HomeMy WebLinkAbout2024-02-28 Finance Committee Packet Town of Reading
Meeting Posting with Agenda
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Board - Committee - Commission - Council:
Finance Committee
Date: 2024-02-28 Time: 7:00 PM
Building: Reading Town Hall Location: Select Board Meeting Room
Address: 16 Lowell Street Agenda:
Purpose: General Business
Meeting Called By: Jacquelyn LaVerde on behalf of Chair Ed Ross
Notices and agendas are to be posted 48 hours in advance of the meetings excluding
Saturdays, Sundays and Legal Holidays. Please keep in mind the Town Clerk's hours of
operation and make necessary arrangements to be sure your posting is made in an
adequate amount of time. A listing of topics that the chair reasonably anticipates will be
discussed at the meeting must be on the agenda.
All Meeting Postings must be submitted in typed format; handwritten notices will not be accepted.
Topics of Discussion:
This meeting will be held in-person in the Select Board Meeting Room of Town Hall, and remotely
via Zoom:
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AGENDA:
• Liaison Reports
• Budget Presentation: FY25 School Committee Recommended Budget
• Approval of Prior Meeting Minutes
• Future Agendas
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 1
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READING PUBLIC SCHOOLS
The Superintendent's FY25 Recommended Budget
July 1, 2024 - June 30, 2025
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"Chaos"by Ryan Fox, RMHS Student enrolled in Ms. Kathleen M. Dailey's AP Photography Class
Contact III info int iii in
Copies of the budget document are available at the Office of the Superintendent and on the Reading Public School's
website at www u1 din„g,l_12 rrr;�,c s. For additional information or clarification on the Superintendent's FY25
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. Derek Pinto, Ed.D.
Superintendent of Schools Director of Finance and Operations
781-944-5800 781-670-2880
ih onias.M.uiaschL„wslk<u2.urc ad ng II<1 !21 a.LIS. E)rcl; uL ll< IrluIn 02[2~dr irng.S1 2 !21a.LIS
IlPhoto Credits
With gratitude and appreciation,we recognize the work of the following Reading Memorial High School (RMHS)
students enrolled in Ms. Kathleen Dailey's Advanced Placement Photography class:
• Ryan Fox"Chaos”
• Bridget Patterson "Red Tree"
• Liv Lam "Broccoli"
• Alicia Williams (Photographer, CordelePhotography.com)
The Superintendent's F Y 2 5 Recommended Budget 2
SchooIll Committee Members
Thomas Wise, Chairperson
Erin Gaffen,Vice Chairperson
Shawn Brandt, School Committee Member
Sarah McLaughlin, School Committee Member
Carla Nazzaro, School Committee Member
Charles Robinson, School Committee Member
Thomas Milaschewski, N.D.
Reading Public Schools
82 Oakland Road
Reading, Massachusetts
Website: htt�://readin .l<12.ma.us
7he Superintendent's FY25 Recommended Budget 3
IIC iii iir iii III,,,,, iir h iii Ilh, m
Contrail Office Adirnhinistiratairs
Sarah Hardy, Ed.D.,Assistant Superintendent for Learning &Teaching
Derek Pinto, Ed.D., Director of Finance and Operations
Michelle Roach, Human Resources Director
Jennifer Stys, Ed.D., Assistant Superintendent for Student Services
Other IIIA s iiriii t Adirnhinistiratairs
Erin Burchill, Humanities Curriculum Coordinator
Julian Carr, Network Manager
Catherine Franzetti, Director of School Nutrition
Kevin Gerstner, Facilities Manager
Mary Giuliana, Director of Health Services
Karen Hall, Multilingual Learner (MILL) Department Coordinator
Joseph Huggins, Director of Facilities for Town and School Buildings
Mary Anne Lynn, Interim STEM Curriculum Coordinator
Kurtis Martin, METCO Director
Christopher Nelson, Director of Extended Day, Drivers Education, and Adult and Community Education
Kerry Wilcox, R.I.S.E. Preschool Director
Allison Wright, Special Education Director
7he Superintendent's F Y 2 5 Recommended Budget 4
School III iirn iii iiia iii dire tiir
Reading Memorial High School
Jessica Callanan, Principal
Kadi Buckley, Assistant Principal
Meredith Flanagan, Assistant Principal
Jessica Theriault, Assistant Principal
Thomas Zaya, Assistant Principal, Athletics & Extra-curricular Activities
A.W. Coolidge Middle School
Sarah Marchant, Principal
Brienne Karow, Assistant Principal
W.S. Parker Middle School
Rochelle Rubino, Principal
Jill Story, Assistant Principal
Alice Barrows Elementary School
Alissa Gallegos, Principal
Annemarie Ring, Assistant Principal
Birch Meadow Elementary School
Stephen Burnham, Principal
Lisa Azzarito, Assistant Principal
Joshua Eaton Elementary School
Caitlin Shelburne, Principal
Jessica Swindell,Assistant Principal
J.W. Killam Elementary School
Lindsey Fulton, Principal
Talia Hallett, Assistant Principal
Wood End Elementary School
Nicole Schwartz, Principal
Jessica Hester, Assistant Principal
RISE Preschool
Kerry Wilcox, Director
The Superintendent's F Y 2 5 Recommended Budget 5
TalbIlle of Contents
IN..I..RC)ElLYCI.ORY SECI ION 3
Superintendent's Message ...........................................................................................................................................................9
Finance Committee's Budget Guidelines.................................................................................................................................100
School Committee's Budget Guidance& Investment Priorities ................................................................................................11
Mission,Vision,Statement of Equity,and Portrait of a Graduate..............................................................................................11
Budget Development Process and Timeline...............................................................................................................................13
Budget Review: FY23 and FY24 Investments ............................................................................................................................15
FY25 Recommended Budget Investments .................................................................................................................................21
Major Focus Areas with No Impact to FY25 Recommended Budget..........................................................................................21
Funding Considerations for the Future .....................................................................................................................................22
The Superintendent's FY25 Recommended Budget Priorities....................................................................................................24
Preschool and Elementary Level Priorities:.............................................................................................................................24
Secondary and District Level Priorities:...................................................................................................................................25
FINANCIAL SECI ION 26
Superintendent's FY25 Recommended Budget by Cost Center..................................................................................................28
Administration Cost Center Summary....................................................................................................................................31
Regular Day Cost Center Summary.........................................................................................................................................33
Special Education Cost Center Summary................................................................................................................................35
School Facilities Cost Center Summary...................................................................................................................................38
District Wide Programs Summaries:.......................................................................................................................................40
01IiER FUNDING SOURCES 43
OffsetSummary..........................................................................................................................................................................49
The Superintendent's FY25 Recommended Budget 6
SpecialRevenue Funds................................................................................................................................................................50
Federaland State Grants............................................................................................................................................................52
Five-Year Capital Plan .................................................................................................................................................................53
APPENDICES 55
APPENDIX A: Cost Center Budget Detail and Information..........................................................................................................56
APPENDIXB: Student Enrollment...............................................................................................................................................68
APPENDIX C: District Organizational Structure...........................................................................................................................74
APPENDIX D: 2023-2024 School Improvement Plans.................................................................................................................78
APPENDIXE:Acronyms...............................................................................................................................................................79
The Superintendent's F Y 2 5 Recommended Budget 7
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"Red Tree"by Bridget Patterson, RMHS Student enrolled in Ms. Kathleen M. Dailey's AP Photography Class
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The Superintendent's FY25 Recommended Budget 8
Ijperinte ofs Message
Dear Reading Community,
As we present the recommended budget for FY25,we extend our deepest gratitude to each member of our
community for their unwavering support of our schools. Your financial contributions, along with the invaluable
time, energy, and advocacy, play a crucial role in shaping the success of our students.The commitment and pride
that our Reading community exhibits towards public education are truly commendable, and on behalf of our
district, I express sincere appreciation for your continuous support.
In the upcoming fiscal year,the FY25 budget reflects strategic additions aimed at enhancing our special education
department. We are pleased to announce the expansion of a district-wide speech/language pathologist role from
0.4 to 1.0 FTE (Full-Time Equivalent), along with the shift of a 0.5 FTE Special Education/LEAD (Language, Executive
Functioning, Academics, Determination) teacher position at Joshua Eaton from a one-year role to a full-time
position.These enhancements prioritize direct services to students, ensuring that their individual needs are met
effectively.
As we embark on FY25, we remain focused on leveraging the roles, programs, and initiatives introduced over the
past two fiscal years to elevate student outcomes.Throughout this budget book,we delve into the impact of
additions from FY23 and FY24, providing an update on their influence within our school communities. We are
encouraged to report that these recent additions are already demonstrating a positive impact on our students and
schools, particularly around the quality of teaching and learning in classrooms and overall student sense of
belonging and connectedness.
Our district is committed to optimizing the impact of every financial resource to bolster student outcomes. With
your continued support, we are confident that these investments will cultivate an environment conducive to
academic excellence and personal growth.
In partnership for our students,
Dr.Thomas Milaschewski, Superintendent
7he Superintendent's FY25 Recommended Budget 9
IIIb,,°iii ui ui l iiia iii '5 1113udget Guidelfines
In October 2023, the Finance Committee voted for a FY25 School Department budget guideline of 4.00%, over the
FY24 Appropriated Budget. The increase amounted to $2,072,060. This number takes into account the prior year's
community priority for Full-Day Kindergarten. It was added to increase the school base, and so as not to lose it as a
"one-time" increase. Special Education Accommodated Costs were increased by 4.00%, or$232,128.
m u , 11
Initial,A,llocat'bn FDIC Total Init'IaIA]biation FDIC Total w�autF 25 Total w1autF 25 Total
CornmuNty ,Appropriated Community fAurnmended FDIC FD,K
Priority kd;5et, Priority Duet, Community Commurdty
Priority P'rbrity
operating Funds 5 Gi8,051,498 5 157„'925 $ 4,MM31423 5 50, 1251483 $ 150,000 $ 53,275,:$83 $ 7„922',iM+3 $ E,072',iM+3 3.199'% 4.30'75
5peoialEducatenAAccomodatedCosis $ 5,803,2010 y 5,ED3,200 $ 9,035,328 y 5,y335,328 y 232,128 14.010116
w , tMMIMMEM171,121MMIN WE.,
Through the Town's Community Priority allocation, an additional $150,000 was earmarked for the purpose of
reducing the Full-Day Kindergarten (FDK)tuition fee Offset, bringing the community one step closer to providing
Universal Free FDK, and moving the cumulative School Department budget totals from $54,006,623 in FY24, to
$56,310,811 in FY25; an increase of 4.27%.
7he Superintendent's FY25 Recommended Budget 10
Sdhodll Carmirnittee's lli; Guidance & III III III III IlRiriairities
I
Developing a school district budget that effectively aligns resources to initiatives outlined within the district strategic
plan requires collaborative discussion on how funds are spent.The Reading School Committee provided the following
guidance to support the District's Leadership Team in developing the FY25 Recommended Budget, as well as
investment priorities for the future. The Superintendent's FY25 Recommended Budget has been developed in line
with the following School Committee guidance:
• Sustain and meet contractual obligations
• Maintain ESSER (Elementary and Secondary Emergency Relief Fund) staffing
• Maintain the path towards Universal FDK
• Maintenance and expansion of Special Education investments
• Exploration of additional Tier II support
• Structural support for Reading Memorial High School (RMHS) leadership
• Implementation of recommendations from Secondary Math Pathways advisory committee
• Review of Middle School literacy curriculum
• Continue the expansion of RMHS Innovation Pathways
Mission,n, III IIon, Imen Ilf;; I III , and Poilrbra
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.
Reading Public Schools'Statement of Equity
The Reading School Committee, Central Office, Directors, Principals and Leadership of the Teachers' Association
celebrate the diversity of the Reading Community and beyond by embracing differences to empower every student,
staff member and family of the Reading Public Schools (RPS). 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.
7he Superintendent's FY25 Recommended Budget 11
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.
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.
7he Superintendent's F Y 2 5 Recommended Budget 12
IBudget IC Ill ll it n Process
Within the context of the Budget Guidelines established by the Finance Committee and School Committee, the
District's Mission, Vision, Statement of Equity, and 2023-2026 District Strategic Plan, the Central Office Leadership
Team committed to conduct a productive and effective FY25 Budget Development Process. The approach taken by
the district leaders was foundational to a successful budget process, outlined below:
• Endeavored to create a fiscally responsible budget responsive to stakeholder needs.
• Strove for alignment with the 2023-2026 District Strategic Plan Objectives:
a. Supportive, Equitable and Safe Learning Environments
b. Coherent instruction al Systems
c. School Operations
d. Family and Community Engagement
• Sought to optimize funding and heighten efficiency with expense-related items.
• Engaged stakeholders, including: district and site leadership, School Committee and the town.
• Ensured that the budget development process was open, collaborative and transparent.
Baseline costs were calculated for 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 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/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.
Personnel and non-personnel resources were maximized to make progress toward addressing strategic objectives
include, but were not limited to the following:
i 611111 lillill I mil III
• Recognized retirement savings. • Considered a multi-year review of past, present, pending,
• Utilized METCO, Department of Public Health, Special and projected out of district tuition rates and changes in
Education and other Grant funding. placements.
• Accounted for savings generated between outgoing/budget • Applied the increase in Circuit Breaker Reimbursement.
salaries and new incoming staff. • Reduced/reallocated existing budgets based on historical
• Moved some wages to IDEA 240 grant, FY25: perhaps allocate spending patterns and anticipated future needs
lunchtime/para wages to Food Services special revenue fund. • Applied School Choice funding.
In summary,the Leadership Team's approach to the FY25 budget development process was designed to:
• Engage stakeholders in a collaborative process.
• Ensure all contractual and legal obligations will be met.
• Identify spending priorities to support teaching and learning.
• Maximize existing resources through redeployment of existing resources and leveraging all funds.
• Consider enrollment projections, class sizes and teacher to student ratios, and learners' needs.
The Superintendent's FY25 Recommended Budget 13
Budget Timelline
The budget cycle is formulated around key dates and touchpoints to have a fully approved budget in place by the
start of the fiscal year.
• Craft enrollment projections IV Finalize budget priorities and requests
o FY25 class sizes,groupings,staffing Finalize/publish Superintendent's
ratios Recommended FY25 Budget Book
• Work on financial forecasts
o Examine FY23, FY24 expenditures January 4,2024
o Anticipated FY25 needs, o School Committee Budget Night 1
investments,sustainability of o Q&A on Cost Center Presentations
request o Administration,Special Education
• Build budgets January 11,2024
o Personnel&non personnel -person o School Committee Budget Night 2
by person, item by item o Q&A on Cost Center Presentations
o Regular Day, District Wide,School Facilities
Collaborate on budget priorities o FY25 Budget Public Hearing 1
o Contract negotiations/settlements January 18,2024
o Meeting student anticipated needs o FY25 Budget Hearing 2
o Maximizing revenues across o Questions and Responses published
program/level January 25,2024
Evaluate budget requests o School Committee vote on the
o Solicit feedback on necessary FY25 Superintendent's Recommended FY25 Budget
investments January 26,2024
o Prioritize,align with district strategic o Publish School Committee's Recommended
objectives,determine cost and FY25 Budget Book
rationale for request o School Committee's FY25 Budget submitted
Examine budget data,site/district to the Town Manager
o Personnel: person,position,step,
degree,stipend, retirement,vacancy February 28,2024(tentative)
o Scheduling: o School Committee FY25 Budget Presentation
teachers/paraprofessionals to Finance Committee
evaluated on effectiveness,student
need Town Meeting Vote on FY25 Budget
o Non-personnel: data examined by o April 22,April 25,April 29, May 2
line item,description,expenditure
trend, projected use
The Superintendent's FY25 Recommended Budget 14
IBudget I iiia : IIFY23 and IIFY24 111investiments
Over the past two budget cycles, our district has invested heavily in new positions, programs, and supports to
improve student outcomes-academically, socially, and emotionally-across our schools. Below, we provide a brief
rationale for each of these recent additions and an update of their impact on our students. Collectively, these
additions have significantly enhanced the quality of educational programming in all of our schools.
Iiiiiiiiiii 1111111 M1111- iiiii 111111
5.0 FTE School Adjustment FY23 Budget Prior to the implementation of the FY23 budget, the
Counselor/METCO Coordinator elementary schools did not have school counselors. We know
at each elementary school that a student's sense of connectedness to their school
community is one of the largest factors in determining
academic success, and one of our primary strategies in
improving student connectedness and belonging has been to
increase student access to school counselors. Our counselors
play a pivotal role in supporting students through academic,
personal, and social challenges, such as navigating peer
relationships, balancing academic priorities and demands, and
deepening self-confidence. These roles also serve as direct
liaisons and supports for our Boston resident students and
families. As schools continue to see an increase in social-
emotional and academic need following the pandemic, our
school counselors have become increasingly critical in the
educational experience of our students. Through this
addition, each elementary school has a full-time School
Counselor/METCO Coordinator. The funding for these roles is
split between the district operating budget and the METCO
grant.
1.0 FTE Director of Academic FY23 Budget This role has been instrumental in moving several key
Achievement at the high school initiatives forward at RMHS, including:
• Developing four new Innovation Pathways,with significant
funding from DESE (Department of Elementary and
Secondary Education) and partnerships with our
community, aimed at developing employable skills in high-
demand occupations, connecting learning to authentic and
real-world settings, and aligning school-based
opportunities to the ever-expanding interests of our
students.
• Scaling our paid senior internship program to include over
80 students and 60 community partners, enabling seniors
to experience career exploration through a wide range of
work-based learning opportunities.
The Superintendent's F Y 2 5 Recommended Budget 15
• Developing partnerships with several local universities to
expand dual-enrollment opportunities, enabling students
to gain college credits while taking courses at RMHS.
• Restructuring our school-based Instructional Leadership
Team to empower and support our Department Heads,
leading to significant improvements in teaching and
learning in classrooms across the school.
Ms. Callanan was originally hired into this role in 2022, but
shifted to the interim principal role in 2023. As she moved to
the interim principal role, Ms. Callanan maintained the job
responsibilities associated with the Director of Academic
Achievement position. The Director of Academic
Achievement position was reallocated to an additional
Assistant Principal position, which has been maintained in the
FY25 budget.
1.0 FTE teacher in the English FY23 Budget We have seen a significant increase of multilingual learners
Language Learner department (MILL) in our district over the past several years, growing from
and translation services 42 in October 2018 to 74 in October 2023. As the MILL
population continues to grow in the district,these positions
.20 FTE increase to English are crucial in ensuring appropriate group ratios, services, and
Language Coordinator instruction for our English Language Learners.
FY24 Budget
1.5 FTEs of ESL(English as a With a high number of MILL students assessing as beginner-
Second Language) teacher level English proficiency in 2022, the district saw a need for
positions additional teachers. We continue to see an increase in our
MILL population with this addition being utilized to provide
weekly recommended instructional hours to students.
Supporting the language development of MILL students is
essential to their academic and social progress in school.
.20 FTE staff in the Stepping FY23 Budget This position continues to provide five full days of academic
Stones Program support to high school students' returning to school from
hospital and out-of-school settings.This can be a challenging
transition for students and the additional support has been
instrumental in building out this program.
1.0 FTE increase in School FY23 Budget The REACH (Resiliency, Executive Functioning, Academics,
Counselors at the middle school Coping Strategies, Habits of Mind) program moved from
level Coolidge Middle School to Parker Middle School during the
2022-2023 school year, creating a need at the high school and
1.0 FTE Social Worker increase middle school level for increased support.The investment in
for the REACH program at the these resources has increased access for social emotional
middle school level support to students, equalized social emotional support
available to students across both Coolidge and Parker Middle
Schools.
The Superintendent's F Y 2 5 Recommended Budget 16
Investing in these positions contributes valuable resources
that enhance students' access to social and emotional support
at the secondary level.
1.0 FTE Nurse FY23 Budget The addition of this position has expanded support to
students and positions the Director of K-12 Health Services to
oversee the district wide health services and be available to
provide direct services to students as needed. Students now
have more access to district wide health programming
through the actionable work of the Director of Health
Services.
.40 FTE District Data Specialist FY23 Budget As the district continues to expand analysis of student
performance and targeted interventions, increasing the
District Data Specialist role from 0.6 to 1.0 FTE provided for
oversight of curriculum applications, adoption of assessments
and benchmarking data diagnostics.The data specialist is
charged with compiling student data from a variety of sources
and creating data displays for district and school leaders to
ensure the accurate use of data in decision making, analysis of
trends and reporting of progress. For example,the data
specialist created and monitors a data dashboard for each
school to track student attendance based on a need to reduce
the number of students who are chronically absent.
Additionally, the data specialist manages assessment
platforms and compiles data required for state reporting.The
data specialist supports the district's data-driven approach
through statistical analysis of data from student assessments
supporting an environment of continuous improvement.
5.0 FTE Elementary Assistant FY24 Budget All 5 of our elementary schools now have a full-time Assistant
Principals Principal. Prior to the FY24 budget, our elementary schools
each had a full-time teacher who received a stipend to serve
as a part-time Assistant Principal. Investing in building
leadership is at the core of improving academic outcomes. A
2012 study of the impact of principals noted that"highly
effective principals raise the achievement of a typical student
in their schools by between two and seven months of learning
in a single school year; ineffective principals lower
achievement by the same amount." Given this impact, a
recent research analysis by the Wallace Foundation noted "it
is difficult to envision an investment in K-12 education with a
higher ceiling on its potential return than improving school
leadership."While our district continues to invest in
professional development and individualized coaching for
principals, our administrative structure at the elementary
level posed a barrier to leveraging the impact of principals on
The Superintendent's F Y 2 5 Recommended Budget 17
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 was necessary to provide the
staffing required to ensure the responsibilities and
management of our buildings was done efficiently and
effectively to create structures for success in our schools.To
support all our students, families, educators, and principals,
elementary assistant principals 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 provide our
elementary schools with the administrative leadership
structure necessary to harness the impact of principal
leadership on students.This new structure also creates an
internal pipeline of leadership talent to fill principal vacancies
as they arise in this district.
2.0 FTE K-8 Math Coaches FY24 Budget These roles were developed to improve math outcomes in our
district by providing teachers with access to consistent,job-
embedded coaching and support. K-8 math coaches are
integrating externally provided training into our district while
working within our existing frameworks alongside our
educators.They support increased implementation of high-
quality curriculum materials, improve instructional practices,
and foster deeper opportunities for rigorous math learning.
This includes ensuring vertical and horizontal alignment,
embedding educator professional learning into daily teaching
cycles, and offering targeted training opportunities,
collaborative sessions with teacher groups, and personalized
1:1 coaching. Furthermore, they play a crucial role in
onboarding new staff, ensuring sustained implementation of
our curriculum materials beyond the initial adoption phase.
We are already seeing increased utilization of the K-8 Math
Coaches by teachers and anticipate seeing this grow
throughout the 23/24 school year.
1.0 FTE Middle School FY24 Budget With an increased need to support the social-emotional and
Adjustment Counselor/METCO behavioral health of our students, this shared Middle School
The Superintendent's F Y 2 5 Recommended Budget 18
(Metropolitan Council for Adjustment Counselor/METCO Coordinator position supports
Educational Opportunity) the social-emotional and behavioral health of students and
Coordinator the goals of the METCO program at Coolidge and Parker
Middle Schools.This role mirrors the School Adjustment
Counselor/METCO Coordinator roles in our five elementary
schools. This new role has received positive feedback from
our students, staff, and families in the impact it is having on
students academically, socially, and emotionally. The funding
for this role is split between the district operating budget and
the METCO grant.
1.0 FTE RMHS METCO FY24 Budget This role helps to support all students, specially Boston
Coordinator resident students as we see an increase in enrollment. This
role has been pivotal in serving as a liaison with students,
families, and staff regarding the academic and social-
emotional progress of students. This role is funded fully
through the METCO grant.
1.0 FTE 1 to 1 Nurse FY24 Budget This 1 to 1 nurse is required to meet an individual student's
medical need for the student to access the school setting.
3.0 FTE High School Counselors FY24 Budget In the last two budget cycles, 3.0 FTE counselors were added
at RMHS in the following capacities:
• 1.0 FTE allocated full-time to the Stepping Stones
program
• 1.0 FTE allocated to school-wide counseling and
social-emotional support for all student
• 1.0 FTE allocated to the RMHS Guidance Department
1.0 FTE Elementary Special FY24 Budget This position continues to be a requirement to ensure
Education Teacher compliance with IEP (Individualized Education Plan) services.
This position at Joshua Eaton provides inclusion and direct
instruction to students who require special education literacy
and math instruction.
1.0 FTE Middle School Special FY24 Budget The addition of this position at Coolidge ensures compliance
Education Teacher with IEP services.This position at Coolidge provides inclusion
and direct instruction to students who require special
education literacy and math instruction.
2.6 FTE Special Education Team FY24 Budget To ensure consistency with practice and compliance, the
Chairs 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
The Superintendent's F Y 2 5 Recommended Budget 19
have access to appropriate instruction and data collection
methods.
1.0 Board Certified Behavior FY24 Budget In alignment with the special education program review
Analyst (BCBA) recommendations,this additional BCBA provides support for
students enrolled in the SOAR (Social Skills Organizational
Skills Academics in Real World Situations)/EMBARC(Education
Meaningful Inclusion, Becoming Independent,Advocacy,
Relaxation, and Leisure Activities2, Community Integration)
programs.This position serves students in Preschool to grade
12.The primary role of the BCBA is to provide consultative
support to teams and families regarding evaluations,
behavioral interventions, and data collection.
1.0 Secondary Transition FY24 Budget In alignment with the special education program review
Specialist recommendations,this position provides direct evaluation
and transition planning support for students ages 14-22.This
position supports teams and students to identify the skills
needed to further their post schooling endeavors. As part of
the IEP process for all students there must be a transition plan
beginning at age 14.The transition specialist helps 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
helps support community-based learning activities.
The Superintendent's F Y 2 5 Recommended Budget 20
IIFY25 RecommendedBudget III invest ime Ilii is
The following positions have been identified as priorities and are funded in the FY25 budget:
Speech Language Pathologist from 0.4 FTE to 1.0 FTE: Due to growing caseloads, the need for program expansion,
and the demands of IEPs, we will be increasing one Speech Language Pathologist from 0.4 FTE to 1.0 FTE.An
increase to this position will allow for maintenance of applications to ensure we are meeting the needs of students
and providing improved outcomes outlined in Individualized Education Plans (IEPs). -Strategic Objective 2:
Coherent Instructional Systems
Elementary LEAD Program Teacher(0.5 FTE):To meet the needs of students in the LEAD program at Joshua Eaton
Elementary School,we are continuing the investment of 0.5 FTE which was originally a 1-year position funded in
FY24.This continuation aims to ensure consistency in providing effective instruction aligned with the goals and
objectives outlined in student IEPs and specifically provide direct structured multisensory reading instruction by
certified staff.. -Strategic Objective 2: Coherent Instructional Systems
ESSER Funded Positions: Positions that were funded through the ESSER grant through FY24 have been evaluated to
determine sustaining these roles long term.The FY25 budget includes the following positions which were
previously funded by the ESSER grant: 2.0 FTE Secondary Guidance Counselors and 1.0 FTE Middle School Special
Education Teacher. The incorporation of these positions into the operating budget ensures compliance with IEPs
and supports the behavioral health of our students. -Strategic Objective 1-Supportive, Safe, and Equitable
Learning Environments;Strategic Objective 2: Coherent Instructional Systems
II j c IIIA III°°cxus kireas witll,-iiii IIIA(,.) III li ri ISI . 11I:::Y25 IlRe (,.)Ill"I'll Ill"l'i,e li"Yllide
I11
Accelerating Futures: IIRMII°IS Innovation Career Pathways &. Dual Enrollment Expansion
Reading Memorial High School was approved by DESE to move forward with two Innovation Career Pathways (ICP)
in the 2023-24 academic year.These pathways are in Advanced Manufacturing (Engineering) and Information (both
Computer Science and Digital Media). Currently,there are 80 students enrolled in an ICP in the first year of
implementation. Since 2022, RMHS has been awarded $125,000 in grant funding from DESE for Innovation Career
Pathways. Last year, the school received a $25,000 Planning Grant for the Advanced Manufacturing (Engineering)
and Information (Computer Science & Digital Media) pathways, and in September of 2023 was awarded a $75,000
Implementation Grant for the same pathways. Earlier this year, RMHS was awarded another$25,000 Planning
Grant to support work on two new pathways in Clean Energy and Healthcare and Social Assistance. RMHS
continues to apply for grant funding to continue and expand upon Innovation Career Pathways. Grant funding can
help us increase skills and offerings, as well as pay student intern salaries.Ten grants have been applied for to date,
and if successful, RMHS has the potential to secure upwards of$800,000 in grant funding.
Reading Memorial High School has offered Dual Enrollment (DE) courses for students in the past through various
higher education institutions. RMHS is currently working with Wass Lowell to offer dual-enrollment courses that
are part of the existing ICP offerings in the areas of Computer Science, Arts and Business. Dual-enrollment provides
students with the opportunity to earn college credits while at RMHS.
7he Superintendent's FY25 Recommended Budget 21
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The FY25 recommended budget makes great strides toward moving our district forward and we are grateful for the
community's ongoing support. As demonstrated above by the approach and process we took to develop the FY25
recommended budget, certain items were prioritized to achieve the greatest and most immediate impact on
student outcomes. In addition to what's funded in the FY25 recommended budget, our team continues to explore
many other priorities that have emerged throughout the budget process.Those items are outlined below(not in
order of importance/priority):
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Social Emotional Learning(SEL) Curriculum:The elementary SEL Curriculum, Open Circle, has been in place for
many years, but in recent years, teachers have reported the content of the program does not provide adequate
instruction in social-emotional competencies. A curriculum review in the area of SEL is underway to examine
district-wide SEL practices and supports. Several elementary schools are piloting a new SEL curriculum with the
goal of identifying a curriculum to utilize for SEL instruction. A new SEL curriculum would improve student access to
developmentally appropriate, explicit instruction in SEL and allows schools to build consistent vocabulary and
expectations that support positive school environments.
Additional Tier II Interventionists(math and literacy):Tier II Interventionists play an important role in ensuring
students receive required academic interventions. In addition to the core, grade-level classroom instruction, some
students benefit from additional instruction, often in small groups to reinforce, practice and reteach material. We
are continuously looking for ways to improve and expand our Tier II model.
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Health Teacher(Middle Level): Currently at Coolidge Middle School,the health curriculum is delivered as part of
students' physical education classes by the two PE teachers. While not required, it is recommended that health
classes be taught by a licensed health teacher, and only one of the Coolidge PE teachers holds that educator
license. Adding a health teacher would improve the quality of instruction in health-related skills, which are
essential to the development of middle school students. This additional teacher would also allow alignment in the
model for health instruction between the two middle schools.
High School Administrative Assistant(1.0 FTE): Increasing staffing in the high school main office would provide
more support to students, staff, and families and create more equity in office staffing ratios with other schools in
the district.
High School Assistant Athletic Director(1.0 FTE):The Athletic Director is also an acting Assistant Principal.The
addition of an Assistant Athletic Director would alleviate some of the workload put onto the Athletic Director while
also helping to ensure the efficient operation of the department.
SEL Programming: It is important to foster a robust SEL curriculum and programming in order to meet the social,
emotional needs of our current study population. Partnering with outside organizations builds the capacity of our
7he Superintendent's FY25 Recommended Budget 22
students, teachers, and families and caregivers to see outside of themselves. Programming such as Challenge Day
or Urban Improv Rehearsal for Life are great partners who can help build this aspect for students.
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...................................................................................................................................................
Additional METCO Coordinator/School Adjustment Counselor(SAC).The middle school METCO Coordinator/SAC is
split between two buildings. Moving to a model where each of our middle schools had a full-time METCO
Coordinator/SAC would provide each of our middle school students with more access to social-emotional and
academic support.
Additional Special Education Staff. Updating our special education staffing models is critical as we respond to
growing caseloads and meet student needs in both sub separate and learning centers.
Additional District Nurse.This additional staffing would support the growing health and medical needs of our
students. This role would include assessment and management of acute and chronic illness, injury assessment,
development of individualized health care plans and participation in 504 and IEP meetings, communication with
staff and families around health issues.
Building Substitute: Providing schools with access to a full-time building substitute would be helpful in effectively
covering staff absences, meetings, and peer observations.
7he Superintendent's FY25 Recommended Budget 23
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The Superintendent's FY25 Recommended Budget Priorities include the settlement negotiations with all five
Bargaining Units. As of this writing,this is incomplete, but remains the number one priority for the district. The totals
summarized in the sections below represent an investment of$780,457. Of this total, $91,786 is supported through
the deployment of existing funds, $485,000 is funded through the Revolving Account, and $203,671 consists of new
funding.The FY25 priorities reflect an increase of 4.1. FTEs over FY24.
Each priority and their relative relationship to the 2023-2026 District Strategic Plan Objective is described below by
level. Preschool and Elementary have been grouped together, as have Secondary and District priorities.
1. Supportive, Equitable and Safe Learning Environments
2. Coherent instructional Systems
3. School Operations
4. Family and Community Engagement
IlP r 5 h 111 and l:..:]Ieirniii t airy III,,,,evel IlP riii iiriii viii s:
Speech es.-Laingue;ge Path3llopst:: y Wh the mi hg needs of:ur �Z,LtiyJ $D $0 X43,oo O.E
RASE Prek studemtsand'the addirdon of the
postsecandary program,an
ii me reaise in se rviiaes fr a m7 0 A to a
6.0 willlsuppartevalluet:iinnand
direct.servim L needs.
LEAD Teaches:lashuai Eaton t To prmdde ihstensive,direet,, ;'43,796 53 So $43,756 0.E'
speciaIliined instruction for
studemtswwith dysllexiiai or
Ilan;guage-based diisataRHtes.
Fu 1111 i}ayMndergarten ? Radu a F6L'.Tuitiinm by 435�frartn
(FDKW Tuution Fee Reduction $2650t:o X71459 thus aat:ian
iimcreeses e:ces for students and
moves us z1 oser to free F:DK
As noted in the table above, the FY25 Elementary(Preschool to Grade 5) Budget Priorities are supported through a
total investment of$576,786 and 1.1FTEs.This investment will be supported through $91,786 of existing operating
funds and $485,000 of revolving funds that will be redeployed to support these priorities.
• Speech and Language Pathologist (SLP): In response to increased caseloads, the need for program expansion
and to both meet the demands and ensure compliance with the delivery of services outlined in students'
Individualized Education Plans (IEPs).
• LEAD Teacher:To meet the needs of students in the LEAD program at Joshua Eaton Elementary School,we are
continuing the investment of 0.5 FTE which was originally a 1-year position funded in FY24.This continuation
aims to ensure consistency in providing effective instruction aligned with the goals and objectives outlined in
student IEPs.
• Continuing the pathway toward Universal Full-Day Kindergarten, the FY25 Recommended Budget reflects the
The Superintendent's FY25 Recommended Budget 24
incorporation of teachers'salaries within the operating budget, and a decrease of FDK tuition fees from $2650
to $1450.
The Town's contribution toward increasing access to all students through Community Priorityfunding and the district's
reallocation of existing funds from across several accounts will bring our community 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.
Secondary and III iii s iiriii cI11- III IIID Iriii o iil- iii s:
• w iii o�:w:, . .. �wIN
ESSER,Funded Raait cna: 1 1.0 Spedall Eduzat cnTLadher so $65.257 5'd 555,267 1.0
C:caaiUp funded with E55ER gant wN11l be
iin nrtpnrated mu tyreF'r'25
nperatirq budget.
ESSER,Funded Raaitcna: 1 2.0Guiidan¢eC:oLin zellara so 523SA04 so 2.0
HighSohaall preuiiou,sly unded athE55ER
;grant:m IIII de.ii naortpa'a'at:ed into tlhe
FY25 cperatimg bu-dpt:
31
Po.
At the Secondary Level (grades 6 to 12), the total investment amount is $203,671, all of which will be supported
through the use of new funds. A total investment of 3.0 FTEs is associated with these priorities, all funded through the
operating budget.
ESSER II and III grant funds(now expiring),were previously utilized to allocate resources for Special Education teaching
and Team Chair positions, and secondary counseling support through FY24, to guarantee students receive the
necessary specially designed instruction and comprehensive social emotional support. The remaining positions that
were supported through this grant were to be incorporated into the operating budget in FY25 to ensure compliance
with IEPs and support the behavioral health of our students. These personnel expenses are recommended to be
adopted by the district in the FY25 Recommended Budget.
7he Superintendent's FY25 Recommended Budget 25
1111111 IIIIIIII IIIIIIII
I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I
xww� i
i
11101,
/ji ���dl, // Irj," ✓ �� l
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Photography by community member Alicia Williams
111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111
The Superintendent's F Y 2 5 Recommended Budget 26
IIF III IIS IIS C III III,,,,, Ilf;; III II
InitiaiAHocatiion FD,K Total InitiialA]bcation FD,K Total w�oautF25 TutaI wout FY 25 Total
ClnmmuNty 14ppropriatEd Community hKommended FDIC: FDK
Priority Budget Priority du et Cbmmunity Community
P'rinrity P'rinrity
Operating Funds G8, 9'ti,k98 157„'925 $ 481 3,41'3 $ 50, 1251483 $ 150,30 $ 50,275,483 $ 7„922,�MO $ E,072,�MO 3.199'% 4.30'7
15peijal Eduration Pacowdated Costs $ 5,803,20+3 $ 5,ED 31200 $ 5,035,328 $ 5,035,318 $ 131,128 4.x'3'
11,T11,12111 MINIZE=ME=EM wr t w
In summary, the FY25 Budget is defined into the following sections:
• Operating Funds ($50,125,483):
o An increase of$2,072,060 over FY24 has been allocated to meet the increased costs of all contractual
obligations, mandated services, and investments aligned to the district's strategic plan.
o The district priority is to settle increases in personnel costs and comply with employment contracts
and bargaining unit agreements. All five bargaining units (cafeteria staff, custodians,
paraprofessionals, secretaries and teachers) have contracts expiring in 2024, which need to be
renewed.
• Special Education Accommodated Costs($6,035,328):
o An increase of$232,128 over FY24 is allocated to Accommodated Costs,which includes out-of-district
special education placement tuition and transportation costs.
• Town of Reading's Community Priorities($150,000):
o Monies have been allocated for use toward reducing the FDK tuition fee.
The leadership team used financial,staffing and student outcome data to identify trends,analyze resource allocations,
and make strategic decisions. In addition to contractual obligations and mandated services, spending trends and
projected student needs were factored into the allocation of funds when developing the FY25 Recommended Budget.
In the section to follow, the district's finances are summarized and detailed by the Cost Center. The following
information can be found within each subsection:
1. Summary of FY24 Appropriated Budget, FY25 Recommended Budget, and the dollar/percentage
change between the two.
2. Primary Function Description summarizing core services.
3. A table summarizing the Cost Center compared with prior fiscal years
4. A chart summarizing the Cost Center expenses by category, expressed as a percentage.
5. Description of Personnel and Non-personnel Budget Drivers that have impacted and shaped the FY25
Recommended Budget
Detailed information for the FY24 Appropriated and FY25 Recommended Budgets by org and object codes, in
comparison with actual expenditures (excluding end of year encumbrances) for FY21, FY22 and FY23, for each Cost
Center can be found in the Appedicies.
III IIIIIIIII Int's 11I::::Y25 IID IIIIIIInded 1113Udget 1by Cost Ceintell,
7he Superintendent's FY25 Recommended Budget 27
The Cost Centers named below were established by a vote of the School Committee. During the current fiscal year,the
administration is authorized to transfer funds within any Cost Center. The transfer of funds between Cost Centers
occurs when a recommendation is made and substantiated by the District Finance Director at the time of the quarterly
financial report presentations.The School Committee must approve the transfer through a majority vote.
The table below provides a comparison of the dollar amounts of the recommended budget as compared with prior
fiscal years. The actual expended amounts for FY21, FY22, FY23, the Appropriated FY24 Budget and the
Superintendent's FY25 Recommended Budget are noted.The totals are separated by five Cost Centers:Administration,
Regular Day, Special Education, School Facilities and District Wide (including: Athletics, Extracurricular Activities,
Health Services and Technology) Programs. The table below also provides the percentage change between the FY25
Recommended Budget and the FY24 Appropriated Budget by Cost Center:
Summary of FY25 Recommended Budget by Cost Center Compared with Prior Fiscal Years:
Administration $ 1,229,548 $ 1,268,245, $ 1,317,769 $ 1,311,157 $ 1,3 4,689 4.85
Re,gdair Day $ 28,965,873 $ 29,351,284 $ 310,127,328 $ 31,954,246 $ 33,077,097 3.51
Slpedall 1Education $ 13,895,188 $ 14,963,132 $ 16,337,251 $ 16,716,166 $ 17,635,„5,74 5.5,0%
5chooll Facilities $ 1,693,r 91 $ 1,601,689 $ 1,6442,793 $ 1,644,782 $ 1,696,958 3.17%
[District Wide, $ 1,827,722 $ 2,308,084 $ 2,256,223 $ 2,3810,272 $ 2, 26,498 6.14%
s,,, o ;,p » p o
In the ensuing sections, some summary detail on each of the five Cost Centers will be provided, with an explanation
on the most significant changes (increases or decreases) within the Cost Center. Budget detail and further relevant
information on each Cost Center is offered in Appendix A.
The table below (Proportion of Spending) reflects the percentage of each Cost Center's actual expenditures at the end
of each fiscal year from FY21 to FY23, the FY24 Appropriated and FY25 Recommended budgets.
The inclusion of this data is meant to convey the proportion of spending in each Cost Center year-over-year.As can be
seen, Administration expenditures have remained relatively constant, with slight decreases in both Regular Day and
Facilities, while Special Education and District Wide expenditures have grown slightly.
There has been overall budget growth of$8.7M FY21 to FY25.The percentage decrease as a proportion of the budget
does not reflect the change in dollars spent by the Cost Center, as seen in the table above. An example would be the
Regular Day Cost Center. This Cost Center has grown in terms of actual and projected expenditures by $4.11M, but
represents a smaller percentage of the budget spend in FY24. Further detail is offered in the examination of each Cost
Center and Appendix A.
7he Superintendent's FY25 Recommended Budget 28
/Years:
�.............M... ...........
Schoo� iFacilitie!s 356% 314% 118% �L5% 3.01%
District Wide 184% 466% 437% 4A1% 4.49%
1,1111,1 rill ll,r"11"Fle"111 I.,Z111 EMMM1111
The pie chart below provides a visual representation of expenditures attributed to each Cost Center in the
Superintendent's FY25 Recommended Budget. For example, 58.74% of the FY25 Recommended Budget is allocated
to Regular Day expenditures. The Regular Day expenditures include professional, clerical and other salaries, contract
services, supplies and materials and other expenses.
Cost Center Percentage tmTotal Budgets and
Riecioninieiiided F"(25 BlUidget
mis,rketwwide,
School Facilities, AA9% __adi'viim|s,radmn,
2.AA%
MR p-011rDav
suucrdon
"scxoo|pa-m�|es
m EA.strictac�
In the table below, personnel and non-personnel actual expenditures are refected for FY21 through FY23, the FY24
Appropriated Budget and the FY25 Recommended Budget. Budgets have the following makeup:
w Personnel: professional salaries, clerical salaries, and other salaries (ie. paraprofessionals and substitutes)
w Non-personnel: contracted services, supplies and materials and other expenses categories (ie. dues,
memberships, professional development, technology and equipment)
The Superintendent o FY2S Recommended Budget 29
FY25 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
I til
irof essional�Salarles 32,748,702 34,671,832 37,43,4,908 39,902,187 41,469,068 31.93%
clerlcal�Salaries 960,784 978,417 1,071,898 1,050,750 5 1,176,476 IL97%
Other Salaides 4,264,215 4,572,511 4,015,878 4,561,�27 5,240,724 IT09%
Contract SeiMces 2J84,659 2w83,1,163 �,1051,091 2w794,7210 2,859,715 23�%
Supplies & Materials 1,953,048 1,574,822 1,0 16,54 3, 989,361 981,794 -0.76%
Other Expenses 5,500,0 15 4,864,189 4,916,044 4,708,278 4,483,034 A78%
Categories of spending are defined by DESE with their chart of accounts, which are requirements for reporting
expenditure data from school committee appropriations. More about DESE's chart of accounts and criteria forfinancial
reporting can befound here: DESE End of Year Financial Rep.2.Lj.
Financial and narrative overviews for each Cost Center are found in the section tofollow including description of
changes within each Cost Center's recommended personnel and non-personnel funding to meet all contractual and
mandated obligations and to address investment priorities in the daily delivery of academic, social, emotional, health
and extracurricular services toour students.
TheSuperintendent oFY2SRecommendedBudget 30
Adirnhinistiraflain Cost Center SLArmirnary
FY24 Appropriated Budget: $1,311,157
FY25 Superintendent's Recommended Budget: $1,374,689
$ Change over FY24: $63,532
%Change over FY24:4.85%
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 2.44% of the total district budget. The FY25
Recommended Budget for the Administration Cost Center summary follows, with a comparison provided for previous
years.A 0%change indicates the budget for that line was"level funded" providing the same funding as in the previous
year.
FY25 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
71 d4 mil R a"W
'i'� Illl�l ISI IIIIII I
�•' „ �„ „ „• a . ,p; a "w „ `:,u Ill °, . I� SII
@.d @.d fl.
Aun7mirnistratiorn
Professional Salaries 675„526 $ 66+A„427 $ 695„209 $ 707„915 79'9,5'91 +A.+A7%
CI'ericail SaiIaries $ 399,726 $ 391iN,145 $ 3710,128 $ 957,„167 $ 986,,479 8.21%
Contraict Services 97,2 $ 9$,827 $ 114,791 $ 91„715 91„715 10.00%
Sup'p'lies,&Materials, $ 9„178 $ 2„'922 $ 4„507 79 6 $ 4„799 10.00%
Other Expenses, $ 119,874 $ 154,425 $ 193,194 $ 1449„660 $ 152,210 1.716%
i ii 'd
EMEMEM
The pie chart below shows the components of the Administration budget by percentage.
Cost Center(Administration)Percentage to Total Budgets and Expenditures:
I jstr j c Ad rn i i,ii i st r.,,w tj oni FY25 13u.6d get 133 I x["Pe n9e Ca ,eg0ry
Cortr v Services 6.67% "��ol�IIMI`���l6V1d�111��4tit��
�ulil
I�pJJJJIUII/�ll���V�IIIII
llUalllillU1�11b�NAsy
I
G'rcf. a•ri:d:i;79 vti.:; m �i 71;;:r7ri C.•sat v r:r r4mtiq.f li .1.1 .riilz, rh ¢FxGr ri>
Administration Budget Drivers:
7he Superintendent's FY25 Recommended Budget 31
The most significant changes between the FY25 Recommended and FY24 Appropriated budgets are summarized below
by personnel and non-personnel categories:
Personnel: The most significant driver in the Administration Cost Center budget is salary. The year-over-year salary
differences in the Superintendent's FY25 Recommended Budget reflect:
• staffing exchange: outgoing staff salaries are higher than incoming staff, resulting in budget savings
• step increases: ascension of staff members in their respective column of the salary matrix
• degree changes: movement across rows of the salary matrix with increased education credit/degree
attainment
• cost-of-living salary increase: In this case, assumptions have been made about potential settlement with
unrepresented personnel -any settlement agreements will need to be approved by the School Committee
The professional salaries line is anticipated to increase by 4.47%or$31,676 from$707,915 (FY24)to$739,591 (FY25).
It includes salaries of the following non-represented administrators: the Superintendent, Assistant Superintendent,
Director of Finance &Operations, Human Resources Director and a portion of the Network Administrator salary.
The clerical salaries line is anticipated to increase by 8.21% or $29,306 from $357,167 (FY24) to $386,473 (FY25). It
includes the salaries of the following non-represented personnel: the assistants to the Superintendent, Assistant
Superintendent, Finance Director and a central office Administrative Assistant. Aside from these anticipated salary
increases,there has been a reallocation of the Offset for School Choice funding.The Offset has been reallocated from
the Administration Cost Center to support the Regular Day Cost Center. The $25,000 noted in this Cost Center is the
Offset for Extended Day.The change amounted to 44.08%or$19,706 from $44,706 (FY24) to$25,000(FY25).
Further information for this Cost Center is furnished in the Administration Cost Center detail in Appendix A.
7he Superintendent's FY25 Recommended Budget 32
IllegUlair II Cost Center SLArmirnary
FY24 Appropriated Budget: $31,954,246
FY25 Superintendent's Recommended Budget: $33,077,097
$ Change: $1,122,851
%Change: 3.51%
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 58.74% of the total Superintendent's FY25 Recommended Budget. The FY25 Recommended
Budget for the Regular Day Cost Center summary is as follows, with a comparison provided for previous years.
FY25 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
I
711 � i
N,.
. �w11"k Mi, ..........
� ....�U
�eguallar Lay
Professional Sallaries 24,0341487 25P095,447 26,79%5M $28,517342 $ 29A22,459 3.177
clerical Salaries 456,161 $ 480,959 $ 517,553 $ 504,652 $ 580,974 15.12%
OtherSia lar ies $ 8161652 $ 1„022„116 $ 1„0.97343 $ 1„285„665 $ 1„569,277 22.06%
Contract Services, $ 1388979 $ 328,287 $ 273,178 $ 268,0010 $ 258,9100 7.76%
Supplies,&Materials $ 1,476®285 $ 1„257,953 $ 633,7446 $ 761„721 $ 752„921 -1.16%
Other Expenses, $ 2,043,3119 $ 1,166,522 $ 8144,969 $ 616,866 $ 462,666 -25.00%
u a w
Cost Center(Regular Day)Percentage to Total Budgets and Expenditures:w
Inll.e kdair flay FY2,5 Budget by Expense Category
Supplies&Matei°iaiIs,21M QtheiFx,lawnes.Il4036'
f o ntl art SplvirE s,47.6"r�6
Othrr Salarir-s,47Ze
Clerical Salarles,,Il,7bl6
IIIIIIIIIII�IIIIIIIIII
I Vul 'S II umuuuuum
uuuu Ilam p,
ami uu
Imo-l ra;if �a;�rr al'a,a aro ; u a:.l r al','-al-ari
mnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnn
The Superintendent's FY25 Recommended Budget 33
Regular Day Budget Drivers:
The most significant changes between the FY25 Recommended and FY24 Appropriated budgets are summarized below
by personnel and non-personnel categories:
Personnel:
The most significant driver in the Regular Day Cost Center budget is salary.The year-over-year salary differences in the
Superintendent's FY25 Recommended Budget reflect:
• staffing exchange: outgoing staff salaries are higher than incoming staff, resulting in budget savings
• step increases: ascension of staff members in their respective column of the salary matrix
• degree changes: movement across rows of the salary matrix with increased education credit/degree
attainment
• cost-of-living salary increase: in compliance with employment contracts and bargaining unit agreements
approved by the School Committee
The clerical salaries line has been budgeted for an increase of 15.12% or$76,321 from $504,652 (FY24) to $580,974
(FY25). As a result of successful negotiations, the salaries of school secretaries and a guidance secretary have been
adjusted upwards, comprising the majority of the change.
The other salaries line is anticipated to increase by 22.06%or$283,612 from$1,285,665 (FY24)to$1,569,277 (FY25).
This includes potential salary adjustments. As of this writing, negotiations are incomplete, and the contract has not
been settled.
Other noteworthy items in the Regular Day Cost Center include addressing priorities in the district strategic plan and
noted by our stakeholders :
• Increases in longevity as negotiated in the new Reading Teachers Association contract
• The incorporation of two RMHS guidance counselors that were previously paid for from the ESSER III grant
• A reduction in the FDK tuition from $2,650 to $1,450 utilizing Revolving Fund Support
• The centralization of curriculum budgets for Elementary, Middle and High School
Non-personnel:
The other expenses line reflects a 25% decrease or$154,200 from $616,866 (FY24)to $462,666 (FY25). This includes
a reallocation of the School Choice revolving fund support in order to offset regular day instruction.
Contract services.The cost of providing transportation services for local students is increasing based on the responses
that were received in our advertised request for services.
Further information for this Cost Center is furnished in the Regular Day Cost Center detail in Appendix A.
7he Superintendent's FY25 Recommended Budget 34
Special III Ilf;;l U c ' iil Ilii Cost Center SLArmirnary
FY24 Appropriated Budget: $16,716,166
FY25 Superintendent's Recommended Budget: $17,635,574
$ Change: $919,408
%Change: 5.50%
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. In FY25, the Special Education Cost Center makes up
31.32%of the Superintendent's FY25 Recommended Budget.
FY25 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
� _�
Jill
Ill m III
� ,�
IIIII
JI: R"�4
��� m , II�IIUI m
Special Ecnnncalt!o n
Professional Salaries $ 7,159,53'3' $ 7,8271486 $ t£,907,773' $ 9,517,99t£ $14,102,027 6.144%
Clerical Salaries, $ 102,856 $ 96,626 $ 111,868 $ 119,996 $ 125,666 10.30%
OtherSalar ies $ 2,056,991 $ 2,201,996 $ 1,5651, 2 $ 1,753,996 $ 2,154,6 34 20.78%
Untract Services, $ 1,3+54,0944 $ 1,47%1081 $ 1,704,531 $ 1,491,825 $ 1,524,532 1.192%
Supplies&Materials $ 141,3'05 $ 831023 $ 1571196 $ 50,859 $ 48,809 4.03%
Other Expenses, $ 3,020,4409 $ 3,2841921 $ 3,712,140 $ 3,757,552 $ 3,6831906 -1.961%,
Trarnsferto SPEY Stabilization $ 175,,000
Cost Center(Special Education)Percentage to Total Budget and Expenditures
Spc4 a l Edu aflon I='Y2513ludd get I,)y Expense C-,ategiory
laub�uiiVlwdy
.� (ui�mlllui�louUnl
supplles&MAterials,f]2&,9.,
Ccri�trawk Sei uiuea.&,�r2`"o..
/F
other Salariea',,12.22% /
Clerical Sa1arie5,0.7i%,
ori t•rtzm ri d �,ih:em r'6ern rl rlirie:� rfr r.^.i;;ih i ori,r';er.,m :Swag^ry li ,I'I ¢irl, t7rPi c tl K :ITa ss
The Superintendent's FY25 Recommended Budget 35
Special Education Budget Drivers:The changes between the FY25 Recommended and FY24 Appropriated budgets are
summarized below by personnel and non-personnel categories:
Personnel:The most significant driver in the Special Education Cost Center budget is salary.The year-over-year salary
differences in the Superintendent's FY25 Recommended Budget reflect:
• staffing exchange: outgoing staff salaries are higher than incoming staff, resulting in budget savings
• step increases: ascension of staff members in their respective column of the salary matrix
• degree changes: movement across rows of the salary matrix with increased education credit/degree
attainment
• cost-of-living salary increase: In this case, assumptions have been made about potential settlement with
unrepresented personnel -any settlement agreements will need to be approved by the School Committee
The professional salaries line has been budgeted for an increase of 6.14% or $584,029 from $9,517,998 (FY24) to
$10,102,027 (FY25).
• As a result of successful negotiations, longevity was also added through the new RTA contract.
The clerical salaries line is anticipated to increase by 10.30%or$11,730 from$113,996(FY24)to$125,666(FY25).This
includes salary adjustments as a result of successful negotiations and a new secretarial contract.
The other salaries line is anticipated to increase by 20.78%or$370,638 from$1,783,996 (FY24)to$2,154,634 (FY25).
This includes potential salary adjustments. As of this writing, negotiations are incomplete, and the contract has not
been settled.
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$29,207 or 2.75%.
The district's leadership team carefully examined the past practices for budgeting for Special Education placements.
The practice has been to ensure that within each fiscal year's appropriation funding for tuition 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 FY25 Recommended Budget, the tuition rates were budgeted at a 5% increase for all Out of District (OOD)
placements(Collaborative, IN/Out of state Private Day and Residential).A total of$890,456 has been budgeted.Tuition
for out of district private day tuition fees are set by the Commonwealth's Operational Services 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$327,711 in FY25. It is important to know that the budget for tuition placements
is dependent on individual IEP team decisions and therefore is variable.
Conservative budgeting and thoughtful spending has allowed the district to meet the current and unanticipated needs
for students. However, the change in placements, some of which are unanticipated, are due to several reasons
including graduating from/aging out of placements, changing placements, terminated contracted placements,
students returning to the district, or moving out of the Reading community.
Lastly, a prepayment of tuition totaling $982,000 (FY23) and $923,000 (FY24) were factored into previous budgets.
With these careful budgeting practices fortuition,the district is reasonably protected from unanticipated out of district
7he Superintendent's FY25 Recommended Budget 36
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.
Further information for this Cost Center is furnished in the Special Education Cost Center detail in Appendix A.
7he Superintendent's F Y 2 5 Recommended Budget 37
School l:::ad11[des Cost Center SLArmirnary
FY24 Appropriated Budget: $1,644,782
FY25 Superintendent's Recommended Budget: $1,696,953
$ Change: $52,171
%Change: 3.17%
Primary Function: The Town of Reading's Facilities Department supports 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 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 2,357 in FY23.The Facilities
Department also provides the necessary services to facilitate building use for internal and external users.The School
Building Facilities budget accounts for 3.01%of the Superintendent's FY25 Recommended Budget.
The Facilities Department Mission Statement is:
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.
FY25 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
�I 111
S( Facilities
Professional Salaries $ 91„274 $ 95„812 $ 96,969 $ 98,410 80,885 17.801%
OthrerSalar les $ 969„502 $ 907,232 $ 919„788 $ 1„41341,501 $ 1„4097,052 6.4461%,
Contract Services, 287,915 $ 378,958 $ 452,950 $ 389„200 $ 989,700 0.19%
Supplies&Materials $ 176,665 $ 158,145 $ 1644,862 $ 119,181 $ 121,564 2.1001%
Other Expenses $ 167„795 1 61„5443 1 $ 144,,829 $ 7„500 $ 7„752 1 3.361%,
M1111 - ,;111 111111111111111111111111111117 P
11111121111
The Superintendent's FY25 Recommended Budget 38
Cost Center Percentage to Total Budget and Expenditures
Schiem] Fad]ithgs FY25Budget L�w Expe0se Category
ot^erexpemu��n�we�
yun�|�&m�edau,r1e* pro*ss|mmu|Sa|ar|e ,
*77%
Facilities Budget 0M*em: The most significant changes between the FY25 Recommended and FY24Appropriated
budgets are summarized below by personnel and non-personnel categories:
Personnel:
The most significant driver in the Facilities Cost Center budget is salary. The year'over-yxearsalary differences in the
Superintendent's FY2SRecommended Budget reflect:
w staffing exchange: outgoing staff salaries are higher than incoming staff, resulting in budget savings
w step increases: ascension ofstaff members intheir respective column ofthe salary matrix
w degree changes: movement across rows of the salary matrix with increased education credit/degree
attainment
w cost'of-|ivin0salary increase: in compliance with employment contracts and bargaining unit agreements
approved bythe School Committee
The professional salaries line has been budgeted for a decrease of 17.80%or$17,515 from$98,400(FY24)to$80,885
(FY25). Salary has been reallocated to a revolving account for facilities rental and the budget adjusted accordingly.
The other salaries line isanticipated toincrease by6.46%or$66,55lfrom$l,O]O,5Ol(FY24)to$l,Oy7,O52(FY25)This
includes anticipated salary adjustments. This includes salary adjustments as a result of successful negotiations and a
new custodial contract.
Non-personnel: Increases in Supplies & Materials and equipment to include(but are not limited to): cleaning supplies,
paper products,floor cleaning solutions, hand soap, and plastic liners are reflected in the FY25 budget.
Further information for this Cost Center is furnished in the Facilities Cost Center detail in Appendix A.
TheSuperintendent oFY2SRecommendedBudget 39
IIlAstirict WideIlProgirarns SLArmirnaries:
Total FY24 Appropriated Budget: $2,380,272
Total FY25 Superintendent's Recommended Budget: $2,526,498
Total $ Change: $146,226
Total %Change: 6.14%
Primary Function:The District Wide Cost Center consists of the budgets for four functional areas that serve the district:
Athletics, Extra-Curricular Activities, Health Services, and Technology. An overview of each District Wide Cost Center
budget follows in the sections post the summary below. The District Wide Programs make up 4.49% of the
Superintendent's FY25 Recommended Budget.
FY25 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
II I�I II II IIS I I I���Id��� II II
iii I I�
Athletics $ 51.8,856 $ 702,808 $ 694,114 $ 726,528 $ 789P018 9.51%
Extra Curricular $ 97,145 $ 121,985 $ 88,049 $ 78, 187 $ 81,186 3.97%
Health Services $ 615,734 $ 787,064. $ 836,507 $ 913,224 $ 9699558 6.17%
Technology $ 595,967 1 $ 696,277 $ 687,558 $ 668,438 $ 666,736 2.74%
Cost Center(District Wide)Percentage to Total Budget and Expenditures
[Xi str i ct ' Wfid e Prograrns 1� )(25 BlUdget
Extra Curricular,
3,21%
The Superintendent's FY25 Recommended Budget 40
Athletics
FY24 Appropriated Budget: $720,528
FY25 Superintendent's Recommended Budget: $789,018
$ Change: $68,490
Change: 9.51%
Primary Function:The Athletics program budget funds the salaries and expenses necessary to operate the High School
athletics program.
FY25 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
j �� ,il ii i ililliilil�i� IIIII I I
Athletics
ProlFessionalJ SaJaories $ 60„644 $ 63,301 $ 63,670 $ 65,018 $ 66„806 2.75%
Clerical Sallalries $ 54,186 $ 54,702 $ 55,.862 $ 57,966 $ 66,666 15.07%
OtherSaJaories $ 96„'988 $ 169,956 $ 96,524 $ '97,544 $ 145,528 49.19%
Contract Services $ 166,618 $ 377,034 $ 372,891 $409,730 $ 419,718 2.44%
Supplies& I IateriaJs $ 74P093 $ 33,344 $ 37,960 $ 33,500 $ 33,500 0.00'%
Other Expenses $ 66328 $ 64,471 $ 67,207 $ 56,800 $ 56,.800 10.100%,
Cost Center(District Wide-Athletics)Percentage to Total Budget and Expenditures
AtInlet 1c f 1(25 Bud get lb E xpc,,lise Catc,,gory
Othei Expense,-7.20116 Prrrf'wsao-rral�alari :.�.�7`?S,
Supplies&ha"rakes ials,, .
q.25";, li C I e i icaI SAIai ies,9.45";,
111ii� 111/llllll/
Fl8 ,:long ,da v� ,o Itcic,a ,rlan:; rl p isMrd cil mMal:1tI,i 71,, s,Oihti
Athletics Budget Drivers: The most significant changes between the FY25 Recommended and FY24 Appropriated
budgets for the Athletics Cost Center are summarized below by personnel and non-personnel categories:
7he Superintendent's FY25 Recommended Budget 41
Personnel: The most significant driver in the Athletics Cost Center budget is salary. The year-over-year salary
differences in the Superintendent's FY25 Recommended Budget reflect:
• staffing exchange: outgoing staff salaries are higher than incoming staff, resulting in budget savings
• step increases: ascension of staff members in their respective column of the salary matrix
• degree changes: movement across rows of the salary matrix with increased education credit/degree
attainment
• cost-of-living salary increase: in compliance with employment contracts and bargaining unit agreements
approved by the School Committee
The clerical salaries line has been budgeted for an increase of 15.07%or$8,730 from$57,936(FY24)to$66,666(FY25).
This includes salary adjustments as a result of successful negotiations and a new secretarial contract.
The other salaries line is anticipated to increase by 49.19% or $47,984 from $97,544 (FY24) to $145,528 (FY25). This
includes an accurate budgeting for coaches and related open positions that are paid out of the operating account, and
accounts for the entire increase in this line.The Athletics revolving fund support that is used to offset these expenses
will remain at the same level as FY23 and FY24.
Non-Personnel - The Athletics program offers 30 different sports for students enrolled at RMHS. More than 780
student athletes have participated on teams so far this year.On average, in recent years,total participation was steady
at about 1,200 students, excluding the Covid-19 pandemic impact on participation in FY20.
Further information for this Cost Center is furnished in the Athletics Cost Center detail in Appendix A.
Extra-Curricular Activities
FY24 Appropriated Budget: $78,087
FY25 Superintendent's Recommended Budget: $81,186
$ Change: $3,099
Change: 3.97%
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.
FY25 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
7he Superintendent's FY25 Recommended Budget 42
mesu ro � n' w u
gll iii' II IIII I
Extra Curricular
P'r'ofessional Saalaries445,969 93M318 110Y457 48N687 51,786 6.32%
Contract Services, 1,,815 16,M251 13,,129 18,N500 18,,5010 10.1
Supplies, Materials 1,665 1,477 1,500 1;900 1,900 10.100%
Other Expenses X47,695 110r,889 12,963 9,000 9,000 10.1001%,
Cost Center(District Wide-Extra Curricular)Percentage to Total Budget and Expenditures
El xtr -C Urr!C,Ullar F"(25 B Li d get b y El x penise CZ1 teg ir)r
Su.uppIies&Materials,
2,,31?¢
DuOVVVi R;R'Dlllll�Oiiiiii,�0gl """o,;;,o°°
x Fou=:rf ,7:rrai:. d ali :; :rr�I r �Lu ar . �s: sKrK:rlli ��f�1 .rd�.�6^; :it1� r IF.
Extra-Curricular Budget Drivers: The changes between the FY25 recommend and FY24 appropriated budgets are
summarized below by personnel and non-personnel categories:
Personnel: The most significant driver in the Facilities Cost Center budget is salary. The year-over-year salary
differences in the Superintendent's FY25 Recommended Budget reflect:
• staffing exchange: outgoing staff salaries are higher than incoming staff, resulting in budget savings
• step increases: ascension of staff members in their respective column of the salary matrix
• degree changes: movement across rows of the salary matrix with increased education credit/degree
attainment
• cost-of-living salary increase: in compliance with employment contracts and bargaining unit agreements
approved by the School Committee
The Superintendent's FY25 Recommended Budget 43
The professional salaries line has been budgeted for an increase of 6.37% or$3,099 from $48,687 (FY24) to $51,786
(FY25). This includes salary adjustments as a result of successful negotiations and COLA adjustments for both the
coordinator salary and stipends.
Non-Personnel: The Contract Services for Other Student Activities, which is the account used for transportation
expenses, has remained level as it was increased substantially for FY24, and looks to be appropriate for FY25.
Further information for this Cost Center is furnished in the Athletics Cost Center detail in Appendix A.
Health,services
FY24 Appropriated Budget: $913,224
FY25 Superintendent's Recommended Budget: $969,558
$ Change: $56,334
Change: 6.17%
Primary Function: The Health Services program budget pays for the salaries and expenses for servicing the daily
medical needs of the district's student population of approximately 3,800 students, preschool through grade 12.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.
FY25 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
"Mom
ill
Health Services
P'rofession,al 'Salaries $ 5679411 $ 726,239 $ 78 2,9 36 $ 857,865 $ 918,661 6.5
Clerical Salaries, $ 139855 $ 15,986 $ 16,486 $ 17,059 $ 16,697 -2.12%
Other Salaries $ 2„492 $ 3,103 $ 90 $ 15,000 $ 15„000 10.IMI
Contract Services $ 8,000 $ 8,720 $ 25,600 $ 9,000 $ 9,000 10.IMI
Supplies Materials $ 2O,N150 $ 18,,056 $ 8,,896 $ 9,,500 $ 10,,400 9.47%
Other ExRen,ses $ 3,826 $ 19,960 $ 2,999 $ 4,800 $ 4,,800 0.1
Cost Center(District Wide-Health Services)Percentage to Total Budget and Expenditures
The Superintendent's FY25 Recommended Budget 44
Health 'Ser0ces 17°1(25 Budget I)y Exp,l Category
cItYI e Salallw,
f;("witraitSerd(e:,0.931*,, SuppIie, Ki ate Iials,l0i""E,
1,55'"r.....
_
Oth eir bgmrrzP,,0 5�?ih
lexical Salaries,l.ip""„
III ion n, u,
Ilummuw; �"°" IIIIIIII
Illll�i
iiiii�i�� �IIIIIII IIII
IIY"
Fc 4 ";:; ti rl >rlw I::kI ,I ,.rl llt =:) h c l�.:rritt.ror .�I,I: 1:A I iril I [,,I cfttlm:gl,, =Al rti EI lar?,:
Health Services Budget Drivers: The changes between the FY25 recommend and FY24 appropriated budgets are
summarized below by personnel and non-personnel categories:
Personnel: The most significant driver in the Health Services Cost Center budget is salary. The year-over-year salary
differences in the Superintendent's FY25 Recommended Budget reflect:
• staffing exchange: outgoing staff salaries are higher than incoming staff, resulting in budget savings
• step increases: ascension of staff members in their respective column of the salary matrix
• degree changes: movement across rows of the salary matrix with increased education credit/degree
attainment
• cost-of-living salary increase: in compliance with employment contracts and bargaining unit agreements
approved by the School Committee
The professional salaries line has been budgeted for an increase of 6.50% or $55,796 from $857,865 (FY24) to
$913,661 (FY25). This includes salary adjustments for nurses as a result of a new teachers contract of 6.84% and an
increase of $52,359 from $765,011 (FY24) to $817,370 (FY25). This represents the largest adjustment. Smaller
adjustments are for COLA and longevity.
Non-Personnel: Increases in medical supplies and materials have been planned for.
Further information for this Cost Center is furnished in the Health Services Cost Center detail in Appendix A.
Technology
FY24 Appropriated Budget: $668,433
7he Superintendent's FY25 Recommended Budget 45
FY25 Superintendent's Recommended Budget: $686,736
$ Change: $18,303
Change: 2.74%
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.
FY25 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
09 igloo
Technology
Professional Salarries $ 839857 $ 859802 $ 87,656 $ 88,962 $ 91,853 3.25%
Other as cries $ 3219590 $ 3289109 $ 339,691 $ 348,621 $ 359,233 3.104%,
Contract Services $ 999994 $ 152,005 $ 93,721 $ 116,750 $ 121,750 4.28%
Supplies& Materials $ 59P7116 $ 249901 $ 8,376 $ 8,000 $ 8,000 10.100%,
Other Expenses $ 30!,,839 $ 1059460 $ 157,,810 $ 106,1010 $ 105,900 -0.19%
Cost Center(District Wide- Technology)Percentage to Total Budget and Expenditures
Technology 17"i(25 Budget by Expense Category
SUPPHey,&MateriAIS,
_ Iu1��IpVdl�
llllllllllllllllllllll�����������„�»,
iII f �A M*7 V. v ig[diel ,
Technology Budget Drivers: The changes between the FY25 Recommend and FY24 Appropriated budgets are
summarized below by personnel and non-personnel budget categories:
Personnel: The most significant driver in the Technology Cost Center budget is salary. The year-over-year salary
differences in the Superintendent's FY25 Recommended Budget reflect:
7he Superintendent's FY25 Recommended Budget 46
• staffing exchange: outgoing staff salaries are higher than incoming staff, resulting in budget savings
• step increases: ascension of staff members in their respective column of the salary matrix
• degree changes: movement across rows of the salary matrix with increased education credit/degree
attainment
• cost-of-living salary increase: in compliance with employment contracts and bargaining unit agreements
approved by the School Committee
The professional salaries line has been budgeted for an increase of 3.25% or$2,891 from $88,962 (FY24) to $91,853
(FY25). The other salaries line has also been budgeted for an increase of 3.04% or $10,612 from $348,621 (FY24) to
$359,233 (FY25) This includes anticipated cost-of-living salary increases for non-bargaining unit personnel - the
manager and technicians.
Non-Personnel: In FY25,work will continue on evaluating the district's operational and educational technology needs,
to include an assessment of all technology related services and equipment including a device renewal plan.The work
on an Educational and Operational Technology Plan was commenced in FY24, and will need to be completed this year.
The plan will provide recommendations for a sustainable computer renewal plan and staffing structure to best support
the district's growth in and reliance on technology to deliver instruction to students and operate an efficient and
effective school district.
The Technology Team has built a robust network infrastructure and the services provided to the district have expanded
to include telephony/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.
The ongoing proliferation of innovative digital learning technologies and the need to connect students, teachers and
consumers to jobs, life-long learning, and information have led to a steady rise in demand for bandwidth in schools.
The district has begun the application process to participate in the Federal Communications Commission's E-Rate
program,which is designed to make telecom and information services more affordable.Our aim is to receive discounts
on telecommunications and telecom services, internet access, as well as internal connections, managed internal
broadband services and basic maintenance of internal connections.
Further information for this Cost Center is furnished in the Athletics Cost Center detail in Appendix A.
7he Superintendent's FY25 Recommended Budget 47
IIIIIIII II Illlllk III IIIIIIIIII
1111111 II 1111111 II 1111111
IIIIIIII II 11111111
I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I
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"Broccoli"by Liv Lam, RMHS Student enrolled in Ms. Kathleen M. Dailey's AP Photography Class
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The Superintendent's F Y 2 5 Recommended Budget 48
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 FY25 Recommended Budget
Offsets by Special Revenue Fund compared with FY24's Appropriated Budget and the allocation of FY25 Recommended
Offsets by Cost Center:
Athletics 392,10010 404172100 12,7210 3.24'%
Dral7,aAc'tivities.RMHS 341.10710 34,10010 - 0.1010'%
DrarniaActivities Coolidge 15,.I0010 15,.I0010 0.1010"?;
DTarn�aActivities Parker 15,1,10010 15,,100010 0.1010'%
Extended Chay Program 510,16010 519P1001EI 10.10101%
Full Day Kindergarten Tuition 610510,.105010 4,65 10010 (115,.10100) -19-17'
R.1.5.E. Preschool Program, 351101,0010 351010010 0.1010%,
Use of School (Property 1105,.10010 1105,.10010 0.1010"?;
Special Education Tuition 510,10010 510 10010 - 0101011?,;
5chool Choice 45,1000100 125,10010 510,10010 177.7817
Totail 1,65'6M o 1,633.pM (22M2B0) -1,35%
A thI etics 404,720
Dranna Activities RMHS 34,107047
Dra:mia Activities Coolidge $ 1511074747
Dramia Activities Parker $ 1511074747
Extended Day Program, 25,I0l00 251000
Full Day Kindergarten Tuition 485,,164047
R_I.S.E.Preschool Program, 3510.1000
Use of School Property 80,0400 25,10040
Special Education Tuition 510.1000
School Choice $ 125,1640
TOta1l 25,10010 1 610,10010 1 4100,1000 14468,720 80„101 51a„1r�1
Apart from Full-Day Kindergarten and School Choice tuition, all other offsets will remain at the same level in FY25 as
budgeted in FY24.Through the support of the Town's Community Priority allocation and the redeployment of
funding from several existing operating fund accounts,the reliance on the FDK tuition fees has been reduced in FY25.
We will continue to work toward providing free, universal FDK by reducing the tuition in stages through FY26.
I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I
The Superintendent's FY25 Recommended Budget 49
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 FY24, twenty-five students participated in the program generating
$125,000 of state tuition funding, which is currently budgeted to Regular Day to be used for instructional services.
S11pecialll Revenue IFunds
The district maintains thirty-three separate special revenue funds that were created and are required to be maintained
in accordance with Massachusetts General Laws and Department of Revenue Division of Local Service's guidance for
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 FY23 and FY24 beginning year balances are provided in the table
below with the calculated FY23 Gain/Loss:
Special Revenue Funds
Athllet cs 11711,,525 71117,,775 (53,,75,0)
C�ornrnL,lriidty EdL,lcatoion-Drivers Ed L,l c ati c and Adulllt EdL,lcat'idon 94,027 125r025 ;30,9,98
CommUnity EdUcatolon-SUrnmer Programs 39,974 511r027 11:11r053
Drama Activities Eoadlliid,5e 38,355 30,294 (8,0611)
D,r arum Activities Ranker. 511,,229 50,654 (575)
Drama Activities RMHS 74,1113 74,3210 2107
Extended Day Program 541[,1[77 499,365 (41[,81[2)
AfterSchoodll Activities Parker 68,329 72,11710 ;3,8411.
E'xtrackirr'iCL,Illar Parker ' 3,860 ' 640 (3,2210)
E'xtraCL1V7'iiicL11lar Coollliiiid,ge 4,,738 2,698 (2,04,G)
E'xtrackirr'iCL,Olar BandActivities 30,71D4 111r5710 (119 9;34)
L,l id d a n c e Testi n,5 1110,397 11,480 11,1083
F'LOA!l Day Kindergarten TUit'i Orl 621,319 621,319
RAISE Preschoodll Fro�grarn 235,065 211=4,735 (210r35,D)
513,ec'iiialll EdUcat'iiion TLiidt'iiion 66,89,-; 95,11:36 28,2:37
Sc190&1! choice, - 40,8;311. 4,0,8;311.
Scho&ll LLdrTcI"I Rro�gra rn 1,427,2118 771,637 (655,5891)
Schoolll Transportation
use of 5C190&1! Rr-013'rty 92,247 81,469 (1110,778)
Lost Books 27,902 31,595 3,693
TOTAL Fee-based Revolving Funds, �3,5913,10r78, 2,991113,74101 (6r9b5,313,8,)
The Superintendent's F Y 2 5 Recommended Budget 50
.......... .....
IDistrict Donation Fund 14,1031 14,355 324
18arro s Donations FLInd 8,82"1 4,842 (3,779)
18'ilirci7 Meadow Donation FLl19d 6,836 7,579, 745'
Joshua Eaton Donation IF'Lind 2,506 2,730 224
Je�shLia Eaton IDon,atlbn IF4ind 9,,63,0 9,630
JW 'ililllll,ar r Donation F'Ldrld 210,210Es 210,804 598
Wood End Donatiilon IFLInd 5,336 5,59o 254
CoollliildgE�Donation FLInd 11,1107 9,444 (1,663'),
ICarker Donation FLInd 9,109 2 11,522 2,430
IHlgh 5choolll Donation FLInd L3,754 19,725 5,97L
SERAC Donation Fund 3, 3,00)
5i�aedalll EdUcat'idon Donation FLind 5��k S°t�k
L'iIIIDby 5choiarsh'ili13,Dan a,bon FLInd 2,752 "1,222,829 $112210.077
TOTAL GliftfDiamatiov Revo vilng FUnds, 11014,4901 1, 2%67101�, $1,225, 8 �
A description of each category of the district's special revenue funds is outlined below:
• Athletics: Fees are paid by families for students' participation in athletics.
• Community Education, Drivers Education, Summer Programs: Fees are paid by families for students to
participate in drivers' education and summer programs. Fees paid by individuals for participation in
Community Education events and courses.
• Drama and Band: Fees are paid by families for students' participation in after school drama and bands
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.
• Full-Day Kindergarten: Fees are paid by families for enrollment in the Full-Day Kindergarten program.
• Guidance: Fees are paid by families for students to take PSAT, SAT and AP tests.
• 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 Choice:Allows families to enroll their children in schools in communities other than the city or town in
which they reside.Tuition is paid by the sending district to the receiving district.
• 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.
The Superintendent's F Y 2 5 Recommended Budget 51
• 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
IFedelraIll and Stag Grants
In addition to the Operating and Special Revenue Funds, our district is supported in FY24 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 FY24 Quarter 1 balances for each grant awarded between FY22 and
FY24 are provided in the table below:
„ill qpiiij
w
B eg.m riiaro� Cl1 Pr��eLed Beginning Q1 Prolleraleat CIA Pr
n�pated
R;entiaining Remaining Beginning FY24 Remaining FY2,4 Year Ewpended& End Year FY24 Year Ewpended End hlear Elrpended End Year Req uunen'4enR 'hraarr Ballance Req wrem ernt
Ra 6amae Eneunhh. B.,la, Rala,nve Re Encw nhh. Ralanve Re lE ncwn,131. IRa krnee
STATE
Ul ET CC S 131,576 5 10.765 $ 120.WS S - S 8.15,,65'9 S 53,113 $ 762,SES $ -
D,ep,L of Publit.Health S S 5 - 5 - 5 111,733 5 - S 111,733 S -
Ne En,Ia dDairy S 7,500 5 7,SIX
EARM ARK-RM HS K.yb..rd $ 2S;eCO3 5 5 25,000 5
n .t.jI Hi,.t.,y $ 29,535 $ 1,2S9 S 37,527 S -
Nenlnemt FeW $ 18,Gr95, S - $ 12,oS5 $ -
InrIxatinnCareerFathI%aVsFlannin:g S 25,,666 S - 5 25;066 5 -
Inn tira'kirn Career Fat.h..ya Support. $ 75,6^,^,00 1 7 5,0 30 $ -
T07,ALSTATE 139'.0,70 $ 1,100,053 $..
FEDERAL Parker and Eaton Parker,Killam and Eaton Ptaurkerand W.iII
Titlel $ 32.471 $ 38,471 $ - S - $ 81,714 $ 75,,186,} $ 5,534 $ - $ 85,,876 S 476 S 86,354 S -
Titlell $ - $ - S - $ - S 1'9,535 $ 9,542 $ lo'093 $ - $ 44,345 $ - $ 44,265 $Title IV IV 5,435 $ - $ E'435 $ - $ lo'coo - $ 14".00 $
CEA 240 S 21,5+91 5 21,6.51 S - 5 - S 313,'23S 5 105,466 S '263.,765 S - S 1,1&'03,131 S '27,,136 $ 1,169,39S $ -
ICEA'2G2 5 - S $ 5 - $ 4,079 $ - $ 4,0175 S S 21.46.5 S 1,122 S '2;J.343 $
ARF 2S2 $ 24,450 $ 34,450 $ S
ESSERII $ 8,43'2 $ 8.43'2
ESSER.III S 31D.S451 52.541 $ '258,6 . $ -
TG7.AL FEIDE R.A.L 5 403.5.93 I 1 5 5 42.5,039, $ - 5 1,:350„6,71. 5 -
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.
• New England Dairy:Funds can be used to support equipment and marketing needs related to expanding
school meal programs including breakfast, summer meals, and serving new dairy menu items like
smoothies and hot chocolate milk.
• Earmark RMHS Keyboard: Not less than$25,000 shall be expended for a classroom set of Nord stage 3
88 stage keyboards for the Reading Memorial high school performing arts program.
• Investigating History:This competitive grant is designed to fund the costs associated with professional
development,as well as cover additional costs of implementation such as teacher planning time outside
The Superintendent's F Y 2 5 Recommended Budget 52
of contract hours or the purchase of printed copies of the Investigating History materials,to facilitate a
successful adoption of the Investigating History materials across a school or district.
• Northeast Food for Schools: This opportunity has been proposed to increase the capacity to procure
local unprocessed/minimally processed foods, and foods from local producers (including farmers, food
hubs, and fishermen).
• Innovation Career Pathways Planning & Support: Designed to give students coursework and
experience in a specific high-demand industry,such as information technology,engineering, healthcare,
life sciences and advanced manufacturing. Also, to create strong partnerships with employers in order
to expose students to career options and help them develop knowledge and skills related to their
chosen field of study before they graduate high school.
• Note — although not a grant, DESE reimburses school districts for a portion of out of district tuition placement and
transportation costs. In FY 25, DESE will defray $1,930,874 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.
• 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 (American Rescue Plan) 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.
• ESSER II, III (Elementary and Secondary School Emergency Relief Funds): Provided in response to Coronavirus
The Superintendent's F Y 2 5 Recommended Budget 53
Five,,,,Yeaiir Callpitalll IISIII in
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:
oou qll SII
of io imi oillloil i ii ilii)iol i i oo i illi.i
AIrc I IlHazard Study $105,000
Carlpet,/IFIloorhi $66,000 $60,000
I&wui $33„000 $40,000 $40,000
Total Buildings, 139,00D 106AOO $10a,1000
1111,11111”ii oilllol ii oo iii iii iiia iiia
11
food ServiiceVan 18=-250 i
I I IIIIIIII III IIIIIIII
1111111 1111111
IIIIIIII II IIIIIIII
I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I
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iti I' VUiSt Nl � r i yF "`Ji
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Joshua Eaton students photographed by community member Alicia Williams
111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111
The Superintendent's F Y 2 5 Recommended Budget 55
IIS IIS Ilf;; IIS Ilf III Center Budget IIC lil III and 111inforimation
Administration Cost Center
FY25 Recommended Budget detail for Administration Cost Center follows.
Budget Detail,Administration Cost Center:
III 9 ffil
4drrn;irnistratiorn 1,229,548 1,268,7445 $ 1,317,769 $ 1,311,157 1,8744,689 44,851
Professional Salaries 675,526 6844,4427 695,209 707,915 78'9,591 44.47'm
Adirnhnii gator 518,082 521,702 516,206 526,748 549,472 4.31`,
Director 68,077 116,769 134,515 137,350 144,676 5A48%
Employee Benefits 48,027 2,462 2,405
Mainag;er 41,340 4 ,494 42,082 4 ,817 45,241 3.25,
Clerical Salaries 889,726 330,1445 970,128 857,167 886,473 8.21
Administrative Assistant $ 330,471 352,390 393,520 401,873 411,473 2.39%
8=1rnplloyeeIBenefit s 3,255 2,755 1,608 -
Revollviin,g Fund Support (25,00'0)' (25,000 (44,706) (25,000) -44.08%
Contract Services 97,24444 96,827 114,791 91,715 91,715 0.00'm
Consulting Services 20,500 28,000 52,260 8,0110 8,000 0.00%
HLabor Counsel) 32,264 18,594 20,656 96,515 36,515 0.00%
Telecommunications $ 44,480 50,233 41,875 47,200 $ 47,200 0.00%
Supplies&Materials 3„178 2,922 „507 44,700 4,700 0.00'%
Cflliice 3,156 2,678 3,,486 4,700 4,700 0.00`,
ProfessioinallDevelopment 22 244 1,022 -
O th e r Ex pen s es 119,8744 1544,442 5 133,1344 149p6610 152,210 1.70'm
Adverflsing 1,465 x,617 747 4,550 3,250 -28.57`.
Awards 3,973 $ 4,187 600 $ 600 0.00%
Dues&Memberships 15,056 16,293 23,,049 20,500 20,500 0.00`,
8=1rnplloyee18enefit s 27,125 28,175 3 2,72 5 35,000 35,000 0LIO
Equipment 5,891 21,184 $ 6,649 9,450 $ 9,450 0.00%
Furnishings 12,716 4,258 -
Hiidng and 18ecruiitii g 36,755 30,024 13,919 17,000 17,000 0LIO
Postage 2,927 2,765 $ 7,843 3,560 $ 7,410 108.15`.
Professiionall Development $ 8,,842 13,614 2,765 25,,800 $ 25,800 0.00%
Pufbllicaflons �110,,667 8,,000 8,,000 10LIO
Software 1dcenslin,g&Support 21,812 21,636 23,006 23,500 23,500 0LIO
Travel 427 3,320 1,700 $ 1,700 0.00%
The Superintendent's FY25 Recommended Budget 56
Regular Day Gose. " iirm-te r
FY25 Recommended Budget detail of Regular Education follows below:
Budget Detail,Regular Day Cost Center:
III
W Irx a ..a i iii M
Rep lar Day 5 261,965,673, S, 29,351.254 S 3+0.127,-326 5,31„954,246 S 31,077,0917 3,51,%
P"ro'Ie'ssio naI Safairi,e's 5,24.934,467 5 2,5.,,095,447 S 216.,790,5 5,26..51.7,342 2'914 ',459D 3.1,7%
45,sus-tail 9riiinc,ipall 477,476 4'9 ,14'2, 634,1.5 1,151.,976 1,196,353 3.65°
DepartrmemtHeadSt,lipend 335,957 3'97,15,11 430,,701 442,176 455,554 3.03°
E.rm1albyee8aie4iits 56,933 S 29,,563 35,021 S 36,550 72,500 51.93%
Guda'7ce 403,727 S 430,406 a 548,672, S 556,736 a 635,795 14 20y,.
nq,ruct,'iiionall5{oedalll'iist 240,344 5 172„652, 174,371 5 471„779 474,;1.'9'1 IO.51%
Ltrary 626,2.55 S 654,745 673,1,50 S 706,776 745,705 4.305,.
Pr'iinr,'iipsall 1,1279,9,27 S '1,042„233 1„044,1,26 S 1,076,259 1,104,;315 2.61%
PSyc110bg'ii st, 974,.404 5 9061044 S 1,1.57;064 5 1,456,445 S 1„462,3,86 -1..62%
Readlii7g 5 616.099 5 650,;61,5 S 673,.567 S, 575,575 5, 72,1,566 6. mi
P.evoiviiing Fun Sul'porn a (1„1050.10OO) (593;956) a (734,.655) (600,000) a (465,10OO) -1�9.TT�1�
State Grant Support (7O,.0OO) -
Stnpa,ids 203.167 2061095 a 311,.620 2.7314OD a 29,219,71 5.23%
Substitutes 110,953 53;73+0 a 24'6.'2'11 -
Teacher 1'6,753,32,3 2,0,592,,1-59 2,1„046,1.65 2,1,873,550 22,376,1,59 2.31%
Technology IlImegrat,'bn 315,002, 326,,60 5 343,3'30 357,2,1.1 371,,62,1 4.iD13%
Derical Salari,es 456,161, 5 460,959 517,553 5 504,652 560,974 1.5,12
E.m1albyee6eiefiiits 1,.479 4,500 -100.M
Other 3,759 -
Sec,retary 455,1.51. S 4511,959 511,316 S 500,152 5W,,974 1.5.16%
Other Sa&arues, S, 616,,652 51,022,1.16 "$1,097,343, 51,265,, 5, 51.,5695277 22.106%
E.rmIa lb yee 6eietilts 35 -
Faraljrofemiona' S 765,312, S 766,252, 779,530 S 85$,465 1„172,077 3192%
5ubst'kut,es 45,304 S 253,63,5 5 319,813 S 397,200 5 397,200 0.1001".
�Co+ntraclt Serm+jcers 1.38,979 $' 326,2975 273,1,76 5, 26R,)000 a 288.1 800 7,�76%
nsiruct,'DlonaN Se"kes 3.21M, 147'906 53,„5'20 a 6,01,003Da 6CN,iD0O 0.10051.
Trangaorat'bn 135,779 a '174,542, a 211.1O39 a 2,GS,0 W0 a 223,SOo 110.10 0151.
Tutorliing Servli es 5,637 9,616
SuppI[es&Materia Is, 1,476,265, 5 1257:,953, 633,746 5 761,72,1, 752„921 -L16%
Art a 21.132 5 361597 a 21,.519 5 24,724 a 26,72.4 9.09%
Busunem 5 75 S 521 5 1,;5100 1,5,00 0.00"j
Curr'kul6,rim,,Ellletmet7.,ary 621D.156 63.6,193 217.454 63,0 153599 1.44.2551.
Curr'kul6,rim,,FithSchool 168,463 66 1.4,'955 77,'1100 65,,595 14.91%
Curric,ul6uim,Miiddlle5cnoolll 0„254 5,62'9 5 3;3154 45,400 56,I000 27.75°
Drama 291. -
EilglllishLanguageArts 63,2,15 S 2,6,45,5 a 15,773 S 26,500 a 3,2.50 55.605,a
E.qu'iiprm eit 1,.476
Fore n Language c 12;172, 5 110,1755 6.651 11;953 5, 1,2,953 0.00"j
Furnrsl'iNs $ 77,2.65 123,423 a 66,625 9,75O a 6750 0.100%
Gu'dance 32.7 42.1 a 15,000 a 1.5,000 0.100%
KlindffgaTai 696 956 4,564 300 500 65.67%
L'trary 15,369 1.1.,651 1,5,755 13,150 1.3,1,50 0.1001%
LlbraryTechnobgy 295 1,000 1,000 0.100%
M Et h 15.636 5 161396 5 9,4,59 15,350 5 4,500 -75.4561.
Office 11,351 S 16,167 1,5,642, S 14,245 13,445 -,5.Q%
Other 95,245 S 42,144 4,5,510 S 35,337 37,537 1.305a
P aper a 210.1032 5 33;344 a 33,.427 5 65,500 a 351500 O.ID ''j
Perforim'ii ng4its 31„677 11,463 a 14,.5,99 12,;2.50 a 12,250 0.00%
P er'DnerEis 598 -
The Superintendent's FY25 Recommended Budget 57
Budget Detail,Regular Day Cost Center(continued):
11 1..... Iffill 1111 al Mi
PI,Yygrall;Educaion 501,337 5 21,609 5 17,819 S, �,IGSJG 5 9,,'D5D G.1001%
Pril!er 9,664 5 14�,1971 cj 15,55S C, 1,9�,S5G 5 19,8510 G.10013,1�
ProfessponaIll DevelopmEnt d1 744 504 5 5,350 5 3,350 -37.39%
P5v1ho,1bgY 169, C
4K 5 4K G.1001%
Pealing S 39,286 c, 16,316 cj 9.694 5 115,110D 5 410D -9,7.52%
Scimce 34,10110 5 21,,. W1 5 22,459 5 59,397 5 110,30D -EA.94%
i G.OG%1
�obal'Skudies 3,554 5 9�,549, 5 5.234 5 9,90G 5 UOD
Software 67,133 5 1 54�,47 9 5 1110.66G c, 159',1050 5 159,10510 G.OG1%
Teadiff Resources 9"IDDID 5 2,5GS S 6,717 5 7,710D 5 7,710D G.4O41%
Teacher 3716,74 S 4101,373 ck 51,758 S 17,375 S, 17,375 G.Ocp,�
Technology S 8,241 5 4�,211 S 3,365 5 27,7'9F4 5 2 7,7'90 G.OG1%
Testing 35D1 S 33,9 1,136 S 1,850 1,S5G G.Ocp,�
Workbo,ok.s&.Consumzbies $1 1,261 5 2,231 16 5,SDD -110101.1M%j
Other Expenses 5, Z)043,310 S, 1,l.11 522. 814,969, 16116wPS66 4162,11566 -25.03%
COV111ID19 Expaises 275 -
ID ues,&.M embff ships 171414 S 210,141 13"01I5 12,450 a I2,153 -2.41%
Equipmait 61,791 S 72,117 72.13G 9,15 2 G 515 2 G G.Ocp,�
IF i6d TripTrweil a 7& 517 541G a 541G G.Ocp,�
Graduabn 17,717 5,,52'2. 1'9'.855 11GIam liqlam ID.M%
In structionall Sffvices 21,221 3,89S 6,245 � 5,50D 5;50D G.OG1%
Other 422 711 1,549 1,5 d1 &M -410.10G51.
ProfessponaIll Developmal: 5 145,541 5 155,109,1 175.&32 S, 234,'71.3 2106,713 -11.9351.
P evolviijg Fun J Suppo,rt (125,100G) -
,oftwEr e Licen mig&.-%Iaport 5 11,01,572 5 11719D7 142.S37 5 9GIGN 5 90"MG G.OG1%
Techno4ogy S, 1,6&91357 S, 734,1050 5 363,1539, S, 136,193 5 136153 G.OG1%
Trwe� $1 1,MG 5 50D
Tution-'Out of District S, 41014150 5 5,7 4 5 30141D1G 5 30"41D1G G.iD 130,,
VlrruaW School'Tutbn 5,550 5 110,875
The Superintendent's F Y 2 5 Recommended Budget 58
peciii IllIEduca-iii in Cost iii-ter
FY25 Recommended Budget detail for the Special Education Cost Center follows.
Budget Detail,Special Education Cost Center:
:,..
Special Education 13,,895',,188 1�,,963,132 16,,337,,�2S1 16716,166 17,,�635,,S74 �5.S0%
PtcfessionaISa[ar'ies 5 7,,139,,533 5 7,,827,,486 8,,9017,,773 9,,517,,9'918 1[1;,1[1:2,,[127 6.10""",
Admiinistrat:nr 77,849 5 111,,251 12'9439 121,1850 1317,135.5 6.15891
Qllre.t.:"zr $ 269,,181 258,545 $ 28E,873 5 287.;9148 5 3178,726 7.755S
Employee Benefits 5 1,357 5 26,558 5 21513413 5 1,1,7+7 5 141,2517 2295.45
Extended Year Services $ 126,433 5 1415,294 $ 134,534 5 1413,896 5 14413,896 13.137'
lMYianeger 5 34,269 5 36,284 5 37,342 5 37,853 5 33,174 3.418
Nur,e 5 2173 5 412317 5 14,0100 5 m,Caa 17 1
OzzupatiinnallTherapist 5 315,833 5 376,103 5 336,0 34 5 333,,626 5 3671,33+ 5.7.5'#.
PlhysiicallTherapiist $ 7153,357 5 154,450 $ 158,274 5 162,222 5 7166,566 2.68
PsytlhioIlo,g st 5 489,893 5 5241571 5 HE,659 5 6217,532 5 8641,270 33.28"
Revolving Fund Support 5 (377,&57+71 5 (37619851 5 1'363,777 5 (4013,171717 5 X41 io all,7i '
Spec ii311Educ3tiimnTeecher $ 4,53'S,141 5 :4,;87'8,588 $ 5,3964472 5 6,1148,3171 5 6,5771,642 5.75
Spas,hTherepiist 5 811,317'9 5 876,353 5 875,'928 5 386;738 5 349,731 7.23%
substitutes 5 23,812 5 921'555 5 2210"M -
TLam=:lhaiir $ 659,536 5 933,389 $ 7541,7417 5 1,169,897 5 1,,727,+783 -22.21
ClericalSalaries 5 1012,,856 5 96,626 5 111,868 113,,93E 5 125,,666 10.301%
Employee Benefits $ 3,415 -
seLretary 5 99,1441 5 36,626 5 122,868 5 7123,936 5 7125,666 213.31,7'
CAtherSa]ari2s 2,,0156,,991 5 2„2011,996 1,,5,6s,442 1,,783,,9'96 5 2,154,634 201.78%
Employee Benefits $ 337 5 1,267 $ 633 -
Extended Year Servi es 5 18,384 5 431096 5 37,7.'97 5 143,822 5 415,822
Paraprafemiian311 5 2,733,76, 5 2,,1521SN 5 1,52'9,817 5 1,740,174 5 2,1117,812 21.30%
SubstiitLit es $ 3,362 5 5,228 $ 28,593 -
Contract Services 5 ll,,384,,p94 1,1737081 5 1,70A.8 31 5 1,,491,,825 1,5201;,532 1.92%
❑iistrii.tMde Le3dersMp $ 62,963 5 95,582 $ 55,6417 5 63,253 5 68,257 OA37ly,,
Feld Trip Travell 5 2,777 5 336 5 1,„503 5 577 -66.67
Inst:ruct:iurial'5ary as 5 29,440
Lega 11 Serviices $ 117,479 5 54,431 $ 78,1740, 5 115,177+7 5 1151°1177
CAher InstructibnallServii es 5 8,622 5 16,3175 5 3+317.86 5 1+3,,7'[17 5 113,5177 5.137'
Psytlhc1ln1p.,a1l Seroces 5 3,6371 5 2"5,5,700 5 8,5+57 5 8,533 17.130'
Pu0111Transperrtat iinn 5 941,3174 5 1,057,417 5 1,194,„513 5 7.,1762,1,575 5 2,1,5971,282 2.75%
Tesfing?Assessment 5 5,292 $ 23,236 5 6,,507 5 6,sao 17.00'
Ther:apeuflc Servii.es 5 2317,67'9 5 2517,465 5 323,375 5 220,003 5 2203,[057 +7.137'
,Supplies 8a Materials 5 141,,3015 83023 5 157,,195 5 501,,859 4,q.909 -4.013,Yb
F'urnilr,Mn;gs 5 234 -
G,enerallSupplliies 5 2,270 5 1423 5 2,317 5 2"31CO 5 1,C017
Instructiiern.al Equiipmant' S 229 5 S&O -ICO.00%
CYFf.e 5 1,17 7 5 1,00,0 17.100'
CA her 5 187 5 1,1;5613 5 844 5 2,5137 -1+7+7.137'
Scftvrare 5 2,0413 5 348 -
Spe.iiall Educatiicn $ 52,307 5 5714156 $ 125,92'9 5 28,2415 5 28,2415 13.100'
TLstiing 5 56,409 5 23,571 5 28,872 5 28,5541 5 28,56147.137'
,Other Expenses 5 3,,01201,,41'9 3,2801921 5 3,712,,14'10! S 3,,757,,552 5 3,,68 3,976 1.96'o
COVIE19 Expenses $ 2707
Dues P&lM4embarsNps 5 3415 5 3,6365 5 559 5 25157 5 8,51317 7.77
Equipment 5 1,163 5 5131'551 5 5,3317 5 14,417 5 4,4117
Instruniion31 Equipment $ 3,339 5 3,569 $ 27,4189 5 SSO
Inst:runiianalTE.hnallogy 5 120,239 5 2,531 5 2,573 5 3,07'[17 5 5,'14577.137'
C}t:her' S 52,7x9 5 71,Sn77
The Superintendent's FY25 Recommended Budget 59
m. u
Ot:lh-er F xad E:Iherg es 21,C00 $ 7 9,97,13 $ 73,276 $ 73,30 5 23,COO 0 '�1,
P35taae 730 5 234 5 63 5 2,,550 _1010.0,10%
Prufes:snn8ll DewellapmLnt 17,34E 5 12,312 5 1'9,857 5 ��,� 5 1113,010 0.
Pu011Transport3t:iron 7i,7g3 5 22,E50 5 30,839 5 2E,63D 5 1EIE30 0.
S.f varL Uzzensiina&Support $ 31,49E $ 36,319 $ 54 SIBS $ 3'g;'0 $ 30,0010 O. 9�b,
Te:hrnn11agy $ 2SE,262
The rBpeuJtai.'SkAdaptive Equipment $ 3,567 $ 2,252 $ 055 $ 22,0D3 $ 123,010 O. ±,
TrEve11 $ 7S9 $ 299 $ 2,503 $ 2,500 0.DID19b,
Tiu t nn-Out Mf Ddst:rii.t, $ 21628,566 $ 3,227,635 $ 3,2401,252 $ 3,638,662 5 3,565,626 -2.010'�
Transfer ta5P'ED,Stahiliaatinn $ 9175,001
T'r�ansfer t.r�SPED Stabiilliraat an $ 175,0130
r
Special Education Program m 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:
EMBARC: Education Meaningful Inclusion, Becoming Independent, Advocacy, Relaxation, and Leisure Activities
Community Integration: The EMBARC program is the middle and high school continuum of the SAIL and SOAR
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 EMBARC 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. EMBARC is
located at Coolidge and RMHS.
LEAD:Language, Executive Functioning, Academics, Determination: LEAD 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. LEAD is located at Joshua Eaton, Parker, and
RMHS.
Learning Center: The support provided within the learning center directly addresses the goals and objectives outlined
in the student's IEP to acquire skills to access the general education curriculum.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.
7he Superintendent's F Y 2 5 Recommended Budget 60
LIFT. Living, Independence, Functional, Transition:The LIFT 18=22 year old program is a full day transition program
within the Reading Public Schools that assists students with disabilities in preparing for the transition from the school
to post-school life. The programming focuses on a wide variety of transition skills including functional reading and
math, independent living skills, activities of daily living and vocation skills.
REACH: Resiliency, Executive Functioning, Academics, Coping Strategies, Habits of Mind. The REACH 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. REACH is designed to meet both the shared and unique 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 24-25 school year, the
program will be located at Barrows, Parker, and RMHS.
RISE Preschool Program:Reading, Integrated School Experience. The RISE 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,social/emotional,and physical development,while exploring
rich content to develop children's natural 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.
SAIL:Strategies to Support Academics, Independence, and Life Skills:The SAIL 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 SAIL program benefit from direct and repeated instruction with academic, life, social, and
communication skill development. SAIL is located at Wood End,Coolidge,and RMHS.
SOAR:Social Skills Organizational Skills Academics in Real World Situations:The SOAR program supports identified
students with needs relative to social skill acquisition and application, as well as the use of social language. Students
in the SOAR program benefit from support to independently engage in group work/play and reciprocal conversations,
convey thoughts and opinions, and understand nonverbal communication. The program provides a continuum of
support to develop students' language needs which 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. SOAR is located at Birch Meadow, Coolidge, and RMHS.
7he Superintendent's F Y 2 5 Recommended Budget 61
School IFCliilllliitii
FY25 Recommended Budget detail for the Facilities Cost Center follows.
Budget Detail,Facilities Cost Center:
WIMP
M .
� ... � u� u, ,��� .. ul ,.. � u ,. III •
I
1,642, 51 1,,16441,792 51 1,,5 �5�3 3�,17%
Profess.I�onal, Iaries 91�,,274 95,1,81.2 96,31Fw9 98,4100 80,,885 -1'7.,]M
I"4211�ager S 91,2 74 S 95�,�51.2 S 96,1369 S 9�9,1�4�,00 910,595 -�17.gin
Oith,arS5alarles 969,5102 71,2,32 913,798 1,,03,,1.5101 1,097,05�2 16.416%
Custodian 957,,459 936,693 96�9,1407 942„374 1,1012„525 7.44%
EMPIOV2e B-e17oefits 521 2„299 23,5106 3,61 -11C+10.1 %
Overtir n2 55,343 75,25.9 54,256 72„994 72,994 i
Revolving Fuad Support (�g'o�"i gIL)IIC'I ) ('goloicO) (�9o,"u +I9+) 0.10&%
Substitutes 56,1.79 72„'99,2 46,,619 191„5'3'3 '91„5'3'3 0.10&%
i ntra-ct,5er+i 297Y 1.5 379..1,958 45,2,,,9 50 189.`2100 199,,7�1310 1
C I-era 11Ri 1111 S-2I V i C2 3 9�7,9,15 3 79,9 59 4 52,9 SO 3 9,912 CO 3 9r9,710D D.13'%
Suupp]les MaterIa,Is 17119,,119,195, 1�5� ,,1� 5 1164.1,8162 1�1�9,1,1�811.2�1�, w4 2�,00%
COVIDI9 Expenses , 1.5,2.32
E,qui prn2nt 17,98,9 4,'979 5,1000, 5"DOID i
�suppli,es 143,5.45 14015 69 159,,992 11�4,1�91 116,,564 2.09%
47th,ar Ex pans-as 11197Y7,3�5, 161.,,543 14.1,82�31 Si 1 7,75�2 3,16
EPuipin-ent 164,799+ 69,1672 13,923 6,,3, 6,,552 4.10&%
Presfessirin�al Develoopir' erft 1,1955
Ur�if6i"Ins 1„"1 971 1"1 1,2CO 1„21010 0.10&%
The Superintendent's F Y 2 5 Recommended Budget 62
District Wide IS Ilr gIlr i mm
FY25 Recommended Budget detail for the District Wide Cost Center follows. The District Wide Cost Center includes:
Athletics, Extra Curricular, Health Services and Technology.
A-thIle-tics
Budget Detail of Athletics Cost Center:
II
A thml 2tI cs � 5,1 8,8 5 6 702,808 S� 6S4V 1.14 720J'5128 2,99,,01 g 931111,
Profess Io n a I S a I a r has 6%644 163.,301 16,3,j67(0 j6 SO)19 66,8016 2.7 5
Director 60,,64 . 63,30,1 63,670 65,01,6 6 6,K 6 2.75%
CIer1c@I SaIarIes 54,186 54,,202 55,.,,862 57,9,-M 166,16616 15,0
�S'12' retard 5 ,1.96 5..4,702 55,662 57,'S36 66,666 1.50,7%
OttherSala�rhesS4,988 109,95,16 9,w,524 97Y5,44 145�,,5,29 491977
Co2-chl 3#,8,1073 4-66,18510 4 910,,907 493,544 5449,'2495 12.555
Pv2,rpt Datail 91aG 3,4 5 8 7,717 6,10106 6"c6o p.DD%
Revolving Fund Support (252,SnDSn) (360,,353) f392,S,0) (39,2,SnDSn) (40 4,720) 3.2 '%
,Co nt ract S rvlces 1166Y1618 3�'22,,03�4 37�2,,,891 409,,230 41.9,,219 2.44°,-
Atht2-tic S,ervic'2s 166,619 377,234 372.,691 4 D9,739 41.� ,71S� 2.44%
upplles& I alterlals 74,093, 3�3.,344 32,,960 33,.500 33,M0 0.0
Athi eticS'e, vi-c:es 7,310,7 1.0,,�924 S 11.,3.12 �3,,61 � 9,, D' 1 X0,0%
Ofhica' 392. 672 1.,,323 1,,5 0 0, 1,,500 0.0,G%
72arrn S,'2'3.#. 7,,756 24,2.59 15,0,M, 1.5,,,00 0.003E
Unniforins 57,,56'3, . 1.3,991 1.066 . 6,,0D0 3:,"co o 0.00
Othmar Expamseas 164,326 164.,4'71 1671207 516,,,900 ss."Sao 0,010'
Athktic S2,rvioe�s 51.5 5P465 S 6,,490 7.,3 D0 7,,300 0.0D%
Alen a rds 1,2.73 2„62 7 4,.546 2.,.5-G0 2,.500 L 003E
Dues &N42Mb2l'shioips 6,,1.35 1.4�,8�70 17,,535 14,5 D0 149,500 0.0D%
Equuiprn2rit 0,2.73 2.'3,942 16;3+5�6 1.6,,01D0 1.6,,D0ID, 0.0,0%
So'IoN@i°,e,Lioe�nosin�5 &Support I88,1.21D 1.6,,671 210,,1092 1.6,;5�10D 1.6,,500 0.0D%
7r @ v2I 696 1.,55,3;
� rr
The Superintendent's FY25 Recommended Budget 63
Student Participation in Athletics:
11
51 51 44
45 45 42 40 39
30 29, 31 3) 22
u, 30 25 26 30 24
au 71 58 55 1 49, 51
54 53 64 45 46
m„ 84 74 79 9;9 100
11 15 12 16, 13
25 113 17 16 15
mi -mi w 52 49, 63 53 57
mi -mi 17 14 21 18, 21
66 613, 88, 96
u 53 69 52 45
au *' 63 67 64
53 45 4s.
97 118 122 �
m.m
64 6 2 67
w 64 72 6t3, 63 68
55 53 64 53 57
35 31336
w 17 17 18 21 13
22 17 34 37 18,
9 14 Is
18, 3023 '
N/A N/A INIA, 12
40 49 43 45 40
23 14 21 31 34
Note:"*"depicts sports that have not had their season yet.
The Superintendent's F Y 2 5 Recommended Budget 64
Ext iira-Cu iiriid cu I a iir
Budget Detail of Extra-Curricular Cost Center.
ExtraCu rrl cul a r 97,145 Sl 121
..,935 Sl 18,049 Sl 713,087 sl�"tm 9'7
.1 �qn
PrOf25's lo In a I 5a I a r1es 93.,1l 18 51 10,457 Sl 48,1697 5l 51,,786 i
Co o rdi na tor 30,322 31,651 31,935 '3'2,5 9 33,403 2.7 5"Ya
Revolving Fund Support (3,0"Ow') (90,4110) 11 (64,,C00) D.ID&%
Stip2rds 45,647 61,667 53,,032 9101179 92,393 2.7 5"Ya
i mitractS&rvIces 1,,S 15 16,'251 1 3l,12.9 19,500 119l'5110 0.00%,
0 thIe r Stu,de n t A ctiv i ti&s 1,915 16,251 13,1Z9 19,5 10 1R,5 i
Sup pl les : M alter I a[s 1,477 1,,,500 1.,9DO 1„900 i
Otlier Stud2nit Act Jtiens S 41D D 4100 &DDS �”�
P eifo rin i rig A Its 1,665 1,477 1.,.5 1,SO 0 1.,.5 &D D%
i Expemse�s 471,16SIS 110.0,88S 121,%31 9.,jO010 %"000 0."00%,
Du 2 s &.M arm b2i,sh i ps 675 536+ 740 1,DO D 1"Clco D.ID&%
Equ ipm2nt 36,467 397 3,713 3,DO D 3"Clco ID.ID&%
&ther Student ActhJti,i;s 3,125 1,795 2,&0,0 2,,&,CO, &ID,&%
Royalfl,&s 10,553 6,536 6,715 3,&0,0 3"a C'O' iID,a"A
Student Participation in Extracurriculars:
N 11, W 39 36 37 35,
I lit, 11
1
1111 limili 32 20 16 24 27
29, 23 22 29,
34
11„
N/A 24
N/A
19i 19, 21 17
26 i9i
1 Ili 11
36 29,
24 23
10, 5,6 5640 31 36
21 21, 13 14
14 N/A
M
/A 11 12
lilt
M." MI ilti um
Note: depicts activities that have not started yet
The Superintendent's F Y 2 5 Recommended Budget 65
I III-th Services
c
Budget Detail of Health Services Cost Center:
ppu u
IIII III I ISI
Real-th Sarwlc�es 1615,7.14 $ 2,6'2,064 936,5 '2 $ 51,1,2,24 S#15,,sss 45,,1'
erssIonal SaIe roes. 567,41.1226,�23S '792,�S,3,6 85,7,,1365 S11,1661. 15.M
Di r e ctu i' 96,327 S6,43397,792 9,2.„P S 54 95,791 3.161510
Emp[rwYee B,2,r�iiefits 51010
Nurse 491,,OG 3 63�9,,pSO6 69,5,1.5..4 265-,3,1.1917,376.9,„4 1a
1 erl'ce l Se l air hm 1.3.,855, 15,13816 16,,4816 1'7,,�t4SS 1 11,169 •2,,127
Seocre�tar'y 1.'3,,55.5 1.5-,,996 16,496 1.7,,O55 1.6,697 -2..1.251a
101h Selarhm 2,,452. 3,1103, Sato 151P)D O S. 15'."001 0.10(
Substitutes 2,49,2 3p 110,3 9"0 1.5;3'Co' 1.5-"W' '0, 10,.0DI 1-1�rm
,Ca ntract� ,ru ces 8,000 8,720 25,100 %000 9.,J000 O.on—
Cci
r1osaIt.irmig ServicCES 17,6010 -
Prcwltessicwrm,al Develr prm 2,irt 7210 1;o co 1, a 0. N'�
School Rhysiciarii 9'ICIO0 91,100 ID S'Icoo ,ID�CIO 5, 0. N'�
Suppilas�& Materials 20,150 13,05,16 8,196 %,SDS 10,400 5,�4
6,O�VIDI1g Expeims2es 4.,7r u ;2,510
Medical 14,31.5 12,232 7,562 9,,10 9,'SCO 110.0N'7
office 1„015,E 5-44 534 5 501D� 0.00
C 1h ear Em permsels .1,8216 19,,13,6 u 2.,,9913 Ap"Boo 4,,800 t4.'a
ESuipm2rnt 5911S -
2'dic:al 3,2.2.S 1°�,56� � 2,'9,9v° 4�pSCO, 4,B .I a,D rm
The Superintendent's F Y 2 5 Recommended Budget 66
Technology
Budget Detail of Technology Cost Center:
p
'7eclmno[ogV5135,,99''7 � 1 96,,2'77 � 1 97,,553 � 6x68.0;433 � 66617;3 2,74.
Profes�sIonaISaIaHim � �� �'Ra!857 95,,,,802 97,1356 ,,962 91,853. 1.1,25'"
I� anoa i° 93,957 65,502. 9'7,95�6 88,S,62 31,653 3.25'5'
I er Sa la r les 321,,,590 3 26,,,109 $3,390,16,91 34801621 159,213. 1.04
E1 nplov2< BQ'1111lits 1.,62.6 1.,72.6
7ecfmnni-ciaii, 313, 65- 326,353 339,631 '346,621353,2.'33 3.045'a
,Co ntract Se rwices %994 152,,1005 93,,72111.16,,,'75[D< 121,j5D 44,28%,
6,01111suPtirng Servi-c�a�s 2 7,064 62,.343 27,070, 2.5-,,CIO,D, 30,,ID,D,D, 2.1,0,rrm
N20mcirkin5°& T21coo nrn^n 1$, 6,33,6 6,336 7,01.3 1$, 1.5.,COO 15,DI2wD ID. 05d 0
Soltw ara Licers,inng&Support I$, 65,'975 62,7210 53,635 1$, 76,750 76,750 ID. 0'CD
S up pi I es�& MaterIaIs 5%706 24Y1301 8,176 $ Rr000 5,00i0 0.5
7 6 2.. ,'.901. 9,376 � 9,CO, 5,0,09 9.00 rm
rm�PD r'in at icw ri Iwo a ria� �ePrrn aPn�r�t � 5��,, � �B
I Expanses 30,A19 105,.J�460 157,,,810 106,,,100 105,.J�900 -0.1
InifonnadDrii Miar�a62in2iir. 23,,592. 19',21DO
N,20Arorkirog . Te[2ccwrrar,� 1.2,,199 22,089 22,,5�521.2.AOD, 12,40,D, X9.00 rm
Oth2l, 2,074
Fostag2 1$, 2D -1 .0IM'n
SOdrai°2 1,5,,463 2.9,2°46 115,,252 �92.,, 92,, 09 I .D�I D��'
Sotware Lic�aPrsarng ..Su ppot 1.77 29,461 1.,,.5051.,,5a0D 1,,5.ID,9 1 10,.0,0 rm
IIP IIP III,,,,II III, III 113: Student III,,,,in it III III imin
7he Superintendent's F Y 2 5 Recommended Budget 67
St U dle int Ilf;;!lin it o111 III lirn e int
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 DESE. DESE and the Commonwealth of Massachusetts use October 1 enrollment to
calculate Foundation Enrollment and Chapter 70 Funding. October 1 enrollment is also used by the district's
administration to project class sizes and to identify trends in enrollment for subsequent years,which forms the baseline
upon which the district's personnel and non-personnel operating budget is developed. The historical enrollment by
school follows below with next year's projected enrollment:
Historical and FY25 Projected Enrollment by School:
Alice 13arrovi's Eleirnientary 385 354 351 356 355 358
Birch Meadow IElenrnentar.» 384 345 337 3.53 371 357
JOSli Ua Eataint Elementary 404 355 375 389 393 389
J:Warren Killlarn Ellliernertary 415 395 407 406 424 407
Wooed End (Elementary 304 249 248 246 249 239
AA1, Coolidge- Middlle S hoiol 424 399 406 429 403 399
Walter S. Parker Mid'dlle Schoio.11 500 495 48.5 464 4.53 468
Readiriz Memorial W h Seho&ll 1230 1222 1135 1096 1098 111016
R.1 S E. Preschool 105 97 102 103 117 1104
o .r Mw
I SEEM,
Total enrollment in the Reading Public Schools on October 1, 2023,was 3,747 students,which exceeded the projection
by +43 students. Using a Cohort Survival Ratio (CSR) methodology and based on elementary neighborhood school
assignments, projected enrollment for FY25 is 3,723 students, which represents a projected decrease of 24 students
or (0.64%) districtwide.
CSR methodology is used to develop enrollment projections and is based on progression rates from grade to grade,
and considers housing growth, migration, retention, withdrawals, transfers and births over the previous three school
years. It 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.
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 School. Students enrolled in Killam Elementary are typically allocated
to both middle schools at a ratio of 66%to Parker and 33%to Coolidge for projection purposes. Ratios are adjusted for
sibling groups and the neighborhoods in which they reside.
FY25 Enrollment Projections:
7he Superintendent's FY25 Recommended Budget 68
Reflected in the table below are FY24 actual enrollment and FY25 projected, or forecasted, enrollment by grade.The
change in the number of students by cohort and grade-level is illustrated. Cohorts have been color-coded for easier
reference:
FY24 Actual and FY25 Projected Enrollment by Grade:
BRIE 174 104
3�0 268 -3
300 2
2; pJl '2,8 -23
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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. The FY25 kindergarten projections have been identified through the Town's census data. The Town's
census data identified 268 students who fall within the age requirements for entry into kindergarten compared to the
kindergarten projection* of 303 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. We saw an increase of 16 students from the FY24
projected number to the FY24 actual number. We will continue to monitor the kindergarten enrollment as registration
kicks off at the end of January.
Enrollment projections have been used to develop the next year's budgets for staffing, learning spaces and non-
personnel supplies and services. Staffing levels at all grade levels are predicated upon the number and demographics
7he Superintendent's FY25 Recommended Budget 69
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 FY25 and are outlined below in
comparison with FY24 actual enrollment and class sizes. Currently, we are projecting 89 sections at the elementary
level with four sections at Killam and the ability to shift if needed based on an increase or decrease in enrollment. It
is important to note that three Teaching Fellows remain in the budget to support elementary school class sizes:
Act R%Clldass 5la ,202 -24 202 -205
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unnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnni
The Superintendent's F Y 2 5 Recommended Budget 70
The Reading Public Schools provides special education services to eligible students aged three to twenty-two years
deemed eligible through the special education team evaluation process. Eligibility is based on a determination that
the student has a qualified disability that will limit the student's ability to achieve effective progress in the general
education program without specialized instruction. Instructional or other accommodations are outlined in the
student's Individual Education Program (IEP). The table below shows historical data regarding the number of students
with IEPs based on October 1 enrollment data:
Student Enrollment—Students with Individual Education Plans:
a W
2019- 2020 4202 727 17,30% 51
2020- 2,02.1 4000 711 17,809 4.9
20927 - 2022 3909 744 19.03% 52
20922 - 2023 3911 722 18,50% 52
2D,23,- 2+024 3.91.5 7'71 19,70% 58
Based cin October I st SIMS report
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 other
accommodations are defined in the students' Individual 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.
From the academic year 2019-20 to 2023-24, total enrollment declined by (6.8%), from 4202 to 3915 students, the
number of students on IEPs increased by(6.1%)from 727 to 771 and the number of out of district placements increased
by (13.7%), from 51 to 58. The number of students on IEPs in the current academic year increased by (49) students,
or (3%) year-over-year, and the number of students receiving services in out of district placements increased by (6)
students over the same time period.
Illustrated in the table above, the reader will note an increase in Out of District placements between FY23 and FY24,
which was driven by a significant increase in social emotional and behavioral needs. Decreases in placements occur
for several reasons which include: 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 additional Out of District
placements of students pending evaluation of progress and student needs.
The following tables provide information on some of our other significant student populations:MLL and Boston
Resident students.
Our MILL students are students eligible to receive support with their English Language development. The first table
shows the enrollment of the students across the district, and the graph that follows illustrates a growth trend in
enrollment and infers an intensified need for service delivery as a result.
Boston Resident students come to us by way of our participation in the METCO Program, as detailed in the State Grant
section.
7he Superintendent's F Y 2 5 Recommended Budget 71
Year-over-Year Change in Multilingual Learners
18-19
19-20
20-21 11111111111111111111111111111111111111111111111111 21
22-23 36 1 Lo
23-24
io 20 30 40 50 60 70 60
Beginner refers tolanguage level. Students are scored on astandardized test for English proficiency inlistening,
speaking, reading, and writing. Beginners are expected to receive double the amount of ESL instruction (10 hours per
week) asintermediates (5hours per w/eek). Beginners need more support inthe general education classroom, so
their teachers need more coaching and support.
Student Enrollment—Boston Resident Students
9 14 14
10 12 12
TheSuperintendent'oFY2SRecommendedBudget 72
The Superintendent's FY25 Recommended Budget 73
II II Ilf;; II IIC III : Distirict Orgain izationa III Structure
Organizational Chart for Reading Public Schools
An organizational chart of the Reading Public Schools is provided below:
........................................................................................................................................................................................................................................................................................................................................................................... II
IU im ip Iw � •��
,. Y xX IX IX ��. ... wii iq- I n... �I-•,
...........
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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
I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I
The Superintendent's F Y 2 5 Recommended Budget 74
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 members' terms of office expire and become open for re-election. The current membership and terms of
the Reading School Committee are as follows:
Thomas Wise, Chairperson,Term Expires 2025
Erin Gaffen,Vice Chairperson,Term Expires 2026
Shawn Brandt, School Committee Member,Term Expires 2024
Sarah McLaughlin, School Committee Member,Term Expires 2024
Carla Nazzaro, School Committee Member,Term Expires 2026
Charles Robinson, 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.
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 district's
improvement plan, strategic goals,and objectives,to recommend a budget necessary to fund the districts and schools'
strategic initiatives, and to ensure that funding is used to ensure the success of all students. 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. The position is also responsible for coordinating the district's professional development and
7he Superintendent's F Y 2 5 Recommended Budget 75
curriculum planning activities. The Assistant Superintendent of Student Services supervises the Directors of Special
Education, RISE Preschool program, Health Services,the lead social worker and the district's Team Chairs. This position
is also responsible for coordinating the safety protocols within the district. The Assistant Superintendents work closely
to ensure a cohesive and comprehensive system of support, fostering an integrated approach to enhance academic
and student well-being.
Human Resources Director
The Human Resources Director for a school district is responsible for comprehensive oversight of human resource
management. This encompasses recruitment, hiring, and onboarding processes, as well as the development,
implementation,and/or application of policies and procedures related to collective bargain terms,employee relations,
and compliance. Additionally, the Director manages leaves of absences, addresses personnel issues, and collaborates
with school administrators to ensure the district attracts, retains, and supports a diverse and qualified professional
staff, fostering a positive work environment and promoting a culture of excellence and inclusivity.
Director Finance and Operations
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 nutrition,
and use of school property. The Director of Finance and Operations supervises and evaluates the School Nutrition
Director and Network Manager.
District Partnerships
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.
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 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 125/1-95, 193
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
Reading's eight precincts for a total of 192 members. Reading also has a five member Select Board and a Town
Manager.
The municipal government of the Town of Reading is the district's most important partner. We share in the tax
revenues that represent the voters' commitment to a quality of life that values education, public service, and
community engagement. We also share many resources and collaborate to efficiently manage the operations of the
community.
Community Connections Group/Children's Cabinet
7he Superintendent's F Y 2 5 Recommended Budget 76
The members of the Community Resource Group are members of the newly formed Reading Children's Cabinet and
are actively working to improve access for all students. Therefore, the Community Resource Group is being phased
out but the work is continuing. Because of the foundation created by this group the individual members often reach
out to each other for support and resources regarding individual activities and challenges.
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.
7he Superintendent's F Y 2 5 Recommended Budget 77
II II Ilf;; II IIC III II : 3, hIII III Im Ilr Ilii Ilii IIS III Ilii
Setting the stage for the FY25 budget development process was the work conducted by the School Principals and their
school communities to develop the 2023-2024 School Improvement Plans. Overarching themes of providing equitable
and rigorous learning environments are summarized in each School improvement Plan (SIP). Links for each school's SIP
follows below:
Elementary Schools
A. .�Jc. .... .........Ba_rro :s.._�.l .r1l. .n..�:ar..Y...:`�ch.�?.�?l.
.i..r. .h.....M.ea..d w.....E.I.er:1.�.!�.�:�..r.V......:`�c School
J..:.`........... !..1...a...r�:l.....E..�I e r�1 eJ2.12 r.y....`c h�1.o�.,
Middle Schools
C.o.o.l.i.d.gj�....M.!..dd.I.e....`ch.o.oI..
.Wa!i:er S. fP;�rl�er Middle School
................................................................................................................................................................................................
High School
.e a..d.!..!�..�....M. .r�:1.2.r.i..a..1......k:::1..!. .h....:School
The Superintendent's F Y 2 5 Recommended Budget 78
II II Ilf;; II IIC III Ilf;; Acronyms
This section contains some of the acronyms in the Budget Book
• ARP: American Rescue Plan
• DESE: Department of Elementary and Secondary Education (MA)
• EMBARC: Education Meaningful Inclusion, Becoming Independent,Advocacy, Relaxation,and Leisure Activities
Community Integration
• ESL: English As a Second Language
• ESSER: Elementary and Secondary School Emergency Relief Fund
• FDK: Full Day Kindergarten
• FTE: Full Time Equivalent
• IDEA: Individuals with Disabilities Education Act
• IEP: Individualized Education Plan
• LEAD: Language, Executive Functioning, Academics, Determination
• LIFT: Living, Independence, Functional,Transition
• METCO: Metropolitan Council for Educational Opportunity
• MILL: Multilingual Learners
• OOD: Out Of District- refers to students being placed outside of RPS
• REACH: Resiliency, Executive Functioning, Academics, Coping Strategies, Habits of Mind
• RISE: Reading, Integrated School Experience (Preschool Program)
• RPS: Reading Public Schools
• RMHS: Reading Memorial High School
• SAIL: Strategies to Support Academics, Independence, and Life Skills
• SEL: Social Emotional Learning
• SOAR: Social Skills Organizational Skills Academics in Real World Situations
The Superintendent's F Y 2 5 Recommended Budget 79
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Birch Meadow students photographed by community member Alicia Williams
I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I
The Superintendent's F Y 2 5 Recommended Budget 80
OPINE
Town of Reading
Meeting Minutes
Board - Committee - Commission - Council:
Finance Committee
Date: 2023-10-25 Time: 7:00 PM
Building: Reading Public Library Location: Community Room
Address: 64 Middlesex Avenue Session: Forum
Purpose: Financial Forum Version: Draft
Attendees: Members - Present:
Chair Ed Ross (remote), Vice Chair Joe Carnahan, Geoffrey Coram, Endri
Kume, Joe McDonagh (remote), Marianne McLaughlin-Downing, Emily
Sisson, John Sullivan, Mark Zarrow
Members - Not Present:
Others Present:
Senator Jason Lewis, Town Manager Fidel Maltez, Chief Financial Officer
Sharon Angstrom (remote), Community Development Director Andrew
MacNichol, Senior Planner Mary Benedetto, Economic Development Driector
Ben Cares, Assistant Town Manager Matt Kraunelis, Director of Operations
Jayne Wellman (remote),
Select Board Members: Mark Dockser, Chris Haley, Jackie McCarthy
(7:43pm), Karen Gately Herrick (remote)
Carla Nazzaro, Matt Holman, Brook Chipman, Tara Gregory, Andrew
Gregory, Krithica Kantharaj, George Kastoufis (remote), Fausto Garcia
(remote), Tony Darezzo (remote), Laureng (remote), Cathy Zeek (remote),
Christie (remote), Peter (remote), David Zeek (remote), Paul Humphries
(remote), Ilka Walkley (remote), Rob (remote), L E Stone (remote),
Charlotte Sottile (remote)
Minutes Respectfully Submitted By: Jacquelyn LaVerde
Topics of Discussion:
This meeting was held in-person in the Community Room of the Reading Public Library and
remotely via Zoom.
Vice Chair Joe Carnahan called the meeting to order, as Chair Ed Ross was attending the
meeting remotely.
Remarks from Senator Jason Lewis
Senator Jason Lewis commended Reading on its thoughtful and collaborative approach to
local economic development, and for being an early adopter of Chapter 40R Smart Growth
Development. Recently, the Town has received numerous state grants including: a multi-
million dollar project on Route 28; $2.1 million Municipal Vulnerability Preparedness grant
for flood reduction and wetlands restoration; passage of MLP Green Communities bill to
enable Reading to join Green Communities; $500,000 Complete Streets grant for safety
improvements; $250,000 for improvements to Walkers Brook Drive; $25,000 grant for
consultant services to create an arts and culture action plan; two recent housing choice
grants for $95,000 for consultant services to help with implementation of MBTA
Page 1 1
Communities; $100,000 for redevelopment of Newcrossing Road; and $2.6 million Mass
Works grant to help fund intersection, streetscape, and safety improvements along Haven
Street.
In other good news, at the Massachusetts School Building Authority (MSBA) board meeting
today, the MSBA voted to increase the construction reimbursement cap per square foot
from $432 to $605. This will have a huge impact on the Killam School project when it gets
to the project scope and budget approval stage.
Mark Dockser called the Select Board to order at 7:17 pm.
Roll Call: Karen Gately Herrick (remote), Chris Haley, Mark Dockser. (Jackie McCarthy later
joined at 7:43 pm)
Remarks from Town Manager, Fidel Maltez
Town Manager Fidel Maltez welcomed attendees to the shared Financial Forum/Economic
Development Summit. He noted that the Planning staff has been working on the eastern
gateway for quite some time, which has expanded to include Walkers Brook Drive. The
$250,000 grant for Walkers Brook, along with the latest grant received for Newcrossing
Road, are helping to continue that vision. The area shows significant potential for growth,
and is something the Town will continue to advocate and plan for. Aligning these projects
around MBTA Communities would be beneficial. MBTA Communities, which was started
under the Baker administration, is a first step to addressing the housing crisis. Housing
prices have boomed in Reading and the metro Boston area, which has priced middle bracket
people who are trying to enter the housing market out of Reading. Housing capacity needs
to be addressed, as it has a direct impact on affordability. The hope is to create transit-
oriented development focused around the Commuter Rail station, and the MBTA
Communities process can be a tool to increase the housing stock available in Reading.
MBTA Communities Presentation with Community Development Director Andrew
MacNichol and Senior Planner Mary Benedetto
Senior Planner Mary Benedetto outlined factors in the Boston region that has led to the
housing crisis, and how and why the state came to create the law that ensures
municipalities are allowing multi-family housing to be built by-right. Reading does not have
any zoning that currently complies with the new law. Historical changes to zoning were
intended to slow growth and make it more difficult to build new homes.
A review of the 2006 housing master plan stated goals that were perfectly in-line with MBTA
Communities. However, it also predicted that future housing production would be single-
family houses on average half-acre lots, that will likely result in high housing costs and
fewer opportunities for low to moderate income households due to zoning.
Ms. Benedetto provided a detailed explanation of the MBTA Communities law, Reading's
current zoning and why it does not comply with the law, zoning capacity, income needed to
afford a home, housing stock, development by housing type in Reading and compared to
the rest of the state, survey results on multi-family housing, potential locations for the
MBTA Communities compliant district, zoning controls, zoning elements, community
workshop findings, process next steps, and frequently asked questions.
O&A Session on MBTA Communities
Residents were given the opportunity to ask questions. Staff provided answers that
addressed: multi-family and mixed use still allowed under 40R Smart Growth; impact on
schools; promoting and maintaining affordable housing stock; potential for commercial
development in business districts; non-conforming structures and non-conforming lots;
locating the entire district within the half-mile radius of the depot; impact on infrastructure;
and parking requirements.
Discussion on Community Preservation Act
Community Development Director Andrew MacNichol and Economic Development Director
Ben Cares provided an overview of the Community Preservation Act (CPA), and reasons to
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consider its adoption in Reading. The CPA is a property tax surcharge, that can range from
.5% to 3%, with some exemptions that can be considered, that provides direct funding for
Open Space & Recreation, Historic Preservation, and Affordable Housing. For example 1%
surcharge would cost the average Reading taxpayer approximately an additional $84
annually. The state provides a matching distribution to communities who have adopted the
CPA from the Community Preservation Trust Fund.
If the Town opts to adopt CPA, it will first have to build a study group, conduct fact finding,
explore community needs, determine a possible surcharge amount, conduct outreach, and
achieve consensus for adopting. The Town would then vote on a ballot question, and if
adopted, the funds would be overseen by an established Community Preservation
Committee.
On a motion by Mark Dockser, seconded by Karen Gately Herrick, the Select Board voted 4-
0 to adjourn at 9:21 pm
Roll call vote: Karen Gately Herrick - Yes, Mark Dockser - Yes, Chris Haley - Yes, Jackie
McCarthy - Yes.
Future Aaenda Items
Marianne Downing noted that at their last meeting, the Select Board discussed the make-up
of the Town Manager Selection Committee and the possibility of a Finance Committee
member being included. The Select Board decision is not yet finalized, but FINCOM might
need to schedule a meeting to vote on a member for the screening committee.
Approve previous meeting minutes
On a motion by Emily Sisson, seconded by Geoffrey Coram, the Finance Committee
voted 9-0-0 to approve the meeting minutes of October 11, 2023 as presented.
Roll call vote: Joe McDonagh - Yes, Ed Ross - Yes, Geoffrey Coram - Yes, Emily
Sisson - Yes, Marianne Downing - Yes, Mark Zarrow - Yes, John Sullivan - Yes,
Endri Kume - Yes, Joe Carnahan - Yes.
On a motion by Geoffrey Coram, seconded by Emily Sisson, the Finance Committee
voted 9-0-0 to adjourn at 9:27 pm.
Roll call vote: Joe McDonagh - Yes, Ed Ross - Yes, Geoffrey Coram - Yes, Emily
Sisson - Yes, Marianne Downing - Yes, Mark Zarrow - Yes, John Sullivan - Yes,
Endri Kume - Yes, Joe Carnahan - Yes.
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