheduleANALYSIS SECTION School capitalSchool debtSchool totalTown capitalTown debtTown totalShared capitalShared debtShared total
000000
(5,400)(5,000)
(14,000)(19,150)(11,500)(11,375)(10,000)(10,000)
(350,938)(135,200)(572,563)
FY - 2039
Change
Projected
(1,279,700)(1,279,700)(1,852,263)
000 0
1,281
T
418,875413,000522,725145,800301,000164,375135,000380,000290,000
FY26
FY - 2038
Projected
2,770,7752,772,056
000 0
I
63,00010,80071,00039,37535,00090,000
123,875107,725180,000 720,775720,775
FY - 2037
Projected
000 0
P
295,000350,000415,000135,000230,000125,000100,000200,000200,000
FY - 2036
Projected
2,050,0002,050,000
0
(5,400)(6,500)(5,200)(5,000)(2,126)
(26,919)(19,100)(19,150)(11,500)(44,857)(44,512)(49,400)
190,000300,000292,900
(283,088)(153,000)
FY - 2035FY - 2037
Change
ProjectedProjected
(1,312,500)(1,406,412)(1,453,395)
00000
1,281
T
FY25
769,813427,000541,875151,200312,500175,750135,200140,000390,000300,000298,700
FY - 2034FY - 2036
ProjectedProjected
3,343,338 1,279,700 1,279,7004,624,319
00000
I
5,200
77,00016,20082,50045,75040,00044,700 44,700
144,813126,875190,000100,000 828,338873,038 304,500
FY - 2033FY - 2035
ProjectedProjected
00000
P
625,000350,000415,000135,000230,000130,000130,000100,000200,000200,000310,300
FY - 2032FY - 2034
ProjectedProjected
2,515,000 1,235,000 1,235,0003,750,000
0
5,750
(5,400)(6,000)(3,900)(1,768)
94,172
(60,273)(14,200)(41,100)(34,677)(21,350)(15,689)(12,820)(39,400)(46,470)
145,000200,000 142,410 317,550
FY - 2031FY - 2033
Change
ProjectedProjected
0
3,407
T
44,512
FY24
796,731446,100561,025156,600324,000283,088153,000182,250140,400145,000200,000327,700
FY - 2030FY - 2032
ProjectedProjected
3,388,194 1,312,5001,329,100 2,686,1126,077,713
0
I
3,0001,712
91,10021,60094,00010,88852,25010,40045,00062,50094,100
171,731146,025200,000 845,994158,312 340,750
FY - 2029FY - 2031
ProjectedProjected
1,004,306
00
P
42,800
625,000355,000415,000135,000230,000272,200150,000130,000130,000100,000355,250
FY - 2028FY - 2030
ProjectedProjected
2,542,200 1,250,0001,235,000 2,527,8005,070,000
TBD
0
(5,400)(8,550)(6,000)(3,900)(2,650)(1,782)
(14,200)(17,250)(39,400)(59,300)
380,548382,825358,677197,939369,750
FY - 2027FY - 2029
Change
ProjectedProjected
1,281,9401,220,858
not yet authorized - $1mil issuance planned June 2023not yet authorized - $2mil issuance planned June 2023not yet authorized - $2mil issuance planned June 2024
0
5,175 1,9311,931
T
(5,676)
57,332
(57,581)(61,500)(21,600)(59,982)
FY23
857,004460,300602,125162,000358,677304,438159,000197,939144,300303,425301,000164,375135,000380,000290,000 808,862 389,375
(312,988)(165,000)(148,200)
FY - 2026FY - 2028
ProjectedFY22-26FY22-26FY22-26Projected
3,245,784 1,306,7501,368,500 2,732,5825,983,541
(1,324,000)(1,407,900)(2,791,882)(1,988,697)
0000000 0
I
9,0003,3321,281
27,00019,43871,53914,300
FY26FY26FY26
234,704105,300190,825128,677 800,784 121,750133,500 258,582 418,875413,000522,725145,800301,000164,375404,125
135,000380,000290,000
FY - 2025FY - 2027
ProjectedProjected
1,059,3661,965,7751,965,7754,736,5504,737,831
00000
1,281
P
54,000
FY25FY25FY25
622,300355,000411,300135,000230,000285,000150,000126,400130,000769,813427,000541,875151,200312,500175,750135,200418,875
140,000390,000300,000
FY - 2024FY - 2026
Projected
2,445,000 1,185,0001,235,0002,474,000 4,919,0002,513,3382,513,3385,856,675 1,279,700 1,279,7007,137,656
Projected
000
0
6,9573,407
T
59,98244,512
FY22FY24FY24FY24
476,456474,500219,300167,400312,988165,000148,200796,731446,100561,025156,600324,000283,088153,000182,250140,400433,625
145,000200,000
FY - 2025
Projected
1,963,8441,324,0001,407,9002,791,8824,762,683 3,043,1943,043,1946,431,389 1,312,5001,329,100 2,686,1129,120,908
FY - 2023
Requested
000
000
I
4,9825,175
46,45654,30032,40027,98815,00018,20057,332
FY23FY23FY23
119,500313,844179,000172,900356,882670,726857,004460,300602,125162,000358,677304,438159,000197,939144,300448,375
FY - 2024
3,245,7843,245,7846,491,568 1,306,7501,368,500 2,732,5829,229,325
FY - 2022
Projected
Approved
00000
000
6,957
P
55,00059,982
FY22FY22FY22
430,000355,000165,000135,000285,000150,000130,000476,456474,500219,300167,400312,988165,000148,200496,892
1,650,0001,145,0001,235,0002,435,0004,085,000 1,963,8441,963,8443,927,689 1,324,0001,407,900 2,791,8826,726,528
FY - 2021FY - 2023
Approved
Requested
2/16/23 14:32
Results of Recent Debt Issuance
Town of ReadingDebt Service Schedule Energy ImprovementsBuilding SecurityRMHS Turf II + Turf IRMHS FieldhouseRMHS litigationParker MS RoofBarrows/Wood EndModular ClassroomsPolice Station/Public
HealthWest Street Road ImprovementsCommunity SustainabilityEcon Development Downtown IIBirch Meadow Fields Phase I INSIDE THE TAX LEVY RMHSBarrows/Wood EndLibrary EXCLUDED FROM LEVY
Premiums TOTAL DEBTDebt Summary Energy ImprovementsBuilding SecurityRMHS Turf II + Turf IRMHS litigationParker MS RoofBarrows/Wood EndModular ClassroomsPolice Station/Public HealthWest
Street Road Improvements INSIDE THE TAX LEVYDebt SummaryINSIDE THE TAX LEVY*Community Sustainability*Econ Development Downtown II*Birch Meadow Fields Phase I*INSIDE THE TAX LEVYDebt
Summary RMHSBarrows/Wood End Killam Library EXCLUDED FROM LEVY Premiums*TOTAL DEBTTown of ReadingDebt Service Schedule Bldg Energy Improv II $5m/15yr
FY - 2039
Projected
FY - 2038
Projected
FY - 2037
Projected
89,061
691,333343,675309,198
FY - 2036
Projected
13,072,23314,505,500
1,433,267
000000
50,433
292,900 343,333 343,333
50,433
FY - 2035
Projected
000000
54,633
298,700 353,333 353,333
54,633
FY - 2034
Projected
000000
58,833
304,500 363,333 363,333
58,833
FY - 2033
Projected
000000
63,033
310,300 373,333 373,333
63,033
FY - 2032
Projected
000000
65,783
317,550 383,333 383,333
65,783
FY - 2031
Projected
65,63354,00048,60025,500
255,000229,500127,500 939,700 393,333309,000278,100153,000
FY - 2030
Projected
1,133,433
193,733
62,58351,75046,57522,875
266,250239,625133,125 979,750 403,333318,000286,200156,000
FY - 2029
Projected
1,163,533
183,783
58,08348,25043,42519,625
278,750250,875139,375413,333327,000294,300159,000
FY - 2028
Projected
1,024,2501,193,633
169,383
53,58344,75040,27516,375
291,250262,125145,625423,333336,000302,400162,000
FY - 2027
Projected
1,068,7501,223,733
154,983
43,95841,25037,12513,125
303,750273,375151,875433,333345,000310,500165,000
FY - 2026
Projected
1,118,3751,253,833
135,458
9,875
39,20832,62533,975
321,375284,625158,125443,333354,000318,600168,000
FY - 2025
Projected
1,168,2501,283,933
115,683
6,625
34,45828,87525,700
334,125301,000164,375453,333363,000326,700171,000
95,658
FY - 2024
1,218,3751,314,033
Projected
(1,750)
29,70825,12522,300
346,875312,500175,750463,333372,000334,800174,000
75,383
1,268,7501,344,133
FY - 2023
Requested
(5,250)
24,95821,37518,900
359,625324,000182,250473,333381,000342,900177,000
59,983
1,314,2501,374,233
FY - 2022
Approved
(4,325)(7,677)
(13,559)(17,939)
394,325358,677197,939483,333390,000351,000180,000
(43,500)
1,447,8331,404,333
FY - 2021
Approved
2/16/23 14:32
SAVINGS
Town of ReadingDebt Service Schedule RMHS Turf I $3.0mil/10yrParker MS Roof $2.7mil/10yrPolice Sta Improve $1.5mil/10yr ACTUAL Bldg Energy Improv II $5m/15yrRMHS Turf I $3.0mil/10yrParker
MS Roof $2.7mil/10yrPolice Sta Improve $1.5mil/10yr PLANNED Bldg Energy Improv II $5m/15yrRMHS Turf I $3.0mil/10yrParker MS Roof $2.7mil/10yrPolice Sta Improve $1.5mil/10yr
Town of Reading
Meeting Minutes
2016-09-22 LAG
Board -Committee -Commission -Council:
Finance Committee
Date: 2023-03-01Time: 7:00PM
Building: Reading Town Hall Location: Select Board Meeting Room
Address: 16 Lowell StreetSession: Open Session
Purpose: General BusinessVersion: Draft
Attendees:Members -Present:
Vice Chair Jeanne Borawski, Joe Carnahan, Geoffrey Coram, Marianne
Downing, Joe McDonagh, Emily Sisson, Mark Zarrow
Members -Not Present:
Chair Ed Ross
Others Present:
Town Accountant Sharon Angstrom, Town Manager Fidel Maltez, School
Superintendent Thomas Milaschewski, School Finance Director Susan Bottan,
School Committee Chair Shawn Brandt, School Committee Member Tom
Wise, Karen Gately Herrick (remote)
Minutes Respectfully Submitted By:Jacquelyn LaVerde
Topics of Discussion:
This meeting was held in-person in the Select Board Meeting Room of Town Hall and
remotely via Zoom.
ActingChair Jeanne Borawski called the meeting to orderat 7:01 pm.
Liaison Reports:
There were no liaison reports.
Discussion on Projected Use of Free Cash:
Town Accountant Sharon Angstrom reviewed the late adjustment made to the FY24
proposed budget. Funds were reallocated from gas usageto fund Full Day Kindergarten, as
the known gas increase will not be in effect until the last two months of the fiscal year. Ms.
Angstromled a discussion onthe projected use of free cashand revenue regeneration. The
free cash usage for FY24 is 4%, butcurrently projected for2.75% in FY25, then 2.8% in
FY26. The reserve policyis 7%of the operating budget, but members of the Committee
agreed that it should be 10%.
Budget Presentation: FY24 School Committee Recommended Budget:
Director of FinanceSusan Bottan, Superintendent Thomas Milaschewski, School Committee
Chair Shawn Brandt, and School Committee Member Thomas Wisewere present to review
and discuss the proposed FY24 School Department budget, including financial summary,
budget developmentprocessand timeline, investment priorities, andstrategic investments
and objectives.
Back in October, the FinanceCommitteeprovided a guideline of a 3.75% increase over
FY23. Butthe Town Manager and staff identified savings in utilities,accommodatedcosts,
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and communitypriorities to absorb some of the cost of Full-Day Kindergarten, which
resulted in the Finance Committee revising their budget guidelines to 4.29% for FY24.
The total FY24 School Department proposed budget is $54,006,623. Considerations in
developing the budget include aligning investment priorities with strategic objectives;
meeting all personnel, non-personnel, contractual obligations, and legal mandates; and
rearranging funds to support priorities and maximize resources.
Ms. Bottan reviewed the proposed budget broken down by cost center: Administration
$1,311,157; Regular Day $31,954,246; Special Education $16,716,166; Districtwide
Services (Athletics, Extracurricular, Health Services, Technology) $2,380,272; and School
Facilities $1,644,782.
Dr. Milaschewski noted future opportunities in the budget including full day kindergarten,
elementary school building project, and innovative High School pathways, such as computer
science, digital media, and engineering. The goal is to ensure sustainability by creating a
strategic multi-year financial plan, anticipating expenses, leveraging other sources of
funding, ensuring the personnel budget is most effectively allocated entering into contract
negotiations next year, and investing in staff development that ultimately results in future
savings.
Financials are assessed during the school year to determine savings as early as possible
which are deployed to shift student outcomes in the short term.
Future Meeting Agendas:
ththnd
The next meetings are scheduled for March 8, March 15, and March 22, if needed.
thth
Town Departments will make their presentations on the 8 and 15. If there is time on the
th
15, the Committee will vote on the FY24 Budget and Annual Town Meeting Warrant
Articles.
Meeting Minutes:
On a motion by Mark Zarrow, and seconded by Emily Sisson, the Finance
Committee voted 7-0-0 to approve the meeting minutes of January 18, 2023, as
presented.
On a motion by Mark Zarrow, and seconded by Emily Sisson, the Finance
Committee voted 7-0-0 to adjourn at 9:07 pm.
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