HomeMy WebLinkAbout2025-01-30 School Committee PacketOpen Session 7:00p.m.
Reading Memorial High School Library
Reading, MA
Reading Public Schools
School Committee Meeting Packet
January 30, 2025
Town of Reading
Meeting Posting with Agenda
This Agenda has been prepared in advance and represents a listing of topics that the chair reasonably anticipates will be discussed
at the meeting. However the agenda does not necessarily include all matters which may be taken up at this meeting.
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2018-07-16 LAG Board - Committee - Commission - Council:
School Committee
Date: 2025-01-30 Time: 7:00 PM
Building: School - Memorial High Location: School Library
Address: 62 Oakland Road Agenda:
Purpose: Open Session
Meeting Called By: Thomas Wise, Chair
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:
7:00 p.m. A. Call to Order
7:00 p.m. B. Public Comment
Focus on Excellence
Consent Agenda
1.Minutes (01-23-2025)
2.Approved FY26 SEEM Collaborative Budget
Accounts Payable Warrant Reports
1. 01-23-2025
Reports
1.Interim Director of Finance and Operations
2.Assistant Superintendent for Learning & Teaching
3.Assistant Superintendent for Student Services
4.Superintendent
5.Student
6.Liaison/Sub-Committee
7:15 p.m. E. New Business
1.SRO Search Process
2.SY 2025-26 Calendar Review and Discussion
8:15 p.m. D. Old Business
1.FY26 Budget – Final Discussion and Vote (A)
8:30 p.m. Adjourn
Join Zoom Meeting
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Town of Reading
Meeting Posting with Agenda
This Agenda has been prepared in advance and represents a listing of topics that the chair reasonably anticipates will be discussed
at the meeting. However the agenda does not necessarily include all matters which may be taken up at this meeting.
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Meeting ID: 833 2469 9313
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Consent Agenda
Reading Public Schools
School Committee Meeting Packet
January 30, 2025
Town of Reading
Meeting Minutes
Page | 1
2016-09-22 LAG Board - Committee - Commission - Council:
School Committee
Date: 2025-01-23 Time: 7:00 PM
Building: School - Memorial High Location: School Library
Address: 62 Oakland Road Session: Open Session
Purpose: Open Session Version: Draft
Attendees: Members - Present:
Tom Wise, Erin Gaffen, Charles Robinson, Shawn Brandt and Carla Nazzaro
Members - Not Present:
Sarah McLaughlin
Others Present:
Interim Director of Finance and Operations Phil Littlehale and
Superintendent Dr. Thomas Milaschewski
Minutes Respectfully Submitted By: Olivia Lejeune on behalf of the chairperson.
Topics of Discussion:
A.Call to Order – Mr. Wise called the meeting to order at approximately 7:00 p.m. to review
the agenda.
Mrs. Gaffen motioned to open the public hearing for the FY26 budget. Seconded by Shawn
Brandt.
Roll Call Vote – Mr. Robinson – yes, Mrs. Nazzaro – yes, Mr. Brandt – yes, Mrs. Gaffen – yes,
Mr. Wise – yes
The vote passed 5-0.
Public Hearing: FY26 Budget Hearing – Geoffrey Coram of Ridge Road commended the
Superintendent and Director of Finance for presenting a level service budget. The following
questions were asked during the budget hearing:
-Can the acronym list be added back to the appendix?
-What would implementing a permanent substitute for each building cost?
-Is there a separate line item for advertising, and what costs does it cover aside from HR
recruitment advertising?
-Why did the equipment budget drop by 25%?
-Why was there a 56% increase in postage and 25% increase in publications this year?
The acronym list will be added back to the budget book. A complete copy of the budget
Q&A can be found here.
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Mrs. Gaffen motioned to close the public hearing for the FY26 budget and return to regular
session. Seconded by Mr. Brandt.
Roll Call Vote – Mr. Robinson – yes, Mrs. Nazzaro – yes, Mr. Brandt – yes, Mrs. Gaffen – yes,
Mr. Wise – yes
The vote passed 5-0.
B. Public Comment – None
Focus on Excellence – None
Consent Agenda
1. Minutes (01-16-2025)
2. Acceptance of FY25 Safe and Supportive Schools Grant Award
Accounts Payable Warrant Reports
1. 01-16-2025
Mrs. Gaffen motioned to approve the consent agenda, seconded by Mr. Robinson.
Roll Call Vote – Mr. Robinson – yes, Mrs. Nazzaro – yes, Mr. Brandt – yes, Mrs. Gaffen – yes,
Mr. Wise – yes
The vote passed 5-0.
Reports
1. Interim Director of Finance and Operations – No report
2. Superintendent – Dr. Milaschewski thanked Mr. Littlehale for actively engaging with
the community and preparing an encouraging budget. He also expressed gratitude
to Kate Finnegan for her support of the finance department as Assistant Business
Manager and for her contributions to the budget.
3. Liaison/Sub-Committee
a. Mr. Robinson – Mr. Robinson announced that he will not be running for re-
election. He expressed his appreciation for the opportunity to work with
the School Committee and the community. Several committee members
shared their gratitude for Mr. Robinson's 18+ years of dedicated service to
the schools and the town.
b. Mrs. Nazzaro – The Killam School Building Committee held a meeting on
January 22nd, during which they received the total project budget, which
will be voted on February 3rd. The total project budget is currently $130
million. Construction costs were initially estimated at $107 million but have
been reduced to $101 million. The best news is that $42 million of the
funding will come from the MSBA. The town's share, before incentives, will
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be approximately $88 million. However, the number that will appear on the
ballot is $130 million. A tax expert will be brought on to provide assistance.
c. Mr. Brandt – No report
d. Mrs. Gaffen – No report
e. Mr. Wise – No report
E. New Business
1. Review of Elected and Appointed Officials Advocacy Rights for Ballot Initiatives
Justin Gomes, legal representative for the schools from Stoneman, Chandler & Miller LLP,
attended the meeting to review the advocacy rights of elected and appointed officials
regarding ballot initiatives. This discussion was particularly significant in relation to the
Killam School Building project and the upcoming vote.
D. Old Business
1. FY26 Budget Discussion
Mr. Wise opened the discussion for any remaining questions related to the FY26 budget.
One item raised for consideration was a proposed state-level minimum wage bill for
teachers and staff, which could impact the FY26 budget. While this is not currently part of
the budget, it is something to keep on the radar.
Another item to consider, potentially for discussion by the policy subcommittee, is a
proposed law requiring districts to implement a policy banning cell phone use. This could be
a topic for future conversations.
Mrs. Gaffen motioned to adjourn, seconded by Mrs. Nazzaro.
Roll Call Vote – Mr. Robinson – yes, Mrs. Nazzaro – yes, Mr. Brandt – yes, Mrs. Gaffen – yes,
Mr. Wise – yes
The vote passed 5-0.
https://www.youtube.com/watch?v=UDtcGt_jdTo
Meeting Adjourned from regular session at approximately 8:01pm.
APPROVED
FY2026 BUDGET
and
Supplemental Material
Presented to SEEM BOARD
December 17, 2024
Approved by SEEM BOARD
January 21, 2025
Catherine Lawson, Executive Director
Gregory Zammuto, Director of Finance and Operations
SEEM COLLABORATIVE
APPROVED FY2026 BUDGET
Table of Contents
Section Page(s)
Introduction i
Mission Statement i
Vision Statement i
Beliefs i
Our Purpose ii
Program Descriptions iii
Services and Therapies Descriptions iv-vi
Budget Highlights vii-xi
Budget Development Timeline xii
School Year Enrollment – Student Count 1
School Year Enrollment FTE (Full Time Equivalency) 2
Five-year School Year Enrollment Summary 3
Extended Year Enrollment 4
Member Tuition and Service Rates 5
Non-Member Tuition and Service Rates 6
Tuition Comparison and Member Cost Avoidance 7
Financial Impact of Recommended School Year Tuition 8
Revenue 9
Staffing FTE 10-12
Salary Scales 13
General Fund Budget- Revenue by Source and Expense by Category 14
Non-General Fund Revenue and Expenses 15
Supplemental Material
Administration 16
TLC 17
Campus 18
Middle 19
Prep 20
Ripley 21
DHOH 22
Food Service 23
Extended Year 24
ABA Fee for Service 25
Assessment Center 26
Assistive Technology Fee for Service 27
Professional Development Fee for Service 28
Tutoring Fee for Service 29
Transitional Service Fee for Service 30
Vision/Mobility Fee for Service 31
Transportation Fee for Service 32
General Fund Expense by Category and Expense by Program 33
General Fund Expense Summary by Line Item 34
Summary Detail Non-General Fund Revenue and Expense 35
i
SEEM COLLABORATIVE
APPROVED FY2026 BUDGET
INTRODUCTION
SEEM Collaborative was founded in 1968 on the premise that local school districts can accomplish more by
working together and conducting, in concert, educational programs and services to supplement and strengthen
existing school programs and services that otherwise would be neither affordable nor accessible.
The SEEM Collaborative is a vibrant example of what can happen when districts, stakeholders, community
members, staff, and parents work together toward a shared vision of quality education for all children.
SEEM Collaborative is comprised of eleven School Districts (Lynnfield, Melrose, North Andover, North Reading,
Reading, Saugus, Stoneham, Wakefield, Wilmington, Winchester, and Woburn) and provides educational services
to students, parents, educators, and specialists.
MISSION STATEMENT
The mission of the SEEM Collaborative is to provide low incidence populations with high quality, cost-efficient
educational programs and services, in the least restrictive environment, that complement and strengthen the
school programs of the member districts.
VISION STATEMENT
1. SEEM’s programs and services enable member districts to extend their capacity to educate students in the
least restrictive environment.
2. SEEM’s programs and services provide access to the Massachusetts Curriculum Frameworks, and support
students to learn the skills that allow them to be productive and successful adults.
3. All students enrolled recognize their strengths and experience success.
4. All students enrolled have access to typically developing peers in the least restrictive environment
possible.
5. Integrated, specialized services are provided to low incidence populations.
6. Member districts, parents, students and other stakeholders involved in students’ lives support, respect,
value and appreciate the consistent high quality of our programs and services.
BELIEFS
We believe in:
1. The ability of all children to learn;
2. The importance of strong mutually supportive relationships among all members of the SEEM community,
including students, parents, staff and district personnel, respecting individual differences and the value of
collaboration and trust;
3. The development of the skills necessary for success in the least restrictive environment while ensuring
access to the full range of the Massachusetts Curriculum Frameworks;
4. The value of high quality, cost effective programming for students which provides the best opportunity
for them to achieve equality of opportunity, full participation, independent living, and economic self-
sufficiency.
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OUR PURPOSE
The Collaborative exists to conduct educational programs and services which shall complement and
strengthen the school programs of member school committees and increase educational opportunities for
children when it is determined that such programs and services can most effectively and economically be
provided on a collaborative basis. The foregoing purpose includes the authority of the Collaborative,
acting through its Board of Directors, to contract with corporations, individuals, associations, agencies,
and/or any other entities in order to obtain and provide services for a member district(s). In addition, the
Collaborative will continue to increase and expand its level of service in general education, occupational-
vocational education, staff development and training, and research and development of innovative
programs. (SEEM Articles of Agreement, 2008, Article 1 -p.3)
Why We Exist...
o To educate, to collaborate, to train, to create.
o To accommodate school-aged students whose needs are so unique that local special education teams
have determined that their needs cannot be met by the local school districts.
o To help each student achieve his/her personal, vocational, and/or educational goals.
o To assist students and families through their transitions from school to life.
o To educate practitioners and parents, through training programs and professional development
activities that are in the forefront of research-based best practices.
o To provide on-site consultation, demonstrations of best practices, and remain available to ensure
transference to the local instructional team.
o To work toward a future where all students will be seen as equally valuable, where all students can
learn, and where all students benefit when they are educated together.
Our purpose is accomplished through the following programs, therapies, and services:
Programs Services and Therapies
Deaf and Hard of Hearing Program
Hurd at Ripley Elementary School Program
SEEM Middle School
Campus Academy Alternative High School
Foundations for Life
Therapeutic Learning Center ~ Elementary
Therapeutic Learning Center ~ Middle School
SEEM Prep Program
Extended Year Program
Adaptive PE
Applied Behavior Analysis (ABA)
Assistive Technology
Assessment and Intervention Center
Audiology
Clinical/Mental Health
English Language Education (ELE)
Hearing
Nursing
Occupational Therapy
Physical Therapy
Psycho-Ed. and School Neuropsychological Assessments
Speech Therapy
Transition and Recreation
Tutoring
Vision and Mobility
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PROGRAM DESCRIPTIONS
Deaf and Hard of Hearing Program
The SEEM Collaborative Deaf and Hard of Hearing Program is a day school that services children in grades
PreK-4 who have moderate, severe, or profound hearing loss. The program’s mission is to prepare
students for a successful transition back to an inclusive setting in their home school district.
Hurd Elementary Program at Ripley School
The Hurd Elementary Program at Ripley School is a therapeutic day school that serves students in grades
K-5 with a variety of social, emotional, behavioral, and learning needs.
Middle School
SEEM Middle School is a co-educational day school that provides therapeutic and educational support to
help students prepare for high school and attain the social and behavioral skills needed to eventually join
the workforce or continue on to higher education opportunities.
Campus Academy High School
Campus Academy High School’s academic and elective programs are aligned with state requirements and
meet the credit requirements of each sending district. As a result, students attending Campus Academy
High are eligible for a high school diploma from their sending districts, provided students complete course
requirements with a passing grade and pass their MCAS tests.
Foundations for Life Program
The Foundations for Life program delivers extended services to students 18 years and older. The
program’s goal is to promote the greatest level of independence possible for each student by providing
community-based transition skills for students who require such training after completing grade 12.
Therapeutic Learning Center
The Therapeutic Learning Center is a public elementary and middle school program for students with
intensive special needs. The school supports and helps students acquire the communication, academic
readiness, community, life skills, and social skills necessary to have a purposeful and independent life, and
strives to help each child reach his or her fullest potential
SEEM Prep Program
SEEM Prep is a public day school for 15-22 year-old students with intensive special needs. The school
provides a functional academic curriculum, along with vocational training, to support development of the
social, academic, and vocational skills students need to transition successfully into their communities as
adults.
Extended Year Program
SEEM Collaborative Extended Year Programs are recommended for students who require additional
academic services to prevent substantial regression during the summer months. Students benefit from
enriched academic, social, and life skills curricula, receiving individualized and small group instruction
based upon their individualized education plans (IEPs). The format and structure of the SEEM
Collaborative Extended Year Programs assist students with a smooth transition into the new school year.
iv
SERVICES AND THERAPIES DESCRIPTIONS
Adaptive PE
Adapted physical education is the art and science of developing and implementing a carefully designed
physical education instructional program for an individual with a disability, based on a comprehensive
assessment, to give the individual the skills necessary for a lifetime of rich leisure, recreation, and sport
experiences to enhance physical fitness and wellness. (Auxter, Pyfer, & Huettig, 2001). The APE teacher is
a certified physical education teacher, who is trained in assessing and working with special needs children.
The APE teacher develops an appropriate physical education plan for individuals with disabilities by
conducting assessments (usually with the physical therapist and/or occupational therapist), that measure
motor competency, physical fitness, play, and leisure, recreation and sport skills. The student(s) APE
program can be provided one-on-one, in a small group, or within the general physical education setting.
Applied Behavior Analysis
Applied Behavior Analysis (ABA) is the science of systematically studying variables that influence behavior
(Sulzer-Azaroff and Mayer,1991). SEEM Collaborative currently employs several Board Certified Behavior
Analysts (BCBAs), who provide and supervise ABA services, for students ages 3-22. Five main areas of
service are provided: consultation to SEEM Collaborative schools; consultation to member and non-
member public school districts; direct and consultative home services; assessments; and ABA-based
training. For more detailed information on services provided, please access our current referral forms.
Assistive Technology
SEEM Collaborative provides Assistive Technology assessments and consultations to member & non-
member districts. Utilizing the SETT Framework, students are assessed to determine what, if any, assistive
technology supports are needed to support access to the Mass Curriculum Frameworks. Classroom
support and training is available as needed. Assistive Technology workshops are also offered.
Auditory
Services include: ongoing consultation with classroom staff on specific speech, language, audition,
academic, and social/emotional needs of the student, providing in-services on hearing equipment
functioning and troubleshooting, providing instruction on environmental and educational
accommodations, communicating with the student's audiologist when needed and when necessary
providing direct assessment and instruction to the student in need.
Assessment and Intervention Center
The Seem Assessment and Intervention Center is an Interim Alternative Educational Setting and Extended
Evaluation site, which provides stabilization and evaluation to aid in determining long term educational
planning. Students participating in an Extended Evaluation are enrolled at the center for up to eight
school weeks. During this time parents/guardians and students can expect a highly structured,
therapeutic educational setting in which each student is carefully evaluated. Our classrooms are designed
to provide a rich academic experience in which each student engages in curriculum as outlined by the
Massachusetts Curriculum Frameworks.
Wraparound Services - Bridge Program
The Bridge Program at SEEM Collaborative is an extension of SEEM’s Assessment and Intervention
Center. Its goal is to assist public school districts with developing increased skills and capacity to
effectively meet the growing needs of students struggling with social and emotional difficulties; to
provide support to families in removing nonacademic barriers to student success, and to support
students directly through crisis intervention and intensive case management. The Bridge Program
provides services in a variety of modalities in the school, home and community setting. The
v
Bridge Program offers Consultation Services, Home Services, Intensive Case Management and
Coordination and School Based Assessments and Direct Services
Multi-Language Education:
SEEM supports English Learners through a variety of services to English Language Learners and their
teachers. Our services include 15EL PDP professional development workshops, SEI Endorsement Courses
for both teachers and administrators, and direct student services and EL assessments for students in our
SEEM programs.
Hearing
Certified Teachers of the Deaf and Speech and Language Pathologists provide in-district consultation and
direct services to students that range from pre-school through high school, (ages 3-22). Our hearing
services span the provision of direct and consultation services as per IEP and 504 plans, completing
evaluations including writing goals and objectives as well as updating student progress. Services,
furthermore, include in-service training for educational teams and/or parents and participation in
educational team meetings as well as training in Signing Exact English (SEE) II.
Occupational Therapy
Specialists evaluate students’ occupational therapy needs and develop goals and objectives to be
considered as part of the IEP process. Service is delivered within an integrated therapies approach with
ongoing consultation with classroom staff.
Physical Therapy
Specialists evaluate students’ physical therapy needs and develop goals and objectives to be considered
as part of the IEP process. Services are delivered within an integrated therapies approach with ongoing
consultation with classroom staff.
Psycho-Educational Assessments
The primary goal of a psycho-educational assessment is to evaluate psychological and academic
functioning to determine the needs for special education placement and services required for effective
remediation. A school neuropsychological evaluation integrates neuropsychological and educational
principles to the assessment and intervention process. The SEEM Assessment and Intervention Center
(SAIC) has strengthened the clinical team with the addition of a full time BCBA, Psychologist and a school
social worker (LCSW) to meet the post-Covid psychiatric needs of our districts.
Speech Therapy
Specialists evaluate students’ speech and language needs and develop goals and objectives to be
considered as part of the IEP process in written evaluation reports. Services are delivered within an
integrated therapies approach, when possible, with ongoing consultation with classroom staff.
Transition and Recreation Services
SEEM Collaborative’s Transition Services Department provides evaluation, consultation and direct student
support in the areas affecting postsecondary outcomes (employment, independent living, and lifelong
learning). Assessments include comprehensive transition evaluations, vocational assessments, and
recreation and leisure assessments. All evaluations consist of a series of formal and informal testing,
interviews and observations. Specific evaluation tools are used based on the individual’s learning style.
Direct services are offered through SEEM’s Recreational Services and School-to-Work programs. The
School-to-Work program provides job development and employment skill training in community settings,
with support of a SEEM Transition Support Instructor. SEEM’s Recreational Services assist youth in
identifying and accessing community leisure and recreational opportunities.
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Tutoring Services/Wilson Tutoring
Tutoring services are provided to students who have medical conditions preventing them from
participating in classroom instruction, or are awaiting placement change. The goal of tutoring is to keep
students as current as possible with their school-work.
Vision and Orientation and Mobility (O&M)
Direct vision services teach compensatory skills, while consultation services to classroom staff include
classroom organization, materials modification, and teaching strategies. O&M instruction is age-
appropriate, individualized training that teaches students with visual impairments to move safely and
independently at home, in schools, and in the community.
Wraparound Services - Bridge Program
The purpose of the Bridge Program at SEEM Collaborative is to assist public school districts with
developing increased skills and capacity to effectively meet the growing needs of students struggling with
social and emotional difficulties; to provide support to families in removing nonacademic barriers to
student success, and to support students directly through crisis intervention and intensive case
management. The Bridge Program provides services in a variety of modalities in the school, home and
community setting. The Bridge Program offers Consultation Services, Home Services, Intensive Case
Management and Coordination and School Based Assessments and Direct Services.
Equity Diversity Inclusion and Belonging (DEIB)
SEEM Collaborative Provides equity services and evaluations to support to districts who are working on
building capacity in the areas of diversity, equity, inclusion, and belonging; including supporting LGBQ/T+
students, shifting sexuality education curriculum to meet the needs of all students, educational equity
across the school, cultural humility, racism and anti-racism in schools, and dis-ableism.
Inclusion Coaching
The inclusion coach provides ongoing job-embedded professional development and coaching
support to identified classrooms at the elementary, middle and high school levels, inclusion
assessment and consultation, parent training sessions, virtual teacher consultation, and
leadership professional development. The Inclusion Coach provides support in areas such as
Universal Design for Learning, inclusive practices, MTSS, executive functioning, relationship
building, and student engagement.
Systemic Consulting and Coaching
SEEM’s EDI Coordinator provides ongoing Professional Development for administrators, teachers,
and paras across all grade levels. Additionally, the EDI Coordinator provides equity lenses to
various processes such as evaluative and non-evaluative walkthroughs alongside building leaders,
providing feedback on curricular choices to teachers, consulting on various disciplinary concerns
where race was a factor, and engaging with community members through forums and working
groups. The EDI Coordinator specializes in restorative justice practices, uses the MASS REDI
Framework and new DESE Administrator & Teacher rubrics to leverage the state's commitment to
DEI in order to support administrators, teachers, and other stakeholders in building more
inclusive and culturally responsive practices.
vii
BUDGET HIGHLIGHTS
The FY26 Budget is set up to build on one section to the next as follows:
Enrollment Headcount
Enrollment FTE (Full Time Equivalency)
Extended Year Enrollment
Tuition and Service Rates
Impact of Tuition Recommendation
Revenue
Staffing FTE
Salary Scales
General Fund Revenue and Expense by Category
Non-General Fund Revenue and Expense
Supplemental Material to the Budget
Individual Program Budgets
Expense Summary by Category and Program
Expense Summary by Line Item
Summary Detail – Non-General Fund
Information from past years is included to provide some history and to be used for comparison purposes.
Included is an Administrative Allocation Expense as an effort to demonstrate true program costs. The allocation
amount is determined based on each program’s percentage of the total budget.
The Budget is presented in accordance with the SEEM Collaborative mission, vision, beliefs and purpose and
reflects the following goals:
Position SEEM Collaborative for continued improvement of educational programs and student
achievement.
Continue to be responsive to our districts’ revolving needs and the needs of an increasingly complex
population of students.
Exercise fiscal responsibility to minimize expenses while maximizing services.
Exist as a viable option to school districts by attracting and retaining qualified staff while offering
competitive salary and benefits.
Use methodology to determine tuition and fee for service rates that is based on determining projected
expenses and projected enrollment, and then establishing tuition and fees at a level that will generate
enough revenue to cover the projected expenses.
viii
Enrollment:
Beginning in FY26 the Assessment and Intervention Center was moved from tuition to service. This was done
because it is not a placement, only placements should be included in enrollments.
School Year Enrollment:
The FY26 Budget is developed to support a projected school- year enrollment of 272 FTE for school-year 180-day
programs, including 58 FTE students with 1:1 support. The student enrollment represents a decrease of 7 FTE
compared to the FY25 budgeted FTE.
Extended Year Program Enrollment:
The FY26 Budget is developed to support a projected extended year enrollment of 200 FTE, including 49 FTE
students with 1:1 support. This represents a decrease of 4 FTE compared to FY25.
FY26
Extended Year
Projected
Enrollment
Campus DHOH Middle Prep Ripley TLC Totals
Member Students 12.00 3.00 9.00 3.00 5.00 0.00 32.00
Member Students with 1:1 0.00 0.00 1.00 3.00 1.00 4.00 9.00
Member Member Totals 12.00 3.00 10.00 6.00 6.00 4.00 41.00
Non-Member Students 30.00 2.00 20.00 25.00 15.00 28.00 120.00
Non-Member Students with 1:1 0.00 2.00 2.00 11.00 5.00 20.00 40.00
Non-Member Non-Member
Totals
30.00 4.00 22.00 36.00 20.00 48.00 160.00
Total Students 42.00 4.00 29.00 28.00 20.00 28.00 151.00
Total Students with 1:1 0.00 2.00 3.00 14.00 6.00 24.00 49.00
Total All Students 42.00 6.00 32.00 42.00 26.00 52.00 200.00
FY26
180-Day Programs
Projected
Enrollment
Campus DHOH Middle Prep Ripley TLC Totals
Member Students 26.00 3.00 12.00 6.00 7.00 2.00 56.00
Member Students with 1:1 0.00 0.00 1.00 4.00 1.00 4.00 10.00
Member Member Totals 26.00 3.00 13.00 10.00 8.00 6.00 66.00
Non-Member Students 52.00 5.00 24.00 29.00 19.00 32.00 161.00
Non-Member Students with 1:1 0.00 2.00 2.00 11.00 6.00 24.00 45.00
Non-Member Non-Member
Totals
52.00 7.00 26.00 40.00 25.00 56.00 206.00
Total Students 78.00 8.00 36.00 35.00 26.00 34.00 217.00
Total Students with 1:1 0.00 2.00 3.00 15.00 7.00 28.00 55.00
Total All Students 78.00 10.00 39.00 50.00 33.00 62.00 272.00
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Tuition Rates
All Tuition Rates are set in accordance with the SEEM Collaborative Articles of Agreement which states that tuition
and service fees will be set at no more than 40% above Member tuitions and fees with a goal of no more than
30% above member rates. For FY26 the average differential between Member and Non-Member is 38.45% for
School Year programs, 37.10% for Extended Year programs, and 24.23% for Services.
Beginning in FY26 the Assessment and Intervention Center was moved from tuition to service. This was done
because it is not a placement, only placements should be included in tuitions.
The tuition rates and the service rates presented in the FY26 Budget reflect the supports needed to accommodate
the increased social emotional needs of the students that are currently enrolled and the social emotional needs of
the students currently being referred to all of our programs.
For FY26 the increase in tuition is greater than it has been over the past several years due to relocation of one
facility and the increase in health insurance. Combined these two expenses increased the budget by $971,174.
The relocation of the facility added 2.37% to the increase and the increase in health insurance costs added 2.60%
to the increase.
FY26 Tuition Increases
180-Day Program Extended Year Program
Member Non-Member Member Non-Member
Beginning Increase 3.97% 3.90% 3.52% 3.52%
Additional Increase – Related to
Relocation
2.37% 2.37% 2.37%
2.37%
Additional Increase – Related to
Health Insurance
2.60% 2.60% 2.60% 2.60%
FY26 8.94% 8.87% 8.49% 8.49%
The FY26 Budget includes the following tuition rates:
FY26 Tuition - School Year
Member Non-Member
180-Day Program – All Programs $59,220 $81.990
FY26 Tuition - Extended Year
Member Non-Member
Extended Year – All Programs $6,900 $9,460
x
Staffing FTE:
The staffing FTE budgeted for FY26 is 275.90 which reflects a net increase of .67 FTE compared to the FY25
budgeted staffing FTE of 275.23.
The changes include:
FTE Changes by Location/Program
Location/Program
FTE Net
Change
Assessment Center -0.5
Campus 2.06
DHOH -5.13
Middle School 2.2
Prep 1.29
Ripley -0.6
TLC 2.35
Transition -1
Total Net Change 0.67
FTE Changes by Position Category:
Change in Title:
If enrollment projections are exceeded or not met adjustments to staffing will be made if possible dependent on
IEPs in place at the time.
Position Category
FTE Net
Change
Added/Reduced
Teacher 3.0 Added
Nurse .10 Added
Aide -2.22 Reduced
Secretary .94 Reduced
Specialized Instructional Support .73 Added
Net Change .67 Added
Position
FTE Net
Change
Added/Reduced/Change Note:
Program Administrator
1.0 Change in Title
FTE was not added, this was a change in
title from Behavior Support Specialist to
Assistant Principal.
xi
REVENUE
The general fund projected revenue for FY26 is $45,777,260. This amount represents an increase of $8,975,538;
an increase of 24.39% compared to FY25 budgeted projected revenue. Included are the following significant
increases:
Revenue Increases:
Account Amount Note
Services (Net Change) $270,540 Based on projected referrals
Transportation $7,680,000 Based on projected utilization and rate increases
Tuition (Net Change) $1,024,998 Based on projected enrollment and tuition rates
EXPENSE
The general fund projected expense amount for FY26 is $45,777,260. This represents an increase of $8,975,538;
an increase of 24.39% compared to the FY25 budgeted projected expense. Included are the following significant
reductions and increases:
Expense Reductions:
Account Amount Note
Contracted Services $85,196 Related to less reliance on staffing agencies
Expense Increases:
Account Amount Note
Benefits Health Insurance $508,792 Related to increase in usage of agencies
Building Maintenance $53,267 Related to contract cleaning and repairs
Building Rent $325,010 Related to new facility
Payroll - Step Increases $337,246 Step Increases for 126 employees
Payroll - Net change for staffing and
3.74% increase to salary scales based
on average of Member increases
$394,235 Accounts for staffing changes and
increase to Salary Scales
Transportation $7,352,600 Related to increase in participation and rates
SEEM Collaborative has and will continue to explore and identify additional cost avoidance opportunities, expense
reductions and additional funding opportunities so that it can continue with the goal of having the least amount
of financial impact on districts while providing high quality services.
xii
FY26 BUDGET DEVELOPMENT TIMELINE
ACTION DEADLINE
1. Budget Development Memo and Worksheets sent
to Principals and Program Directors.
September 6, 2024
2. Budget worksheets are submitted from Principals
and Program Directors to Director of Finance and
Operations for review.
October 18, 2024
3. Budget meetings between Principals and Program
Directors, Executive Director and to Director of
Finance and Operations.
November 15, 2024
4. Changes (in necessary) to budget worksheets are
submitted from Principals and Program Directors
to Director of Finance and Operations.
November 22, 2024
5. Executive Director and Director of Finance and
Operations meet with Finance Sub-Committee.
December 10, 2024
6. Executive Director and Director of Finance and
Operations present budget to the Board of
Directors.
December 17, 2024
7. The Board of Directors approve the budget.
March 25, 2025
8. The Treasurer certifies and transmits budget.
June 30, 2025
FY26 Projected Enrollment Campus DHOH Middle Prep Ripley TLC Totals
Member Students 27 3 12 4 6 3 55
Member Students with 1:1 0 0 1 5 1 4 11
Member Member Totals 27 3 13 9 7 7 66
Non-Member Students 53 5 25 30 20 33 166
Non-Member Students with 1:1 0 2 2 12 7 24 47
Non-Member Non-Member Totals 53 7 27 42 27 57 213
Total Students 80 8 37 34 26 36 221
Total Students with 1:1 0 2 3 17 8 28 58
Total All Students 80 10 40 51 34 64 279
FY25 Projected Enrollment Campus DHOH Middle Prep Ripley TLC Totals
Member Students 28 1 15 5 6 3 58
Member Students with 1:1 0 1 0 5 0 6 12
Member Member Totals 28 2 15 10 6 9 70
Non-Member Students 54 8 29 33 20 33 177
Non-Member Students with 1:1 0 4 0 12 8 24 48
Non-Member Non-Member Totals 54 12 29 45 28 57 225
Total Students 82 9 44 38 26 36 235
Total Students with 1:1 0 5 0 17 8 30 60
Total All Students 82 14 44 55 34 66 295
FY24 Actual Enrollment Campus DHOH Middle Prep Ripley TLC Totals
Member Students 26 2 14 6 7 1 56
Member Students with 1:1 0 0 0 5 1 4 10
Member Member Totals 26 2 14 11 8 5 66
Non-Member Students 68 10 25 31 21 31 186
Non-Member Students with 1:1 0 3 2 10 11 23 49
Non-Member Non-Member Totals 68 13 27 41 32 54 235
Total Students 94 12 39 37 28 32 242
Total Students with 1:1 0 3 2 15 12 27 59
Total All Students 94 15 41 52 40 59 301
Change - Current Year to Next Year Campus DHOH Middle Prep Ripley TLC Totals
Member Students -1 2 -3 -1 0 0 -3
Member Students with 1:1 0 -1 1 0 1 -2 -1
Member Member Totals -1 1 -2 -1 1 -2 -4
Non-Member Students -1 -3 -4 -3 0 0 -11
Non-Member Students with 1:1 0 -2 2 0 -1 0 -1
Non-Member Non-Member Totals -1 -5 -2 -3 -1 0 -12
Total Students -2 -1 -7 -4 0 0 -14
Total Students with 1:1 0 -3 3 0 0 -2 -2
Total All Students -2 -4 -4 -4 0 -2 -16
The following provides the projected student count for FY26, the projected student count for FY25, the actual number of students
that were enrolled in SEEM during the FY24 School Year, and the change from the current year to next year.
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SCHOOL YEAR ENROLLMENT - STUDENT COUNT
1
FY26 Projected Enrollment Campus DHOH Middle Prep Ripley TLC Totals
Member Students 26.00 3.00 12.00 6.00 7.00 2.00 56.00
Member Students with 1:1 0.00 0.00 1.00 4.00 1.00 4.00 10.00
Member Member Totals 26.00 3.00 13.00 10.00 8.00 6.00 66.00
Non-Member Students 52.00 5.00 24.00 29.00 19.00 32.00 161.00
Non-Member Students with 1:1 0.00 2.00 2.00 11.00 6.00 24.00 45.00
Non-Member Non-Member Totals 52.00 7.00 26.00 40.00 25.00 56.00 206.00
Total Students 78.00 8.00 36.00 35.00 26.00 34.00 217.00
Total Students with 1:1 0.00 2.00 3.00 15.00 7.00 28.00 55.00
Total All Students 78.00 10.00 39.00 50.00 33.00 62.00 272.00
FY25 Projected Enrollment Campus DHOH Middle Prep Ripley TLC Totals
Member Students 26.00 1.00 13.00 4.00 5.00 2.00 51.00
Member Students with 1:1 0.00 1.00 0.00 5.00 0.00 6.00 12.00
Member Member Totals 26.00 2.00 13.00 9.00 5.00 8.00 63.00
Non-Member Students 52.00 8.00 27.00 30.00 19.00 32.00 168.00
Non-Member Students with 1:1 0.00 4.00 0.00 12.00 8.00 24.00 48.00
Non-Member Non-Member Totals 52.00 12.00 27.00 42.00 27.00 56.00 216.00
Total Students 78.00 9.00 40.00 34.00 24.00 34.00 219.00
Total Students with 1:1 0.00 5.00 0.00 17.00 8.00 30.00 60.00
Total All Students 78.00 14.00 40.00 51.00 32.00 64.00 279.00
FY24 Enrollment Campus DHOH Middle Prep Ripley TLC Totals
Member Students 20.49 1.94 11.72 5.29 6.36 0.17 45.97
Member Students with 1:1 0.00 0.00 0.00 5.08 1.00 3.06 9.14
Member Member Totals 20.49 1.94 11.72 10.37 7.36 3.23 55.11
Non-Member Students 56.08 8.66 21.37 28.92 20.28 30.72 166.03
Non-Member Students with 1:1 0.00 3.00 2.00 10.74 10.82 21.81 48.37
Non-Member Non-Member Totals 56.08 11.72 23.37 39.66 31.10 52.53 214.46
Total Students 76.57 10.60 33.09 34.21 26.64 30.89 212.00
Total Students with 1:1 0.00 3.00 2.00 15.82 11.82 24.87 57.51
Total All Students 76.57 13.60 35.09 50.03 38.46 55.76 269.51
Change - Current Year to Next Year Campus DHOH Middle Prep Ripley TLC Totals
Member Students 0 2 -1 2205
Member Students with 1:1 0 -1 1 -1 1 -2 -2
Member Member Totals 0 1 0 1 3 -2 3
Non-Member Students 0 -3 -3 -1 0 0 -7
Non-Member Students with 1:1 0 -2 2 -1 -2 0 -3
Non-Member Non-Member Totals 0 -5 -1 -2 -2 0 -10
Total Students 0 -1 -4 1 2 0 -2
Total Students with 1:1 0 -3 3 -2 -1 -2 -5
Total All Students 0 -4 -1 -1 1 -2 -7
The following provides the budgeted projected student full time equivalency (FTE) based on present enrollment, expected returning students and past
trends for FY26 and FY25, the actual student enrollment FTE for FY24, and the change from the current year to next year.
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SCHOOL YEAR ENROLLMENT - STUDENT FTE
2
FY20 FY21 FY22 FY23 FY24
Member 67.30 61.57 64.21 55.18 55.11
Non-Member 213.25 215.97 212.86 210.28 214.09
Total 280.55 277.54 277.07 265.46 269.20
FY20 FY21 FY22 FY23 FY24
Member 23.99%22.18%23.17%20.79%20.47%
Non-Member 76.01%77.82%76.83%79.21%79.53%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
FIVE-YEAR SCHOOL YEAR ENROLLMENT - STUDENT FTE SUMMARY
ENROLLMENT FTE
PERCENTAGE MEMBER AND NON-MEMBER STUDENT FTE
67.30 61.57 64.21 55.18 55.11
213.25 215.97 212.86 210.28 214.09
FY20 FY21 FY22 FY23 FY24
Student Enrollment FTE
Total Member and Non-Member
Member Non-Member
23.99%22.18%23.17%20.79%20.47%
76.01%77.82%76.83%79.21%79.53%
FY20 FY21 FY22 FY23 FY24
Student Enrollment FTE
Percentage of Member and Non-Member
Member Non-Member
3
FY26 Projected Enrollment Campus DHOH Middle Prep Ripley TLC Totals
Member Students 12.00 3.00 9.00 3.00 5.00 0.00 32.00
Member Students with 1:1 0.00 0.00 1.00 3.00 1.00 4.00 9.00
Member Member Totals 12.00 3.00 10.00 6.00 6.00 4.00 41.00
Non-Member Students 30.00 2.00 20.00 25.00 15.00 28.00 120.00
Non-Member Students with 1:1 0.00 2.00 2.00 11.00 5.00 20.00 40.00
Non-Member Non-Member Totals 30.00 4.00 22.00 36.00 20.00 48.00 160.00
Total Students 42.00 4.00 29.00 28.00 20.00 28.00 151.00
Total Students with 1:1 0.00 2.00 3.00 14.00 6.00 24.00 49.00
Total All Students 42.00 6.00 32.00 42.00 26.00 52.00 200.00
FY25 Enrollment Campus DHOH Middle Prep Ripley TLC Totals
Member Students 15.00 2.00 10.00 3.00 6.00 0.00 36.00
Member Students with 1:1 0.00 0.00 1.00 3.00 0.00 5.00 9.00
Member Member Totals 15.00 2.00 11.00 6.00 6.00 5.00 45.00
Non-Member Students 36.00 5.00 16.00 22.00 12.00 22.00 113.00
Non-Member Students with 1:1 0.00 3.00 3.00 10.00 8.00 22.00 46.00
Non-Member Non-Member Totals 36.00 8.00 19.00 32.00 20.00 44.00 159.00
Total Students 51.00 7.00 26.00 25.00 18.00 22.00 149.00
Total Students with 1:1 0.00 3.00 4.00 13.00 8.00 27.00 55.00
Total All Students 51.00 10.00 30.00 38.00 26.00 49.00 204.00
FY24 Enrollment Campus DHOH Middle Prep Ripley TLC Totals
Member Students 11.00 2.00 12.00 4.00 5.00 0.00 34.00
Member Students with 1:1 0.00 0.00 0.00 5.00 1.00 4.00 10.00
Member Member Totals 11.00 2.00 12.00 9.00 6.00 4.00 44.00
Non-Member Students 29.00 8.00 16.00 28.00 14.00 27.00 122.00
Non-Member Students with 1:1 0.00 3.00 2.00 8.00 8.00 20.00 41.00
Non-Member Non-Member Totals 29.00 11.00 18.00 36.00 22.00 47.00 163.00
Total Students 40.00 10.00 28.00 32.00 19.00 27.00 156.00
Total Students with 1:1 0.00 3.00 2.00 13.00 9.00 24.00 51.00
Total All Students 40.00 13.00 30.00 45.00 28.00 51.00 207.00
Change - Current Year to Next Year Campus DHOH Middle Prep Ripley TLC Totals
Member Students -3 1 -1 0 -1 0 -4
Member Students with 1:1 0 0 0 0 1 -1 0
Member Member Totals -3 1 -1 0 0 -1 -4
Non-Member Students -6 -3 4 3367
Non-Member Students with 1:1 0 -1 -1 1 -3 -2 -6
Non-Member Non-Member Totals -6 -4 3 4041
Total Students -9 -2 3 3263
Total Students with 1:1 0 -1 -1 1 -2 -3 -6
Total All Students -9 -3 2 4 0 3 -3
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
EXTENDED YEAR ENROLLMENT
The following provides the budgeted projected Extended Year Program student enrollment for FY26, actual Extended Year Program
student enrollment for FY25 and FY24, , and the change from the current year to next year.
4
SCHOOL YEAR TUITION Annual Daily
Campus $59,220.00 $329.00
DHOH $59,220.00 $329.00
Middle $59,220.00 $329.00
Prep $59,220.00 $329.00
Ripley $59,220.00 $329.00
TLC $59,220.00 $329.00
EXTENDED YEAR TUITION Annual Daily
Extended Year - Campus $6,900.00 $345.00
Extended Year - DHOH $6,900.00 $345.00
Extended Year - Middle $6,900.00 $345.00
Extended Year - Prep $6,900.00 $345.00
Extended Year - Ripley $6,900.00 $345.00
Extended Year - TLC $6,900.00 $345.00
AIDE Annual Daily
1:1 Aide $49,140.00 $273.00
SERVICES and THERAPIES
ABA Home Service $100 Hourly
Adaptive PE - Evaluation and Consultation - Individual $154 Hourly
Adaptive PE - Evaluation and Consultation - Group (up to 5 participants)$616 Hourly
Assistive Technology - Evaluation and Consultation $154 Hourly
SEEM Assessment and Intervention Center - Extended Evaluation (Daily Rate without 1:1)$392 Daily
SEEM Assessment and Intervention Center - Extended Evaluation (Daily Rate with 1:1)$665 Daily
BCBA Home and District Service $154 Hourly
Hearing and Speech - Consultation and Direct Services $154 Hourly
English Language Education (ELL) - Consult/Coaching/Prog. Eval./Screening/Assessment $154 Hourly
English Language Education (ELL) - Direct ELL Instruction $100 Hourly
Equity $154 Hourly
OT/PT/SLP $154 Hourly
Risk Assessments $3,675 Flat Rate
Scoring of Assessments $163 Hourly
Bridge Program - Social Worker/School Psychologist $154 Hourly
Bridge Program - Psychologist $194 Hourly
Transition Services - Consultation - Transition Specialist $154 Hourly
Transition Services - Direct Service - School to Work $100 Hourly
Transition Services - Postsecondary Assessment $1,124 Flat Rate
Transition Services - Student Vocational Assessment $769 Flat Rate
Tutoring - Consultation $154 Hourly
Tutoring - Direct Service $100 Hourly
Tutoring - Group (up to 5 participants)$400 Hourly
Tutoring - On-Line Service (weekly - four week minimum)$320 Flat Rate
Tutoring - Wilson $116 Hourly
Tutoring - Wilson - Group (up to 5 participants)$464 Hourly
Vision and Mobility $154 Hourly
$548
$1,067
$1,621
$3,245
Notes:
2. Extended Year - is in session Monday through Friday
4+ to 6 hour training (Additional cost of training materials might apply if required.)
15 PDPs Course - 30 participants maximum. (Additional cost of training materials might apply if required.)
2+ to 4 hour training (Additional cost of training materials might apply if required.)
3. EYP tuitions include group therapies. Sending district will be billed at the hourly rate for individual therapies.
July 7th to August 1st
Pricing is a flat rate and includes prep time
1 to 2 hour training (Additional cost of training materials might apply if required.)
In District Trainings (Paid by District)
SEEM COLLABORATIVE
MEMBER - Tuition and Service Rates - Effective 7/1/2025
FY2026 APPROVED BUDGET
1. All School Year tuitions include up to three hours of therapies. The sending district will be billed at the hourly rate for therapies that exceed three hours.
5
SCHOOL YEAR TUITION Annual Daily
Campus $81,990.00 $455.50
DHOH $81,990.00 $455.50
Middle $81,990.00 $455.50
Prep $81,990.00 $455.50
Ripley $81,990.00 $455.50
TLC $81,990.00 $455.50
EXTENDED YEAR TUITION Annual Daily
Extended Year - Campus $9,460.00 $473.00
Extended Year - DHOH $9,460.00 $473.00
Extended Year - Middle $9,460.00 $473.00
Extended Year - Prep $9,460.00 $473.00
Extended Year - Ripley $9,460.00 $473.00
Extended Year - TLC $9,460.00 $473.00
AIDE Annual Daily
1:1 Aide $49,140.00 $273.00
SERVICES and THERAPIES
ABA Home Service $123 Hourly
Adaptive PE - Evaluation and Consultation - Individual $191 Hourly
Adaptive PE - Evaluation and Consultation - Group (up to 5 participants)$764 Hourly
Assistive Technology - Evaluation and Consultation $191 Hourly
SEEM Assessment and Intervention Center - Extended Evaluation (Daily Rate without 1:1)$539 Daily
SEEM Assessment and Intervention Center - Extended Evaluation (Daily Rate with 1:1)$812 Daily
BCBA Home and District Service $191 Hourly
Hearing and Speech - Consultation and Direct Services $191 Hourly
English Language Education (ELL) - Consult/Coaching/Prog. Eval./Screening/Assessment $191 Hourly
English Language Education (ELL) - Direct ELL Instruction $123 Hourly
Equity $191 Hourly
OT/PT/SLP $191 Hourly
Risk Assessments $4,541 Flat Rate
Scoring of Assessments $202 Hourly
Bridge Program - Social Worker/School Psychologist $191 Hourly
Bridge Program - Psychologist $240 Hourly
Transition Services - Consultation - Transition Specialist $191 Hourly
Transition Services - Direct Service - School to Work $123 Hourly
Transition Services - Postsecondary Assessment $1,393 Flat Rate
Transition Services - Student Vocational Assessment $953 Flat Rate
Tutoring - Consultation $191 Hourly
Tutoring - Direct Service $123 Hourly
Tutoring - Group (up to 5 participants)$492 Hourly
Tutoring - On-Line Service (weekly - four week minimum)$397 Flat Rate
Tutoring - Wilson $144 Hourly
Tutoring - Wilson - Group (up to 5 participants)$576 Hourly
Vision and Mobility $191 Hourly
$648
$1,267
$1,921
$3,845
Notes:
2. Extended Year - is in session Monday through Friday
3. EYP tuitions include group therapies. Sending district will be billed at the hourly rate for individual therapies.
July 7th to August 1st
SEEM COLLABORATIVE
NON-MEMBER - Tuition and Service Rates - Effective 7/1/2025
FY2026 APPROVED BUDGET
In District Trainings (Paid by District)
4+ to 6 hour training (Additional cost of training materials might apply if required.)
Pricing is a flat rate and includes prep time
1 to 2 hour training (Additional cost of training materials might apply if required.)
15 PDPs Course - 30 participants maximum. (Additional cost of training materials might apply if required.)
2+ to 4 hour training (Additional cost of training materials might apply if required.)
1. All School Year tuitions include up to three hours of therapies. The sending district will be billed at the hourly rate for therapies that exceed three hours.
6
Member District Students Aides Expense
as Member
Expense if enrolled
in Comparable
Private Programs
Member
Cost Avoidance
Lynnfield 4 $236,880 $379,515 $142,635
Melrose 6 $355,320 $569,273 $213,953
Reading 5 1 $345,240 $523,534 $178,294
Saugus 5 1 $345,240 $523,534 $178,294
Stoneham 5 1 $345,240 $523,534 $178,294
Wakefield 2 $118,440 $189,758 $71,318
Wilmington 6 1 $404,460 $618,413 $213,953
Winchester 4 1 $286,020 $428,655 $142,635
Woburn 16 6 $1,242,360 $1,812,900 $570,540
North Reading 6 1 $404,460 $618,413 $213,953
North Andover 1 $59,220 $94,879 $35,659
Totals 60 12 $4,142,880 $6,282,406 $2,139,526
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
TUITION COMPARISON and MEMBER TUITION COST AVOIDANCE
As a result of membership, Member Districts have a combined total tuition cost avoidance of $2,139,526 projected
for FY26 based on current enrollment (November 30, 2024), project tuition rates, and the projected FY26 Private
Program Special Education rates.
Member Tuition Cost Avoidance
DHOH TLC PreK-
5 Ripley TLC 6-9
SEEM
Middle
SEEM
Prep Campus
SEEM
Member
Tuition
$59,220 $59,220 $59,220 $59,220 $59,220 $59,220 $59,220
SEEM
Non- Member
Tuition
$81,990 $81,990 $81,990 $81,990 $81,990 $81,990 $81,990
Average Tuition
of Comparable
Private Programs
$94,879 $118,395 $91,915 $118,395 $110,519 $119,021 $108,245
$40,000
$70,000
$100,000
$130,000
FY2026 Tuition Comparison
SEEM Compared to the Average of Comparable Private Programs
SEEM
Member
Tuition
SEEM
Non- Member
Tuition
Average Tuition
of Comparable
Private Programs
7
District Member Student Count Projected Projected Projected Projected Projected Number
Status as of 11/30/24 FY25 Tuition FY26 Tuition Financial Impact % Change of 1:1 Aides
Lynnfield Member 2 $108,720 $118,440 $9,720 8.94%
Melrose Member 6 $326,160 $355,320 $29,160 8.94%
North Andover Member 1 $54,360 $59,220 $4,860 8.94%
North Reading Member 6 $372,780 $404,460 $31,680 8.50%1
Reading Member 5 $318,420 $345,240 $26,820 8.42%1
Saugus Member 4 $264,060 $286,020 $21,960 8.32%1
Stoneham Member 5 $318,420 $345,240 $26,820 8.42%1
Wakefield Member 2 $108,720 $118,440 $9,720 8.94%
Wilmington Member 6 $372,780 $404,460 $31,680 8.50%1
Winchester Member 4 $264,060 $286,020 $21,960 8.32%1
Woburn Member 16 $1,149,480 $1,242,360 $92,880 8.08%6
Acton/Boxborough Non-Member 1 $75,240 $81,990 $6,750 8.97%
Andover Non-Member 1 $121,860 $131,130 $9,270 7.61%1
Arlington Non-Member 3 $272,340 $295,110 $22,770 8.36%1
Belmont Non-Member 2 $197,100 $213,120 $16,020 8.13%1
Beverly Non-Member 7 $573,300 $623,070 $49,770 8.68%1
Billerica Non-Member 4 $300,960 $327,960 $27,000 8.97%
Boston Non-Member 4 $300,960 $327,960 $27,000 8.97%
Burlington Non-Member 4 $300,960 $327,960 $27,000 8.97%
Cambridge Non-Member 3 $225,720 $245,970 $20,250 8.97%
Chelsea Non-Member 29 $2,788,020 $3,016,530 $228,510 8.20%13
Concord Non-Member 1 $75,240 $81,990 $6,750 8.97%
Danvers Non-Member 4 $440,820 $475,380 $34,560 7.84%3
Everett Non-Member 16 $1,623,420 $1,754,100 $130,680 8.05%9
Framingham Non-Member 2 $150,480 $163,980 $13,500 8.97%
Georgetown Non-Member 1 $75,240 $81,990 $6,750 8.97%
Gloucester Non-Member 7 $619,920 $672,210 $52,290 8.43%2
Hamilton-Wenham Non-Member 1 $121,860 $131,130 $9,270 7.61%1
Haverhill Non-Member 3 $225,720 $245,970 $20,250 8.97%
Lawrence Non-Member 2 $150,480 $163,980 $13,500 8.97%
Lexington Non-Member 4 $300,960 $327,960 $27,000 8.97%
Lowell Non-Member 2 $150,480 $163,980 $13,500 8.97%
Lynn Non-Member 19 $1,616,040 $1,754,370 $138,330 8.56%4
Malden Non-Member 10 $938,880 $1,016,460 $77,580 8.26%4
Marblehead Non-Member 3 $225,720 $245,970 $20,250 8.97%
Masconomet Non-Member 2 $150,480 $163,980 $13,500 8.97%
Medford Non-Member 2 $197,100 $213,120 $16,020 8.13%1
Methuen Non-Member 6 $451,440 $491,940 $40,500 8.97%
Natick Non-Member 1 $75,240 $81,990 $6,750 8.97%
New Bedford Non-Member 1 $75,240 $81,990 $6,750 8.97%
Newburyport Non-Member 1 $75,240 $81,990 $6,750 8.97%
Newton Non-Member 1 $75,240 $81,990 $6,750 8.97%
Peabody Non-Member 10 $845,640 $918,180 $72,540 8.58%2
Pelham NH Non-Member 1 $121,860 $131,130 $9,270 7.61%1
Revere Non-Member 32 $2,734,020 $2,967,660 $233,640 8.55%7
Rockport Non-Member 1 $75,240 $81,990 $6,750 8.97%
Salem Non-Member 6 $544,680 $590,220 $45,540 8.36%2
Somerville Non-Member 4 $300,960 $327,960 $27,000 8.97%
Sudbury Non-Member 1 $75,240 $81,990 $6,750 8.97%
Swampscott Non-Member 2 $150,480 $163,980 $13,500 8.97%
Tewksbury Non-Member 4 $394,200 $426,240 $32,040 8.13%2
Winthrop Non-Member 2 $197,100 $213,120 $16,020 8.13%1
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
Financial Impact of Recommended School Year Tuition Based on Current Headcount
The following chart provides an example of the full school year tuition impact based on recommended tuition rates for FY26 using the
current student headcount (November 30, 2024) for 180-day school-year programs. If all things remained constant, the tuition and Aide
impact would be as indicated below.
8
FY24
ACTUAL
FY25
BUDGET
FY26
BUDGET +/- % Change
Tuition Revenue (Member Districts)
Campus $1,062,432 $1,413,360 $1,539,720 $126,360 8.94%
DHOH $100,800 $155,340 $177,660 $22,320 14.37%
Middle $607,968 $706,680 $819,000 $112,320 15.89%
Prep $775,962 $722,340 $788,760 $66,420 9.20%
Ripley $431,118 $271,800 $522,900 $251,100 92.38%
TLC $311,139 $714,600 $551,880 ($162,720) -22.77%
Total Tuition Revenue (Member Districts)$3,289,419 $3,984,120 $4,399,920 $415,800 10.44%
Tuition Revenue (Non-Member Districts)
Campus $4,017,412 $3,912,480 $4,263,480 $351,000 8.97%
DHOH $976,342 $1,089,360 $672,210 ($417,150) -38.29%
Middle $1,768,346 $2,031,480 $2,230,020 $198,540 9.77%
Prep $3,312,323 $3,719,520 $3,820,140 $100,620 2.71%
Ripley $2,743,358 $2,404,440 $2,344,590 ($59,850) -2.49%
TLC $4,799,971 $5,332,320 $5,770,800 $438,480 8.22%
Total Tuition Revenue (Non-Member Districts)$17,617,752 $18,489,600 $19,101,240 $611,640 3.31%
Extended Year Tuition Revenue
Extended Year Revenue - Campus $297,802 $337,920 $366,600 $28,680 8.49%
Extended Year Revenue - Hearing $119,300 $96,580 $67,940 ($28,640) -29.65%
Extended Year Revenue - Middle $232,150 $238,000 $291,220 $53,220 22.36%
Extended Year Revenue - Prep $414,238 $434,620 $447,760 $13,140 3.02%
Extended Year Revenue - Ripley $266,380 $221,680 $258,800 $37,120 16.74%
Extended Year Revenue - TLC $624,396 $700,442 $594,480 ($105,962) -15.13%
Total Extended Year Tuition Revenue $1,954,266 $2,029,242 $2,026,800 ($2,442) -0.12%
Total Tuition Revenue $22,861,437 $24,502,962 $25,527,960 $1,024,998 4.18%
Membership-Interest-Other Revenue
Membership Fee $60,500 $60,500 $60,500 $0 0.00%
Interest $208,539 $200,000 $200,000 $0 0.00%
Other Revenue $269,497 $25,000 $25,000 $0 0.00%
Total Membership-Interest-Other Revenue $538,536 $285,500 $285,500 $0 0.00%
Food Services Revenue
Food Service Reimbursement and Sales $226,269 $215,000 $215,000 $0 0.00%
Total Food Services Revenue $226,269 $215,000 $215,000 $0 0.00%
Transportation Revenue
Transportation $10,923,813 $9,700,000 $17,380,000 $7,680,000 79.18%
Total Transportation Revenue $10,923,813 $9,700,000 $17,380,000 $7,680,000 79.18%
Services Revenue
Fee for Service - ABA $546,472 $683,000 $600,000 ($83,000) -12.15%
Fee for Service - Adaptive PE $75,012 $60,000 $80,000 $20,000 33.33%
Fee for Service - Assistive Technology $19,705 $7,500 $10,000 $2,500 33.33%
Fee for Service - Assessment and Intervention - Extended Eval. $665,796 $622,760 $660,800 $38,040 6.11%
Fee for Service - Assessment and Intervention - Services $141,680 $135,000 $200,000 $65,000 0.00%
Fee for Service - DHOH $118,684 $72,000 $123,000 $51,000 70.83%
Fee for Service - Professional Development $182,258 $140,000 $155,000 $15,000 10.71%
Fee for Service - Transition Service $98,615 $63,000 $50,000 ($13,000) -20.63%
Fee for Service - Tutoring Service $282,776 $88,000 $225,000 $137,000 155.68%
Fee for Service - Vision/Mobility $120,006 $102,000 $125,000 $23,000 22.55%
Fee for Service - Other Services $115,681 $125,000 $140,000 $15,000 12.00%
Total Services Revenue $2,366,685 $2,098,260 $2,368,800 $270,540 12.89%
Total Revenue $36,916,740 $36,801,722 $45,777,260 $8,975,538 24.39%
REVENUE
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
9
FY25 FY25 FY26 Budget Budget
Budget Current Budget to Budget to Current
Position Position Category FTE FTE FTE FTE FTE
Administration
Accounting Administrator Non-Instructional Support 1.00 1.00 1.00 0.00 0.00
Behavior Analyst and Equity Specialist Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Data Specialist Non-Instructional Support 0.00 0.00 0.00 0.00 0.00
Computer Technician Non-Instructional Support 2.00 2.00 2.00 0.00 0.00
Coordinator of Equity Services Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Director of Finance and Operations Administrator 1.00 1.00 1.00 0.00 0.00
ELL Coordinator Specialized Instructional Support Personnel 0.00 0.00 0.00 0.00 0.00
Director of Transition Services Program Administration 1.00 1.00 1.00 0.00 0.00
ELL Teacher Teacher 1.00 1.00 1.00 0.00 0.00
Executive Administrative Assistant Non-Instructional Support 0.00 0.00 0.00 0.00 0.00
Grant Writer Non-Instructional Support 0.00 0.00 0.00 0.00 0.00
Executive Director Administrator 1.00 1.00 1.00 0.00 0.00
Home Tutor Services - Coordinator Specialized Instructional Support Personnel 0.50 0.50 0.50 0.00 0.00
Home Tutor Services - Teacher Teacher 0.50 0.50 0.50 0.00 0.00
Human Resources Administrator Non-Instructional Support 1.00 1.00 1.00 0.00 0.00
Inclusion Coach Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Instruction Coach Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Maintenance Non-Instructional Support 1.00 1.00 1.00 0.00 0.00
Payroll Administrator Non-Instructional Support 1.00 1.00 1.00 0.00 0.00
PD & In-District Services - Coordinator Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Recreational Therapist Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Supervisor of Behavioral Services Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Technology Director Non-Instructional Support 1.00 1.00 1.00 0.00 0.00
Technology Integration Specialist Specialized Instructional Support Personnel 0.60 0.60 0.60 0.00 0.00
Treasurer Non-Instructional Support 0.04 0.04 0.04 0.00 0.00
Total Administration 19.64 19.64 19.64 0.00 0.00
Assessment
Aide Aide 3.00 3.00 3.00 0.00 0.00
Assistant Principal Program Administration 0.00 1.00 1.00 1.00 0.00
Behavior Support Specialist Specialized Instructional Support Personnel 1.00 0.00 0.00 -1.00 0.00
Nurse Nurse 0.50 0.40 0.00 -0.50 -0.40
Program Director Program Administration 1.00 1.00 1.00 0.00 0.00
School Adjustment Counselor Specialized Instructional Support Personnel 2.00 3.00 3.00 1.00 0.00
School Psychologist Specialized Instructional Support Personnel 2.00 2.00 2.00 0.00 0.00
Social Worker Specialized Instructional Support Personnel 1.60 1.40 0.60 -1.00 -0.80
Teacher Teacher 3.00 3.00 3.00 0.00 0.00
Total Assessment 14.10 14.80 13.60 -0.50 -1.20
BCBA
Board Certified Behavioral Analyst Specialized Instructional Support Personnel 3.70 3.70 3.70 0.00 0.00
Total BCBA 3.70 3.70 3.70 0.00 0.00
Campus
Aide Aide 2.00 3.00 3.00 1.00 0.00
Assistant Principal Program Administration 2.00 2.00 2.00 0.00 0.00
Behavior Support Specialist Specialized Instructional Support Personnel 4.00 4.00 4.00 0.00 0.00
Counselor Specialized Instructional Support Personnel 1.00 1.00 2.00 1.00 1.00
Employment Specialist Specialized Instructional Support Personnel 1.00 2.00 1.00 0.00 -1.00
Job Coach Aide 1.00 0.00 0.00 -1.00 0.00
Nurse Nurse 1.00 1.00 1.00 0.00 0.00
Principal Program Administration 1.00 1.00 1.00 0.00 0.00
School Adjustment Counselor Specialized Instructional Support Personnel 2.00 2.00 2.00 0.00 0.00
School Psychologist Specialized Instructional Support Personnel 0.00 0.00 0.00 0.00 0.00
Secretary Secretary 1.85 1.91 1.91 0.06 0.00
Speech Language Pathologist Specialized Instructional Support Personnel 0.50 0.50 0.50 0.00 0.00
Teacher Teacher 18.00 19.00 19.00 1.00 0.00
Transition Counselor Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Total Campus 36.35 38.41 38.41 2.06 0.00
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
STAFFING
Change
10
FY25 FY25 FY26 Budget Budget
Budget Current Budget to Budget to Current
Position Position Category FTE FTE FTE FTE FTE
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
STAFFING
Change
Food Service
Cook Manager Non-Instructional Support 1.00 1.00 1.00 0.00 0.00
Food Service Aide Non-Instructional Support 4.00 4.00 4.00 0.00 0.00
Total Food Service 5.00 5.00 5.00 0.00 0.00
DHOH
Aide Aide 5.00 5.00 2.00 -3.00 -3.00
Auditory Specialist Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Occupational Therapist Specialized Instructional Support Personnel 0.43 0.43 0.30 -0.13 -0.13
Physical Therapist Specialized Instructional Support Personnel 0.10 0.10 0.10 0.00 0.00
Program Coordinator Secretary 1.00 1.00 0.00 -1.00 -1.00
Program Supervisor Program Administration 0.33 0.33 0.33 0.00 0.00
Speech Language Pathologist Specialized Instructional Support Personnel 2.00 1.00 1.00 -1.00 0.00
Teacher Teacher 3.20 3.20 3.20 0.00 0.00
Total DHOH 13.06 12.06 7.93 -5.13 -4.13
Middle School
Aide Aide 12.50 14.20 14.20 1.70 0.00
Behavior Support Specialist Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Counselor Specialized Instructional Support Personnel 4.00 4.00 4.00 0.00 0.00
Lead Teacher/Testing Services Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Nurse Nurse 1.00 1.00 1.00 0.00 0.00
Occupational Therapist Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Principal Program Administration 1.00 1.00 1.00 0.00 0.00
Secretary Secretary 1.00 1.00 1.00 0.00 0.00
Speech Language Pathologist Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Teacher Teacher 10.50 11.00 11.00 0.50 0.00
Vocational Coordinator Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Total Middle School 35.00 37.20 37.20 2.20 0.00
Prep
Aide Aide 16.74 17.92 18.92 2.18 1.00
Board Certified Behavioral Analyst Specialized Instructional Support Personnel 2.00 2.00 2.00 0.00 0.00
Counselor Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Instruction Coach Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Job Coach Aide 7.00 6.00 6.00 -1.00 0.00
Music Therapy Specialized Instructional Support Personnel 0.20 0.20 0.20 0.00 0.00
Nurse Nurse 1.00 1.00 1.00 0.00 0.00
Occupational Therapist Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Physical Therapist Specialized Instructional Support Personnel 0.29 0.40 0.40 0.11 0.00
Principal Program Administration 1.00 1.00 1.00 0.00 0.00
Secretary Secretary 1.00 1.00 1.00 0.00 0.00
Social Worker Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Speech Language Pathologist Specialized Instructional Support Personnel 1.50 1.50 1.50 0.00 0.00
Teacher Teacher 9.00 9.00 9.00 0.00 0.00
Vocational Coordinator Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Total Prep 44.73 45.02 46.02 1.29 1.00
11
FY25 FY25 FY26 Budget Budget
Budget Current Budget to Budget to Current
Position Position Category FTE FTE FTE FTE FTE
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
STAFFING
Change
Ripley
Aide Aide 16.10 15.00 14.00 -2.10 -1.00
Behavior Support Specialist Specialized Instructional Support Personnel 2.00 2.00 2.00 0.00 0.00
Guidance Counselor Specialized Instructional Support Personnel 2.00 2.00 2.00 0.00 0.00
Lead Teacher/Testing Services Specialized Instructional Support Personnel 0.00 0.00 0.00 0.00 0.00
Music Therapy Specialized Instructional Support Personnel 0.20 0.20 0.20 0.00 0.00
Nurse Nurse 1.00 2.00 2.00 1.00 0.00
Occupational Therapist Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Principal Program Administration 1.00 1.00 1.00 0.00 0.00
Secretary Secretary 1.00 1.00 1.00 0.00 0.00
Social Worker Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Speech Language Pathologist Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Teacher Teacher 9.50 10.00 10.00 0.50 0.00
Total Ripley 35.80 36.20 35.20 -0.60 -1.00
TLC
Aide Aide 36.00 36.00 36.00 0.00 0.00
Behavior Support Assistant Aide 2.00 2.00 2.00 0.00 0.00
Behavior Support Specialist Specialized Instructional Support Personnel 0.00 1.00 1.00 1.00 0.00
Board Certified Behavioral Analyst Specialized Instructional Support Personnel 3.00 3.00 3.00 0.00 0.00
Instruction Coach Specialized Instructional Support Personnel 0.60 1.00 1.00 0.40 0.00
Music Therapy Specialized Instructional Support Personnel 1.50 0.60 0.60 -0.90 0.00
Nurse Nurse 2.00 1.60 1.60 -0.40 0.00
Occupational Therapist Specialized Instructional Support Personnel 0.75 2.00 2.00 1.25 0.00
Physical Therapist Specialized Instructional Support Personnel 1.00 1.00 1.00 0.00 0.00
Principal Program Administration 1.00 1.00 1.00 0.00 0.00
School Adjustment Counselor Specialized Instructional Support Personnel 0.00 0.00 0.00 0.00 0.00
Secretary Secretary 1.00 1.00 1.00 0.00 0.00
Social Worker Specialized Instructional Support Personnel 0.00 0.00 0.00 0.00 0.00
Speech Language Pathologist Specialized Instructional Support Personnel 3.00 3.00 3.00 0.00 0.00
Teacher Teacher 14.00 15.00 15.00 1.00 0.00
Total TLC 65.85 68.20 68.20 2.35 0.00
Vision
Teacher of the Visually Impaired Teacher 1.00 1.00 1.00 0.00 0.00
Total Vision 1.00 1.00 1.00 0.00 0.00
Transition Service
Transition Support Instructor Specialized Instructional Support Personnel 1.00 0.00 0.00 -1.00 0.00
Total Transition Service 1.00 0.00 0.00 -1.00 0.00
FY25 FY25 FY26 Budget Budget
Budget Current Budget to Budget to Current
FTE FTE FTE FTE FTE
Administrator 2.00 2.00 2.00 0.00 0.00
Aide 101.34 102.12 99.12 -2.22 -3.00
Non-Instructional Support 12.04 12.04 12.04 0.00 0.00
Nurse 6.50 7.00 6.60 0.10 -0.40
Program Administration 9.33 10.33 10.33 1.00 0.00
Secretary 6.85 6.91 5.91 -0.94 -1.00
Specialized Instructional Support Personnel 67.47 68.13 67.20 -0.27 -0.93
Teacher 69.70 72.70 72.70 3.00 0.00
Total FTE 275.23 281.23 275.90 0.67 -5.33
Summary of Positions by Category
Change
12
Step Bachelors Masters Masters +15 Masters +30 Step LPN-206 RN-206 CN-206
1 56,740.80$ 61,903.60$ 64,288.68$ 65,503.18$ 1 55,511.97$ 59,071.89$ 62,631.80$
2 59,347.10$ 64,726.72$ 67,214.33$ 68,298.47$ 2 59,299.96$ 62,269.03$ 65,238.10$
3 62,033.99$ 67,586.46$ 70,186.90$ 71,210.96$ 3 61,466.22$ 64,695.61$ 67,924.99$
4 64,880.56$ 70,698.20$ 73,408.52$ 74,284.62$ 4 62,954.79$ 66,863.17$ 70,771.56$
5 67,794.50$ 73,853.90$ 76,674.08$ 77,509.15$ 5 65,223.15$ 69,454.32$ 73,685.50$
6 70,854.97$ 76,871.85$ 79,777.04$ 80,534.44$ 6 67,966.50$ 72,356.22$ 76,745.97$
7 73,957.91$ 80,273.67$ 83,325.34$ 83,955.30$ 7 70,804.50$ 75,326.69$ 79,848.91$
8 77,302.59$ 83,697.42$ 86,838.48$ 87,440.60$ 8 73,678.08$ 78,435.82$ 83,193.59$
9 80,352.78$ 87,160.81$ 90,386.81$ 90,795.57$ 9 81,054.70$ 86,243.78$
10 83,397.15$ 90,789.70$ 93,817.93$ 94,365.86$ 10 83,768.11$ 89,288.15$
11 86,325.74$ 93,977.61$ 97,254.89$ 97,953.70$ 11 86,579.46$ 92,216.74$
Step
1
Step HS Para Pro Associates Instructional 2
1 25,337.41$ 27,337.41$ 30,500.49$ 35,661.71$ 3
2 26,097.53$ 28,097.53$ 31,438.93$ 37,069.81$ 4
3 26,880.46$ 28,880.46$ 32,565.09$ 38,477.53$ 5
4 27,686.87$ 29,686.87$ 33,503.58$ 39,603.68$ 6
5 28,517.47$ 30,517.47$ 34,442.08$ 40,823.69$ 7
6 29,373.00$ 31,373.00$ 35,380.53$ 42,043.73$ 8
7 30,254.18$ 32,254.18$ 36,694.41$ 44,108.36$ 9
Not Settled
2.93%
3.74%
Secretary/Clerical - 211 Days
*Note: Woburn FY26 - 2% plus .5% on day 91. 2.93% was calculated by comparing the last day of FY25 to the last day
of FY26.
Not Settled
Not Settled
3.50%
5.00%
3.25%
$53,821.68
$57,098.63
$58,878.64
The FY26 SEEM Member District salary rate of increase identified below was established by comparing the salary
amounts from the last day of the year to the salary amounts from the last day of the prior year.
% Increase
$51,529.86
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SALARY SCALES
Teacher - 185 Days
Teacher Assistant - 184 Days
Nurse
The FY26 salary scales include a 3.74% increase based on the average increase of settled Member teacher salary scales.
Wakefield
Member
Lynnfield
$40,075.25
$41,524.63
$44,305.62
$47,285.91
$49,457.70
Reading
Saugus
Stoneham
Melrose
North Reading
North Andover
Average Increase
Wilmington
Winchester
Woburn
Not Settled
Not Settled
4.00%
Not Settled
*
13
REVENUE by Source Actual FY24 Budget FY25 Budget FY26 +/- % Change
Member Tuition $3,289,419 $3,984,120 $4,399,920 $415,800 10.44%
Non-Member Tuition $17,617,752 $18,489,600 $19,101,240 $611,640 3.31%
Extended Year Tuition $1,954,266 $2,029,242 $2,026,800 -$2,442 -0.12%
Membership-Interest-Other $538,536 $285,500 $285,500 $0 0.00%
Food Services $226,269 $215,000 $215,000 $0 0.00%
Transportation $10,923,813 $9,700,000 $17,380,000 $7,680,000 79.18%
Services $2,366,685 $2,098,260 $2,368,800 $270,540 12.89%
TOTAL REVENUE $36,916,740 $36,801,722 $45,777,260 $8,975,538 24.39%
EXPENSES by Category Actual FY24 Budget FY25 Budget FY26 +/-% Change
Operating Expenditures $36,801,722 $36,801,722 $45,777,260 $8,975,538 24.39%
Capital Expenditures $0 $0 $0 $0 N/A
Debt Service Payments $0$0$0$0N/A
Deposits to Capital Reserve $0 $0 $0 $0 N/A
TOTAL EXPENSES $36,801,722 $36,801,722 $45,777,260 $8,975,538 24.39%
NET $115,018 $0 $0 $0 0%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
GENERAL FUND BUDGET
Revenue by Source and Expense by Category
Operating
Expenditures
$45,777,260
100.00%
Capital
Expenditures
$0
0.00%
Debt Service
Payments
$0
0.00%
Deposits to
Capital Reserve
$0
0.00%
FY26 Expenses by Category and
Percentages of Total
Member
Tuition
$4,399,920
9.61%
Non-Member
Tuition
$19,101,240
41.73%
Extended Year
Tuition
$2,026,800
4.43%
Membership-
Interest-Other
$285,500
0.62%
Food
Services
$215,000
0.47%
Transportation
$17,380,000
37.97%
Services
$2,368,800
5.17%
FY26 Revenue Sources and
Percentages of Total
14
NON-GENERAL FUND
Grants-Gifts-Donations
Revenue and Expenses
Actual
FY2024
Budget
FY2025
Budget
FY2026
Actual
FY2024
Budget
FY2025
Budget
FY2026
REVENUE $178,176 $135,000 $210,000 $6,359 $20,000 $10,000
EXPENSES $90,995 $135,000 $210,000 $65,148 $20,000 $20,000
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
Notes:
Grant and Restricted Revenue and Expenses are based on July 1 - June 30. Depending on when revenue is received and when expenses are
made there might be a difference (ending balance positive or negative).
Grants Restricted Funds
15
ADMINISTRATION Actual
FY2024
Budget
FY2025
Budget
FY2026 +/- % Change
REVENUE $329,997 $285,500 $285,500 $0 0.00%
EXPENSES
Administrative Expense Allocation
Auditing Services $19,000 $20,000 $20,000 $0 0.00%
Benefits Free Life and Disability Insurance $5,891 $5,486 $5,610 $124 2.26%
Benefits Health Insurance $357,732 $235,964 $298,958 $62,994 26.70%
Benefits Pension Contribution - State $60,177 $61,978 $64,794 $2,816 4.54%
Benefits Workers Compensation Insurance $11,616 $15,188 $15,702 $514 3.38%
Benefits Employer Taxes Medicare $29,296 $29,661 $31,341 $1,680 5.66%
Building Maintenance $0 $0 $0 $0 N/A
Building Rent $148,283 $147,598 $141,500 -$6,098 -4.13%
Building Utilities $19,713 $19,380 $21,473 $2,093 10.80%
Contracted Services $74,277 $175,145 $214,018 $38,873 22.19%
Dues-Subscriptions-Memberships $60,448 $23,289 $23,289 $0 0.00%
Equipment - Technology $84,381 $115,055 $115,055 $0 0.00%
Equipment Rental $0 $0 $0 $0 N/A
Equipment Supplies $3,250 $8,223 $8,223 $0 0.00%
Field Trips $0 $0 $0 $0 N/A
Furniture $0 $0 $0 $0 N/A
Internet $0 $3,600 $3,600 $0 0.00%
Legal Services $8,719 $10,000 $12,000 $2,000 20.00%
Liability and Auto Insurance $51,292 $70,800 $67,780 -$3,020 -4.27%
Nursing Supplies $0 $0 $0 $0 N/A
Payroll $2,064,762 $2,153,894 $2,229,420 $75,526 3.51%
Payroll Processing Services $28,454 $32,000 $32,000 $0 0.00%
Payroll Student Vocational $0 $0 $0 $0 N/A
Postage $991 $6,000 $6,000 $0 0.00%
Professional Development $41,036 $25,000 $25,000 $0 0.00%
Retiree Health Insurance $204,490 $209,315 $212,700 $3,385 1.62%
Supplies and Materials $9,867 $28,290 $28,656 $366 1.29%
Telephone $13,609 $12,000 $14,000 $2,000 16.67%
Transportation $0 $0 $0 $0 N/A
Travel Reimbursement $8,547 $10,000 $10,000 $0 0.00%
Treasurer $10,234 $9,578 $10,374 $796 8.31%
Tuition Reimbursement $5,817 $25,000 $25,000 $0 0.00%
Unemployment $1,229 $25,000 $20,000 -$5,000 -20.00%
Van Maintenance $0 $0 $0 $0 N/A
Van Rental/Purchase $0 $0 $0 $0 N/A
Capital Expenditures $0 $0 $0 $0 N/A
Debt Service Payments $0 $0 $0 $0 N/A
Deposits to Capital Reserve $0 $0 $0 $0 N/A
TOTAL EXPENSES $3,323,110 $3,477,444 $3,656,493 $179,049 5.15%
NET -$2,993,113 -$3,191,944 -$3,370,993 -$179,049 5.61%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
16
TLC Actual
FY2024
Budget
FY2025
Budget
FY2026 +/- % Change
REVENUE $5,186,122 $6,106,920 $6,402,680 $295,760 4.84%
EXPENSES
Administrative Expense Allocation $883,065 $876,207 $834,676 -$41,531 -4.74%
Auditing Services $0 $0 $0 $0 N/A
Benefits Free Life and Disability Insurance $5,528 $10,432 $10,668 $236 2.26%
Benefits Health Insurance $345,278 $405,106 $428,848 $23,742 5.86%
Benefits Pension Contribution - State $78,243 $100,418 $98,542 -$1,876 -1.87%
Benefits Workers Compensation Insurance $22,470 $25,967 $30,010 $4,043 15.57%
Benefits Employer Taxes Medicare $46,121 $52,994 $54,142 $1,148 2.17%
Building Maintenance $80,252 $121,275 $112,353 -$8,922 -7.36%
Building Rent $1,859,112 $754,375 $691,081 -$63,294 -8.39%
Building Utilities $43,983 $72,800 $61,576 -$11,224 -15.42%
Contracted Services $396,568 $6,500 $6,500 $0 0.00%
Dues-Subscriptions-Memberships $736 $895 $935 $40 4.47%
Equipment - Technology $0 $8,100 $8,100 $0 0.00%
Equipment Rental $12,677 $9,182 $9,182 $0 0.00%
Equipment Supplies $4,541 $6,500 $6,500 $0 0.00%
Field Trips $41 $1,100 $1,100 $0 0.00%
Furniture $13,598 $5,000 $5,000 $0 0.00%
Internet $0 $3,600 $3,600 $0 0.00%
Legal Services $0 $0 $0 $0 N/A
Liability Insurance $0 $0 $0 $0 N/A
Nursing Supplies $625 $2,933 $2,933 $0 0.00%
Payroll $3,115,676 $3,772,950 $4,196,290 $423,340 11.22%
Payroll Processing Services $0 $0 $0 $0 N/A
Payroll Student Vocational $0 $0 $0 $0 N/A
Postage $0 $230 $230 $0 0.00%
Professional Development $3,511 $9,555 $9,255 -$300 -3.14%
Retiree Health Insurance $0 $0 $0 $0 N/A
Supplies and Materials $42,182 $53,891 $49,529 -$4,362 -8.09%
Telephone $5,105 $5,200 $5,615 $415 7.99%
Transportation $0 $0 $0 $0 N/A
Travel Reimbursement $1,006 $3,690 $3,000 -$690 -18.70%
Treasurer $0 $0 $0 $0 N/A
Tuition Reimbursement $0 $0 $0 $0 N/A
Unemployment $0 $0 $0 $0 N/A
Van Maintenance $2,074 $4,100 $6,350 $2,250 54.88%
Van Rental/Purchase $0 $0 $0 $0 N/A
Capital Expenditures $0 $0 $0 $0 N/A
Debt Service Payments $0 $0 $0 $0 N/A
Deposits to Capital Reserve $0 $0 $0 $0 N/A
TOTAL EXPENSES $6,962,391 $6,313,001 $6,636,015 $323,014 5.12%
NET -$1,776,269 -$206,081 -$233,335 -$27,254 13.23%
Total Expenses without Administration Expense Allocation $6,079,326 $5,436,794 $5,801,339 $364,545 6.71%
NET without Administration Expense Allocation -$893,204 $670,126 $601,341 -$68,785 -10.26%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
17
CAMPUS Actual
FY2024
Budget
FY2025
Budget
FY2026 +/- % Change
REVENUE $5,325,840 $5,325,840 $5,803,200 $477,360 8.96%
EXPENSES
Administrative Expense Allocation $594,613 $621,014 $604,370 -$16,644 -2.68%
Auditing Services $0 $0 $0 $0 N/A
Benefits Free Life and Disability Insurance $4,470 $7,925 $8,571 $646 8.15%
Benefits Health Insurance $276,086 $303,038 $396,995 $93,957 31.01%
Benefits Pension Contribution - State $32,041 $29,887 $23,272 -$6,615 -22.13%
Benefits Workers Compensation Insurance $16,350 $21,140 $22,118 $978 4.63%
Benefits Employer Taxes Medicare $36,743 $41,284 $44,656 $3,372 8.17%
Building Maintenance $179,985 $125,000 $150,000 $25,000 20.00%
Building Rent $226,027 $228,826 $228,826 $0 0.00%
Building Utilities $65,963 $78,000 $79,156 $1,156 1.48%
Contracted Services $7,218 $38,440 $38,440 $0 0.00%
Dues-Subscriptions-Memberships $115 $0 $115 $115 N/A
Equipment - Technology $24,763 $460 $1,160 $700 152.17%
Equipment Rental $8,258 $8,654 $8,654 $0 0.00%
Equipment Supplies $4,326 $3,000 $3,000 $0 0.00%
Field Trips $6,831 $9,500 $9,500 $0 0.00%
Furniture $0 $600 $600 $0 0.00%
Internet $0 $3,600 $3,600 $0 0.00%
Legal Services $0 $0 $0 $0 N/A
Liability Insurance $0 $0 $0 $0 N/A
Nursing Supplies $814 $1,150 $1,150 $0 0.00%
Payroll $2,631,402 $2,873,195 $3,102,129 $228,934 7.97%
Payroll Processing Services $0 $0 $0 $0 N/A
Payroll Student Vocational $7,938 $10,000 $10,000 $0 0.00%
Postage $42 $1,380 $1,380 $0 0.00%
Professional Development $1,154 $2,000 $2,000 $0 0.00%
Retiree Health Insurance $0 $0 $0 $0 N/A
Supplies and Materials $72,536 $48,760 $48,760 $0 0.00%
Telephone $5,031 $6,500 $5,534 -$966 -14.86%
Transportation $0 $0 $0 $0 N/A
Travel Reimbursement $0 $0 $0 $0 N/A
Treasurer $0 $0 $0 $0 N/A
Tuition Reimbursement $0 $0 $0 $0 N/A
Unemployment $0 $0 $0 $0 N/A
Van Maintenance $8,171 $10,000 $10,000 $0 0.00%
Van Rental/Purchase $721 $1,000 $1,000 $0 0.00%
Capital Expenditures $0 $0 $0 $0 N/A
Debt Service Payments $0 $0 $0 $0 N/A
Deposits to Capital Reserve $0 $0 $0 $0 N/A
TOTAL EXPENSES $4,211,600 $4,474,353 $4,804,986 $330,633 7.39%
NET $1,114,240 $851,487 $998,214 $146,727 17.23%
Total Expenses without Administration Expense Allocation $3,616,987 $3,853,339 $4,200,616 $347,277 9.01%
NET without Administration Expense Allocation $1,708,853 $1,472,501 $1,602,584 $130,083 8.83%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
18
MIDDLE Actual
FY2024
Budget
FY2025
Budget
FY2026 +/- % Change
REVENUE $2,738,160 $2,738,160 $3,049,020 $310,860 11.35%
EXPENSES
Administrative Expense Allocation $488,364 $512,780 $502,618 $117,638 22.94%
Auditing Services $0 $0 $0 $0 N/A
Benefits Free Life and Disability Insurance $4,264 $6,909 $7,473 $564 8.16%
Benefits Health Insurance $260,293 $289,757 $336,478 $46,721 16.12%
Benefits Pension Contribution - State $43,785 $43,546 $48,653 $5,107 11.73%
Benefits Workers Compensation Insurance $13,514 $17,981 $18,920 $939 5.22%
Benefits Employer Taxes Medicare $33,060 $35,115 $38,199 $3,084 8.78%
Building Maintenance $101,049 $90,000 $110,000 $20,000 22.22%
Building Rent $150,685 $152,550 $152,550 $0 0.00%
Building Utilities $44,270 $55,000 $55,338 $338 0.61%
Contracted Services $15,326 $2,000 $2,500 $500 25.00%
Dues-Subscriptions-Memberships $0 $0 $0 $0 N/A
Equipment - Technology $10,602 $1,076 $2,743 $1,667 154.93%
Equipment Rental $8,362 $8,182 $8,182 $0 0.00%
Equipment Supplies $4,506 $2,400 $2,400 $0 0.00%
Field Trips $1,915 $2,500 $3,200 $700 28.00%
Furniture $0 $1,100 $2,400 $1,300 118.18%
Internet $0 $3,600 $3,600 $0 0.00%
Legal Services $0 $0 $0 $0 N/A
Liability Insurance $0 $0 $0 $0 N/A
Nursing Supplies $293 $1,035 $1,035 $0 0.00%
Payroll $2,308,928 $2,421,705 $2,651,813 $230,108 9.50%
Payroll Processing Services $0 $0 $0 $0 N/A
Payroll Student Vocational $0 $0 $0 $0 N/A
Postage $65 $345 $345 $0 0.00%
Professional Development $1,973 $1,500 $1,500 $0 0.00%
Retiree Health Insurance $0 $0 $0 $0 N/A
Supplies and Materials $42,106 $40,756 $41,813 $1,057 2.59%
Telephone $1,874 $2,500 $2,062 -$438 -17.54%
Transportation $0 $0 $0 $0 N/A
Travel Reimbursement $417 $100 $100 $0 0.00%
Treasurer $0 $0 $0 $0 N/A
Tuition Reimbursement $0 $0 $0 $0 N/A
Unemployment $0 $0 $0 $0 N/A
Van Maintenance $1,177 $1,500 $1,500 $0 0.00%
Van Rental/Purchase $0 $600 $600 $0 0.00%
Capital Expenditures $0 $0 $0 $0 N/A
Debt Service Payments $0 $0 $0 $0 N/A
Deposits to Capital Reserve $0 $0 $0 $0 N/A
TOTAL EXPENSES $3,536,827 $3,694,537 $3,996,022 $301,485 8.16%
NET -$798,667 -$956,377 -$947,002 $9,375 -0.98%
Total Expenses without Administration Expense Allocation $3,048,463 $3,181,757 $3,493,404 $311,647 9.79%
NET without Administration Expense Allocation -$310,303 -$443,597 -$444,384 -$787 0.18%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
19
PREP Actual
FY2024
Budget
FY2025
Budget
FY2026 +/- % Change
REVENUE $4,441,860 $4,441,860 $4,608,900 $167,040 3.76%
EXPENSES
Administrative Expense Allocation $555,762 $563,559 $593,403 $29,844 5.30%
Auditing Services $0 $0 $0 $0 N/A
Benefits Free Life and Disability Insurance $3,928 $7,792 $8,006 $214 2.75%
Benefits Health Insurance $247,237 $327,272 $418,472 $91,200 27.87%
Benefits Pension Contribution - State $51,567 $60,735 $64,462 $3,727 6.14%
Benefits Workers Compensation Insurance $15,700 $20,073 $20,066 -$7 -0.03%
Benefits Employer Taxes Medicare $31,540 $39,202 $40,513 $1,311 3.34%
Building Maintenance $61,683 $84,000 $87,000 $3,000 3.57%
Building Rent $102,315 $102,315 $490,697 $388,382 379.59%
Building Utilities $47,575 $50,760 $77,333 $26,573 52.35%
Contracted Services $96,884 $0 $0 $0 N/A
Dues-Subscriptions-Memberships $0 $0 $0 $0 N/A
Equipment - Technology $19,621 $0 $0 $0 N/A
Equipment Rental $8,145 $8,182 $8,182 $0 0.00%
Equipment Supplies $2,163 $2,000 $2,000 $0 0.00%
Field Trips $3,717 $6,000 $6,000 $0 0.00%
Furniture $0 $0 $0 $0 N/A
Internet $0 $3,600 $3,600 $0 0.00%
Legal Services $0 $0 $0 $0 N/A
Liability Insurance $0 $0 $0 $0 N/A
Nursing Supplies $619 $2,875 $1,955 -$920 -32.00%
Payroll $2,163,271 $2,703,553 $2,811,987 $108,434 4.01%
Payroll Processing Services $0 $0 $0 $0 N/A
Payroll Student Vocational $12,748 $28,000 $18,000 -$10,000 -35.71%
Postage $0 $230 $230 $0 0.00%
Professional Development $5,495 $2,500 $4,000 $1,500 60.00%
Retiree Health Insurance $0 $0 $0 $0 N/A
Supplies and Materials $48,950 $30,251 $46,354 $16,103 53.23%
Telephone $4,445 $3,000 $4,889 $1,889 62.97%
Transportation $0 $0 $0 $0 N/A
Travel Reimbursement $1,912 $2,000 $1,600 -$400 -20.00%
Treasurer $0 $0 $0 $0 N/A
Tuition Reimbursement $0 $0 $0 $0 N/A
Unemployment $0 $0 $0 $0 N/A
Van Maintenance $6,902 $10,000 $7,500 -$2,500 -25.00%
Van Rental/Purchase $1,126 $2,500 $1,550 -$950 -38.00%
Capital Expenditures $0 $0 $0 $0 N/A
Debt Service Payments $0 $0 $0 $0 N/A
Deposits to Capital Reserve $0 $0 $0 $0 N/A
TOTAL EXPENSES $3,493,306 $4,060,399 $4,717,799 $657,400 16.19%
NET $948,554 $381,461 -$108,899 -$490,360 -128.55%
Total Expenses without Administration Expense Allocation $2,937,544 $3,496,840 $4,124,396 $627,556 17.95%
NET without Administration Expense Allocation $1,504,316 $945,020 $484,504 -$460,516 -48.73%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
20
RIPLEY Actual
FY2024
Budget
FY2025
Budget
FY2026 +/- % Change
REVENUE $2,676,240 $2,676,240 $2,867,490 $191,250 7.15%
EXPENSES
Administrative Expense Allocation $464,305 $467,728 $462,795 -$4,933 -1.05%
Auditing Services $0 $0 $0 $0 N/A
Benefits Free Life and Disability Insurance $3,849 $6,557 $6,976 $419 6.38%
Benefits Health Insurance $232,869 $223,596 $307,926 $84,330 37.72%
Benefits Pension Contribution - State $54,260 $54,798 $58,236 $3,438 6.27%
Benefits Workers Compensation Insurance $13,162 $17,265 $17,253 -$12 -0.07%
Benefits Employer Taxes Medicare $30,871 $32,428 $34,832 $2,404 7.41%
Building Maintenance $99,361 $99,750 $116,411 $16,661 16.70%
Building Rent $116,072 $116,204 $116,204 $0 0.00%
Building Utilities $29,870 $46,200 $41,817 -$4,383 -9.49%
Contracted Services $12,833 $9,000 $10,900 $1,900 21.11%
Dues-Subscriptions-Memberships $225 $1,250 $1,000 -$250 -20.00%
Equipment - Technology $0 $800 $4,300 $3,500 437.50%
Equipment Rental $8,670 $6,400 $6,400 $0 0.00%
Equipment Supplies $514 $2,500 $2,000 -$500 -20.00%
Field Trips $5,184 $3,630 $5,100 $1,470 40.50%
Furniture $3,005 $500 $1,200 $700 140.00%
Internet $0 $3,600 $3,600 $0 0.00%
Legal Services $0 $0 $0 $0 N/A
Liability Insurance $0 $0 $0 $0 N/A
Nursing Supplies $1,854 $1,150 $2,070 $920 80.00%
Payroll $2,153,773 $2,239,555 $2,435,975 $196,420 8.77%
Payroll Processing Services $0 $0 $0 $0 N/A
Payroll Student Vocational $0 $0 $0 $0 N/A
Postage $0 $100 $45 -$55 -55.00%
Professional Development $9,549 $500 $4,050 $3,550 710.00%
Retiree Health Insurance $0 $0 $0 $0 N/A
Supplies and Materials $42,131 $32,033 $35,650 $3,617 11.29%
Telephone $2,247 $2,500 $2,471 -$29 -1.15%
Transportation $0 $0 $0 $0 N/A
Travel Reimbursement $222 $100 $200 $100 100.00%
Treasurer $0 $0 $0 $0 N/A
Tuition Reimbursement $0 $0 $0 $0 N/A
Unemployment $0 $0 $0 $0 N/A
Van Maintenance $1,679 $800 $800 $0 0.00%
Van Rental/Purchase $0 $1,000 $1,200 $200 20.00%
Capital Expenditures $0 $0 $0 $0 N/A
Debt Service Payments $0 $0 $0 $0 N/A
Deposits to Capital Reserve $0 $0 $0 $0 N/A
TOTAL EXPENSES $3,286,503 $3,369,945 $3,679,411 $309,467 9.18%
NET -$610,263 -$693,705 -$811,921 -$118,217 17.04%
Total Expenses without Administration Expense Allocation $2,822,198 $2,902,217 $3,216,616 $314,400 10.83%
NET without Administration Expense Allocation -$145,958 -$225,977 -$349,126 -$123,150 54.50%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
21
DEAF AND HARD OF HEARING Actual
FY2024
Budget
FY2025
Budget
FY2026 +/- % Change
REVENUE $1,316,700 $1,316,700 $972,870 -$343,830 -26.11%
EXPENSES
Administrative Expense Allocation $151,429 $226,152 $115,742 -$110,410
Auditing Services $0 $0 $0 $0 N/A
Benefits Free Life and Disability Insurance $1,121 $2,455 $1,552 -$903 -36.78%
Benefits Health Insurance $73,509 $74,486 $73,381 -$1,105 -1.48%
Benefits Pension Contribution - State $16,420 $17,747 $5,335 -$12,412 -69.94%
Benefits Workers Compensation Insurance $5,420 $7,906 $4,261 -$3,645 -46.10%
Benefits Employer Taxes Medicare $9,977 $12,426 $6,733 -$5,693 -45.82%
Building Maintenance $225 $0 $0 $0 N/A
Building Rent $18,000 $18,000 $40,000 $22,000 122.22%
Building Utilities $0 $0 $0 $0 N/A
Contracted Services $204,537 $187,600 $59,910 -$127,690 -68.07%
Dues-Subscriptions-Memberships $0 $0 $0 $0 N/A
Equipment - Technology $2,995 $1,656 $836 -$820 -49.52%
Equipment Rental $3,488 $2,256 $2,256 $0 0.00%
Equipment Supplies $337 $1,623 $1,623 $0 0.00%
Field Trips $297 $335 $45 -$290 -86.57%
Furniture $0 $0 $0 $0 N/A
Internet $0 $0 $0 $0 N/A
Legal Services $0 $0 $0 $0 N/A
Liability Insurance $0 $0 $0 $0 N/A
Nursing Supplies $0 $115 $0 -$115 -100.00%
Payroll $661,335 $1,064,821 $598,813 -$466,008 -43.76%
Payroll Processing Services $0 $0 $0 $0 N/A
Payroll Student Vocational $0 $0 $0 $0 N/A
Postage $0 $58 $0 -$58 -100.00%
Professional Development $440 $1,185 $705 -$480 -40.51%
Retiree Health Insurance $0 $0 $0 $0 N/A
Supplies and Materials $6,396 $6,946 $4,589 -$2,357 -33.93%
Telephone $2,285 $2,300 $2,422 $122 5.30%
Transportation $0 $0 $0 $0 N/A
Travel Reimbursement $1,930 $1,200 $1,920 $720 60.00%
Treasurer $0 $0 $0 $0 N/A
Tuition Reimbursement $0 $0 $0 $0 N/A
Unemployment $0 $0 $0 $0 N/A
Van Maintenance $0 $0 $0 $0 N/A
Van Rental/Purchase $0 $140 $70 -$70 -50.00%
Capital Expenditures $0 $0 $0 $0 N/A
Debt Service Payments $0 $0 $0 $0 N/A
Deposits to Capital Reserve $0 $0 $0 $0 N/A
TOTAL EXPENSES $1,160,141 $1,629,407 $920,192 -$709,214 -43.53%
NET $156,559 -$312,707 $52,678 $365,384 -116.85%
Total Expenses without Administration Expense Allocation $1,008,712 $1,403,255 $804,451 -$598,804 -42.67%
NET without Administration Expense Allocation $307,988 -$86,555 $168,419 $254,974 -294.58%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
22
FOOD SERVICE Actual
FY2024
Budget
FY2025
Budget
FY2026 +/- % Change
REVENUE $226,269 $215,000 $215,000 $0 0.00%
EXPENSES
Administrative Expense Allocation $0 $0 $51,601 $51,601 N/A
Auditing Services $0 $0 $0 $0 N/A
Benefits Free Life and Disability Insurance $419 $544 $545 $1 0.18%
Benefits Health Insurance $33,758 $43,536 $51,792 $8,256 18.96%
Benefits Pension Contribution - State $5,692 $9,764 $9,524 -$240 -2.46%
Benefits Workers Compensation Insurance $633 $1,154 $1,121 -$33 -2.86%
Benefits Employer Taxes Medicare $1,210 $2,254 $6,733 $4,479 198.71%
Building Maintenance $5,612 $0 $0 $0 N/A
Building Rent $0 $0 $0 $0 N/A
Building Utilities $0 $0 $0 $0 N/A
Contracted Services $14,500 $17,386 $17,908 $522 3.00%
Dues-Subscriptions-Memberships $0 $100 $100 $0 0.00%
Equipment - Technology $0 $0 $0 $0 N/A
Equipment Rental $0 $0 $0 $0 N/A
Equipment Supplies $0 $0 $0 $0 N/A
Field Trips $0 $0 $0 $0 N/A
Furniture $0 $0 $0 $0 N/A
Internet $0 $0 $0 $0 N/A
Legal Services $0 $0 $0 $0 N/A
Liability Insurance $0 $0 $0 $0 N/A
Nursing Supplies $0 $0 $0 $0 N/A
Payroll $101,805 $155,482 $160,125 $4,643 2.99%
Payroll Processing Services $0 $0 $0 $0 N/A
Payroll Student Vocational $0 $0 $0 $0 N/A
Postage $0 $0 $0 $0 N/A
Professional Development $215 $400 $400 $0 0.00%
Retiree Health Insurance $0 $0 $0 $0 N/A
Supplies and Materials $93,475 $110,400 $110,400 $0 0.00%
Telephone $0 $0 $0 $0 N/A
Transportation $0 $0 $0 $0 N/A
Travel Reimbursement $0 $0 $0 $0 N/A
Treasurer $0 $0 $0 $0 N/A
Tuition Reimbursement $0 $0 $0 $0 N/A
Unemployment $0 $0 $0 $0 N/A
Van Maintenance $0 $0 $0 $0 N/A
Van Rental/Purchase $0 $0 $0 $0 N/A
Capital Expenditures $0 $0 $0 $0 N/A
Debt Service Payments $0 $0 $0 $0 N/A
Deposits to Capital Reserve $0 $0 $0 $0 N/A
TOTAL EXPENSES $257,319 $341,020 $410,249 $69,229 20.30%
NET -$31,050 -$126,020 -$195,249 -$69,229 54.93%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
23
EXTENDED YEAR Actual
FY2024
Budget
FY2025
Budget
FY2026 +/- % Change
REVENUE
Extended Year Revenue - Campus $297,802 $337,920 $366,600 $28,680 8.49%
Extended Year Revenue - DHOH $119,300 $96,580 $67,940 -$28,640 -29.65%
Extended Year Revenue - Middle $232,150 $238,000 $291,220 $53,220 22.36%
Extended Year Revenue - Prep $414,238 $434,620 $447,760 $13,140 3.02%
Extended Year Revenue - Ripley $266,380 $221,680 $258,800 $37,120 16.74%
Extended Year Revenue - TLC $624,396 $700,442 $594,480 -$105,962 -15.13%
TOTAL REVENUE $1,954,266 $2,029,242 $2,026,800 -$2,442 -0.12%
EXPENSES
Administrative Expense Allocation - Campus $15,348 $15,348 N/A
Administrative Expense Allocation - DHOH $4,853 $4,853 N/A
Administrative Expense Allocation - Middle $19,289 $19,289 N/A
Administrative Expense Allocation - Prep $25,857 $25,857 N/A
Administrative Expense Allocation - Ripley $19,435 $19,435 N/A
Administrative Expense Allocation - TLC $31,196 $31,196 N/A
Extended Year Expense - Campus $9,763 $15,550 $11,500 -$4,050 -26.05%
Extended Year Expense - DHOH $0 $500 $500 $0 0.00%
Extended Year Expense - Middle $3,398 $6,000 $6,000 $0 0.00%
Extended Year Expense - Prep $2,712 $11,000 $11,000 $0 0.00%
Extended Year Expense - Ripley $4,297 $7,500 $6,000 -$1,500 -20.00%
Extended Year Expense - TLC $1,832 $11,050 $11,050 $0 0.00%
Payroll Extended Year- Campus $74,260 $83,842 $95,178 $11,336 13.52%
Payroll Extended Year- DHOH $26,426 $33,232 $33,232 $0 0.00%
Payroll Extended Year- Middle $102,029 $111,782 $128,064 $16,282 14.57%
Payroll Extended Year- Prep $136,878 $149,303 $168,719 $19,416 13.00%
Payroll Extended Year- Ripley $114,201 $125,011 $129,083 $4,072 3.26%
Payroll Extended Year- TLC $205,127 $215,492 $205,772 -$9,720 -4.51%
TOTAL EXPENSES $680,924 $770,262 $922,076 $151,814 19.71%
NET $1,273,342 $1,258,980 $1,104,724 -$154,256 -12.25%
Total Expenses without Administration Expense Allocation $680,924 $770,262 $806,098 $35,836 4.65%
NET without Administration Expense Allocation $1,273,342 $1,258,980 $1,220,702 -$38,278 -3.04%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
24
ABA
Fee for Service
Actual
FY2024
Budget
FY2025
Budget
FY2026 +/- % Change
REVENUE $546,472 $683,000 $600,000 -$83,000 -12.15%
EXPENSES
Administrative Expense Allocation $0 $0 $94,811 $94,811 N/A
Auditing Services $0 $0 $0 $0 N/A
Benefits Free Life and Disability Insurance $1,118 $1,097 $1,133 $36 3.28%
Benefits Health Insurance $33,714 $36,566 $43,178 $6,612 18.08%
Benefits Pension Contribution - State $24,135 $25,155 $26,095 $940 3.74%
Benefits Workers Compensation Insurance $3,479 $4,324 $4,216 -$108 -2.50%
Benefits Employer Taxes Medicare $5,638 $8,659 $8,016 -$643 -7.43%
Building Maintenance $0 $0 $0 $0 N/A
Building Rent $0 $0 $0 $0 N/A
Building Utilities $0 $0 $0 $0 N/A
Contracted Services $0 $0 $0 $0 N/A
Dues-Subscriptions-Memberships $0 $250 $250 $0 0.00%
Equipment - Technology $0 $0 $4,300 $4,300 N/A
Equipment Rental $0 $0 $0 $0 N/A
Equipment Supplies $0 $0 $0 $0 N/A
Field Trips $0 $0 $0 $0 N/A
Furniture $0 $0 $0 $0 N/A
Internet $0 $0 $0 $0 N/A
Legal Services $0 $0 $0 $0 N/A
Liability Insurance $0 $0 $0 $0 N/A
Nursing Supplies $0 $0 $0 $0 N/A
Payroll $488,272 $582,371 $554,794 -$27,577 -4.74%
Payroll Processing Services $0 $0 $0 $0 N/A
Payroll Student Vocational $0 $0 $0 $0 N/A
Postage $0 $0 $0 $0 N/A
Professional Development $750 $1,400 $1,400 $0 0.00%
Retiree Health Insurance $0 $0 $0 $0 N/A
Supplies and Materials $809 $1,150 $1,150 $0 0.00%
Telephone $4,314 $4,820 $4,443 -$377 -7.81%
Transportation $0 $0 $0 $0 N/A
Travel Reimbursement $7,742 $10,000 $10,000 $0 0.00%
Treasurer $0 $0 $0 $0 N/A
Tuition Reimbursement $0 $0 $0 $0 N/A
Unemployment $0 $0 $0 $0 N/A
Van Maintenance $0 $0 $0 $0 N/A
Van Rental/Purchase $0 $0 $0 $0 N/A
Capital Expenditures $0 $0 $0 $0 N/A
Debt Service Payments $0 $0 $0 $0 N/A
Deposits to Capital Reserve $0 $0 $0 $0 N/A
TOTAL EXPENSES $569,972 $675,792 $753,786 $77,994 11.54%
NET -$23,500 $7,208 -$153,786 -$160,994 -2233.55%
Total Expenses without Administration Expense Allocation $569,972 $675,792 $658,975 -$16,817 -2.49%
NET without Administration Expense Allocation -$23,500 $7,208 -$58,975 -$66,183 -918.19%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
25
ASSESSMENT CENTER
Fee for Service
Actual
FY2024
Budget
FY2025
Budget
FY2026 +/- % Change
REVENUE $807,476 $757,760 $860,800 $103,040 13.60%
EXPENSES
Administrative Expense Allocation $158,995 $210,004 $221,196 $11,192 5.33%
Auditing Services $0 $0 $0 $0 N/A
Benefits Free Life and Disability Insurance $1,406 $3,072 $3,375 $303 9.86%
Benefits Health Insurance $96,189 $107,983 $207,167 $99,184 91.85%
Benefits Pension Contribution - State $3,825 $9,475 $7,026 -$2,449 -25.85%
Benefits Workers Compensation Insurance $4,741 $8,116 $7,845 -$271 -3.34%
Benefits Employer Taxes Medicare $11,370 $15,850 $15,839 -$11 -0.07%
Building Maintenance $15,694 $20,948 $18,476 -$2,472 -11.80%
Building Rent $354,117 $143,805 $127,825 -$15,980 -11.11%
Building Utilities $11,240 $15,400 $14,050 -$1,350 -8.77%
Contracted Services $13,808 $900 $1,600 $700 77.78%
Dues-Subscriptions-Memberships $0 $0 $770 $770 N/A
Equipment - Technology $1,316 $0 $1,500 $1,500 N/A
Equipment Rental $4,252 $3,898 $3,898 $0 0.00%
Equipment Supplies $0 $1,000 $1,000 $0 0.00%
Field Trips $0 $0 $0 $0 N/A
Furniture $0 $0 $0 $0 N/A
Internet $0 $600 $600 $0 0.00%
Legal Services $0 $0 $0 $0 N/A
Liability Insurance $0 $0 $0 $0 N/A
Nursing Supplies $0 $285 $500 $215 75.44%
Payroll $963,896 $1,093,104 $1,095,868 $2,764 0.25%
Payroll Processing Services $0 $0 $0 $0 N/A
Payroll Student Vocational $0 $0 $0 $0 N/A
Postage $0 $0 $0 $0 N/A
Professional Development $194 $1,600 $5,000 $3,400 212.50%
Retiree Health Insurance $0 $0 $0 $0 N/A
Supplies and Materials $14,883 $9,532 $20,685 $11,153 117.00%
Telephone $1,255 $1,500 $1,380 -$120 -7.97%
Transportation $0 $0 $0 $0 N/A
Travel Reimbursement $548 $1,500 $3,000 $1,500 100.00%
Treasurer $0 $0 $0 $0 N/A
Tuition Reimbursement $0 $0 $0 $0 N/A
Unemployment $0 $0 $0 $0 N/A
Van Maintenance $0 $0 $0 $0 N/A
Van Rental/Purchase $0 $0 $0 $0 N/A
Capital Expenditures $0 $0 $0 $0 N/A
Debt Service Payments $0 $0 $0 $0 N/A
Deposits to Capital Reserve $0 $0 $0 $0 N/A
TOTAL EXPENSES $1,657,728 $1,648,571 $1,758,599 $110,028 6.67%
NET -$850,252 -$890,811 -$897,799 -$6,988 0.78%
Total Expenses without Administration Expense Allocation $1,498,733 $1,438,567 $1,537,403 $98,836 6.87%
NET without Administration Expense Allocation -$691,257 -$680,807 -$676,603 $4,204 -0.62%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
26
ASSISTIVE TECHNOLOGY
Fee for Service
Actual
FY2024
Budget
FY2025
Budget
FY2026 +/- % Change
REVENUE $19,705 $7,500 $10,000 $2,500 33.33%
EXPENSES
Administrative Expense Allocation $0 $0 $230 $230 N/A
Auditing Services $0 $0 $0 $0 N/A
Benefits Free Life and Disability Insurance $0 $0 $0 $0 N/A
Benefits Health Insurance $0 $0 $0 $0 N/A
Benefits Pension Contribution - State $0 $0 $0 $0 N/A
Benefits Workers Compensation Insurance $0 $0 $0 $0 N/A
Benefits Employer Taxes Medicare $0 $0 $0 $0 N/A
Building Maintenance $0 $0 $0 $0 N/A
Building Rent $0 $0 $0 $0 N/A
Building Utilities $0 $0 $0 $0 N/A
Contracted Services $0 $0 $0 $0 N/A
Dues-Subscriptions-Memberships $99 $250 $200 -$50 -20.00%
Equipment - Technology $0 $300 $200 -$100 -33.33%
Equipment Rental $0 $0 $0 $0 N/A
Equipment Supplies $0 $0 $0 $0 N/A
Field Trips $0 $0 $0 $0 N/A
Furniture $0 $0 $0 $0 N/A
Internet $0 $0 $0 $0 N/A
Legal Services $0 $0 $0 $0 N/A
Liability Insurance $0 $0 $0 $0 N/A
Nursing Supplies $0 $0 $0 $0 N/A
Payroll $0 $0 $0 $0 N/A
Payroll Processing Services $0 $0 $0 $0 N/A
Payroll Student Vocational $0 $0 $0 $0 N/A
Postage $0 $0 $0 $0 N/A
Professional Development $0 $750 $500 -$250 -33.33%
Retiree Health Insurance $0 $0 $0 $0 N/A
Supplies and Materials $0 $0 $0 $0 N/A
Telephone $699 $717 $700 -$17 -2.37%
Transportation $0 $0 $0 $0 N/A
Travel Reimbursement $0 $0 $0 $0 N/A
Treasurer $0 $0 $0 $0 N/A
Tuition Reimbursement $0 $0 $0 $0 N/A
Unemployment $0 $0 $0 $0 N/A
Van Maintenance $0 $0 $0 $0 N/A
Van Rental/Purchase $0 $0 $0 $0 N/A
Capital Expenditures $0 $0 $0 $0 N/A
Debt Service Payments $0 $0 $0 $0 N/A
Deposits to Capital Reserve $0 $0 $0 $0 N/A
TOTAL EXPENSES $798 $2,017 $1,830 -$187 -9.26%
NET $18,907 $5,483 $8,170 $2,687 49.00%
Total Expenses without Administration Expense Allocation $798 $2,017 $1,600 -$417 -20.67%
NET without Administration Expense Allocation $18,907 $5,483 $8,400 $2,917 53.20%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
27
PROFESSIONAL DEVELOPMENT
Fee for Service
Actual
FY2024
Budget
FY2025
Budget
FY2026 +/- % Change
REVENUE $182,258 $140,000 $155,000 $15,000 10.71%
EXPENSES
Administrative Expense Allocation $0 $0 $12,517 $12,517 N/A
Auditing Services $0 $0 $0 $0 N/A
Benefits Free Life and Disability Insurance $0 $0 $0 $0 N/A
Benefits Health Insurance $0 $0 $0 $0 N/A
Benefits Pension Contribution - State $0 $0 $0 $0 N/A
Benefits Workers Compensation Insurance $0 $0 $0 $0 N/A
Benefits Employer Taxes Medicare $0 $0 $0 $0 N/A
Building Maintenance $0 $0 $0 $0 N/A
Building Rent $0 $0 $0 $0 N/A
Building Utilities $0 $0 $0 $0 N/A
Contracted Services $85,520 $85,000 $85,000 $0 0.00%
Dues-Subscriptions-Memberships $0 $0 $0 $0 N/A
Equipment - Technology $0 $0 $0 $0 N/A
Equipment Rental $0 $0 $0 $0 N/A
Equipment Supplies $0 $0 $0 $0 N/A
Field Trips $0 $0 $0 $0 N/A
Furniture $0 $0 $0 $0 N/A
Internet $0 $0 $0 $0 N/A
Legal Services $0 $0 $0 $0 N/A
Liability Insurance $0 $0 $0 $0 N/A
Nursing Supplies $0 $0 $0 $0 N/A
Payroll $0 $0 $0 $0 N/A
Payroll Processing Services $0 $0 $0 $0 N/A
Payroll Student Vocational $0 $0 $0 $0 N/A
Postage $0 $0 $0 $0 N/A
Professional Development $0 $0 $0 $0 N/A
Retiree Health Insurance $0 $0 $0 $0 N/A
Supplies and Materials $249 $2,000 $2,000 $0 0.00%
Telephone $0 $0 $0 $0 N/A
Transportation $0 $0 $0 $0 N/A
Travel Reimbursement $0 $0 $0 $0 N/A
Treasurer $0 $0 $0 $0 N/A
Tuition Reimbursement $0 $0 $0 $0 N/A
Unemployment $0 $0 $0 $0 N/A
Van Maintenance $0 $0 $0 $0 N/A
Van Rental/Purchase $0 $0 $0 $0 N/A
Capital Expenditures $0 $0 $0 $0 N/A
Debt Service Payments $0 $0 $0 $0 N/A
Deposits to Capital Reserve $0 $0 $0 $0 N/A
TOTAL EXPENSES $85,769 $87,000 $99,517 $12,517 14.39%
NET $96,489 $53,000 $55,483 $2,483 4.68%
Total Expenses without Administration Expense Allocation $85,769 $87,000 $87,000 $0 0.00%
NET without Administration Expense Allocation $96,489 $53,000 $68,000 $15,000 28.30%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
28
TRANSITIONAL SERVICE
Fee for Service
Actual
FY2024
Budget
FY2025
Budget
FY2026 +/- % Change
REVENUE $98,615 $63,000 $50,000 -$13,000 -20.63%
EXPENSES
Administrative Expense Allocation $0 $0 $1,480 $1,480 N/A
Auditing Services $0 $0 $0 $0 N/A
Benefits Free Life and Disability Insurance $0 $215 $0 -$215 -100.00%
Benefits Health Insurance $6,238 $7,099 $0 -$7,099 -100.00%
Benefits Pension Contribution - State $0 $0 $0 $0 N/A
Benefits Workers Compensation Insurance $413 $575 $0 -$575 -100.00%
Benefits Employer Taxes Medicare $1,838 $1,122 $0 -$1,122 -100.00%
Building Maintenance $0 $0 $0 $0 N/A
Building Rent $0 $0 $0 $0 N/A
Building Utilities $0 $0 $0 $0 N/A
Contracted Services $0 $0 $0 $0 N/A
Dues-Subscriptions-Memberships $1,344 $1,348 $1,348 $0 0.00%
Equipment - Technology $0 $918 $499 -$419 -45.64%
Equipment Rental $0 $0 $0 $0 N/A
Equipment Supplies $0 $0 $0 $0 N/A
Field Trips $0 $0 $0 $0 N/A
Furniture $0 $0 $0 $0 N/A
Internet $0 $0 $0 $0 N/A
Legal Services $0 $0 $0 $0 N/A
Liability Insurance $0 $0 $0 $0 N/A
Nursing Supplies $0 $117 $117 $0 0.00%
Payroll $71,876 $77,380 $0 -$77,380 -100.00%
Payroll Processing Services $0 $0 $0 $0 N/A
Payroll Student Vocational $0 $0 $0 $0 N/A
Postage $0 $286 $286 $0 0.00%
Professional Development $0 $360 $360 $0 0.00%
Retiree Health Insurance $0 $0 $0 $0 N/A
Supplies and Materials $1,128 $2,443 $2,213 -$230 -9.41%
Telephone $1,967 $1,988 $2,163 $175 8.83%
Transportation $0 $0 $0 $0 N/A
Travel Reimbursement $3,956 $6,600 $3,300 -$3,300 -50.00%
Treasurer $0 $0 $0 $0 N/A
Tuition Reimbursement $0 $0 $0 $0 N/A
Unemployment $0 $0 $0 $0 N/A
Van Maintenance $0 $0 $0 $0 N/A
Van Rental/Purchase $0 $0 $0 $0 N/A
Capital Expenditures $0 $0 $0 $0 N/A
Debt Service Payments $0 $0 $0 $0 N/A
Deposits to Capital Reserve $0 $0 $0 $0 N/A
TOTAL EXPENSES $88,761 $100,451 $11,767 -$88,685 -88.29%
NET $9,854 -$37,451 $38,233 $75,685 -202.09%
Total Expenses without Administration Expense Allocation $88,761 $100,451 $10,287 -$90,165 -89.76%
NET without Administration Expense Allocation $9,854 -$37,451 $39,713 $77,165 -206.04%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
29
TRANSPORTATION
Fee for Service
Actual
FY2024
Budget
FY2025
Budget
FY2026 +/- % Change
REVENUE $10,923,813 $9,700,000 $17,380,000 $7,680,000 79.18%
EXPENSES
Administrative Expense Allocation $0 $0 $5,127 $5,127 N/A
Auditing Services $0 $0 $0 $0 N/A
Benefits Free Life and Disability Insurance $0 $0 $0 $0 N/A
Benefits Health Insurance $0 $0 $0 $0 N/A
Benefits Pension Contribution - State $0 $0 $0 $0 N/A
Benefits Workers Compensation Insurance $0 $0 $0 $0 N/A
Benefits Employer Taxes Medicare $0 $0 $0 $0 N/A
Building Maintenance $0 $0 $0 $0 N/A
Building Rent $0 $0 $0 $0 N/A
Building Utilities $0 $0 $0 $0 N/A
Contracted Services $0 $0 $0 $0 N/A
Dues-Subscriptions-Memberships $0 $0 $0 $0 N/A
Equipment - Technology $0 $0 $0 $0 N/A
Equipment Rental $0 $0 $0 $0 N/A
Equipment Supplies $0 $0 $0 $0 N/A
Field Trips $0 $0 $0 $0 N/A
Furniture $0 $0 $0 $0 N/A
Internet $0 $0 $0 $0 N/A
Legal Services $0 $0 $0 $0 N/A
Liability Insurance $0 $0 $0 $0 N/A
Nursing Supplies $0 $0 $0 $0 N/A
Payroll $0 $0 $0 $0 N/A
Payroll Processing Services $0 $0 $0 $0 N/A
Payroll Student Vocational $0 $0 $0 $0 N/A
Postage $0 $0 $0 $0 N/A
Professional Development $0 $0 $0 $0 N/A
Retiree Health Insurance $0 $0 $0 $0 N/A
Supplies and Materials $0 $0 $0 $0 N/A
Telephone $0 $0 $0 $0 N/A
Transportation $10,607,011 $9,409,000 $16,761,600 $7,352,600 78.14%
Travel Reimbursement $0 $0 $0 $0 N/A
Treasurer $0 $0 $0 $0 N/A
Tuition Reimbursement $0 $0 $0 $0 N/A
Unemployment $0 $0 $0 $0 N/A
Van Maintenance $0 $0 $0 $0 N/A
Van Rental/Purchase $0 $0 $0 $0 N/A
Capital Expenditures $0 $0 $0 $0 N/A
Debt Service Payments $0 $0 $0 $0 N/A
Deposits to Capital Reserve $0 $0 $0 $0 N/A
TOTAL EXPENSES $10,607,011 $9,409,000 $16,766,727 $7,357,727 78.20%
NET $316,802 $291,000 $613,273 $322,273 110.75%
Total Expenses without Administration Expense Allocation $10,607,011 $9,409,000 $16,761,600 $7,352,600 78.14%
NET without Administration Expense Allocation $316,802 $291,000 $618,400 $327,400 112.51%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
30
TUTORING
Fee for Service
Actual
FY2024
Budget
FY2025
Budget
FY2026 +/- % Change
REVENUE $282,776 $88,000 $225,000 $137,000 155.68%
EXPENSES
Administrative Expense Allocation $0 $0 $22,225 $22,225 N/A
Auditing Services $0 $0 $0 $0 N/A
Benefits Free Life and Disability Insurance $0 $147 $147 $0 0.00%
Benefits Health Insurance $0 $0 $0 $0 N/A
Benefits Pension Contribution - State $0 $0 $0 $0 N/A
Benefits Workers Compensation Insurance $529 $355 $355 $0 0.00%
Benefits Employer Taxes Medicare $0 $0 $0 $0 N/A
Building Maintenance $0 $0 $0 $0 N/A
Building Rent $0 $0 $0 $0 N/A
Building Utilities $0 $0 $0 $0 N/A
Contracted Services $1,689 $0 $0 $0 N/A
Dues-Subscriptions-Memberships $900 $0 $0 $0 N/A
Equipment - Technology $0 $599 $599 $0 0.00%
Equipment Rental $0 $0 $0 $0 N/A
Equipment Supplies $0 $0 $0 $0 N/A
Field Trips $0 $0 $0 $0 N/A
Furniture $0 $0 $0 $0 N/A
Internet $0 $0 $0 $0 N/A
Legal Services $0 $0 $0 $0 N/A
Liability Insurance $0 $0 $0 $0 N/A
Nursing Supplies $0 $0 $0 $0 N/A
Payroll $125,013 $101,254 $130,000 $28,746 28.39%
Payroll Processing Services $0 $0 $0 $0 N/A
Payroll Student Vocational $0 $0 $0 $0 N/A
Postage $0 $0 $0 $0 N/A
Professional Development $0 $0 $0 $0 N/A
Retiree Health Insurance $0 $0 $0 $0 N/A
Supplies and Materials $121 $20,000 $20,000 $0 0.00%
Telephone $791 $792 $870 $78 9.83%
Transportation $0 $0 $0 $0 N/A
Travel Reimbursement $140 $2,500 $2,500 $0 0.00%
Treasurer $0 $0 $0 $0 N/A
Tuition Reimbursement $0 $0 $0 $0 N/A
Unemployment $0 $0 $0 $0 N/A
Van Maintenance $0 $0 $0 $0 N/A
Van Rental/Purchase $0 $0 $0 $0 N/A
Capital Expenditures $0 $0 $0 $0 N/A
Debt Service Payments $0 $0 $0 $0 N/A
Deposits to Capital Reserve $0 $0 $0 $0 N/A
TOTAL EXPENSES $129,183 $125,647 $176,696 $51,048 40.63%
NET $153,593 -$37,647 $48,304 $85,952 -228.31%
Total Expenses without Administration Expense Allocation $129,183 $125,647 $154,471 $28,823 22.94%
NET without Administration Expense Allocation $153,593 -$37,647 $70,529 $108,177 -287.34%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
31
VISION/MOBILITY
Fee for Service
Actual
FY2024
Budget
FY2025
Budget
FY2026 +/- % Change
REVENUE $120,006 $102,000 $125,000 $23,000 22.55%
EXPENSES
Administrative Expense Allocation $0 $0 $14,944 $14,944 N/A
Auditing Services $0 $0 $0 $0 N/A
Benefits Free Life and Disability Insurance $163 $254 $262 $8 3.15%
Benefits Health Insurance $0 $0 $0 $0 N/A
Benefits Pension Contribution - State $0 $0 $0 $0 N/A
Benefits Workers Compensation Insurance $532 $701 $691 -$10 -1.43%
Benefits Employer Taxes Medicare $1,346 $1,369 $1,421 $52 3.80%
Building Maintenance $0 $0 $0 $0 N/A
Building Rent $0 $0 $0 $0 N/A
Building Utilities $0 $0 $0 $0 N/A
Contracted Services $0 $0 $0 $0 N/A
Dues-Subscriptions-Memberships $0 $0 $0 $0 N/A
Equipment - Technology $0 $0 $0 $0 N/A
Equipment Rental $0 $0 $0 $0 N/A
Equipment Supplies $0 $400 $400 $0 0.00%
Field Trips $0 $0 $0 $0 N/A
Furniture $0 $0 $0 $0 N/A
Internet $0 $0 $0 $0 N/A
Legal Services $0 $0 $0 $0 N/A
Liability Insurance $0 $0 $0 $0 N/A
Nursing Supplies $0 $0 $0 $0 N/A
Payroll $93,483 $94,422 $97,954 $3,532 3.74%
Payroll Processing Services $0 $0 $0 $0 N/A
Payroll Student Vocational $0 $0 $0 $0 N/A
Postage $0 $0 $0 $0 N/A
Professional Development $0 $0 $0 $0 N/A
Retiree Health Insurance $0 $0 $0 $0 N/A
Supplies and Materials $787 $190 $190 $0 0.00%
Telephone $678 $784 $746 -$38 -4.87%
Transportation $0 $0 $0 $0 N/A
Travel Reimbursement $3,268 $2,200 $2,200 $0 0.00%
Treasurer $0 $0 $0 $0 N/A
Tuition Reimbursement $0 $0 $0 $0 N/A
Unemployment $0 $0 $0 $0 N/A
Van Maintenance $0 $0 $0 $0 N/A
Van Rental/Purchase $0 $0 $0 $0 N/A
Capital Expenditures $0 $0 $0 $0 N/A
Debt Service Payments $0 $0 $0 $0 N/A
Deposits to Capital Reserve $0 $0 $0 $0 N/A
TOTAL EXPENSES $100,257 $100,320 $118,807 $18,487 18.43%
NET $19,749 $1,680 $6,193 $4,513 268.61%
Total Expenses without Administration Expense Allocation $100,257 $100,320 $103,864 $3,544 3.53%
NET without Administration Expense Allocation $19,749 $1,680 $21,136 $19,456 1158.11%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
32
EXPENSES by Category Actual FY24 Budget FY25 Budget FY26 +/- % Change
Operating Expenditures $36,855,065 $36,801,722 $45,777,260 $8,975,538 24.39%
Capital Expenditures $0 $0 $0 $0 N/A
Debt Service Payments $0$0$0$0N/A
Deposits to Capital Reserve $0 $0 $0 $0 N/A
TOTAL EXPENSES $36,855,065 $36,801,722 $45,777,260 $8,975,538 24.39%
EXPENSE by Program Actual FY24 Budget FY25 Budget FY26 +/- % Change
Administration $3,323,110 $3,477,444 $3,656,493 $179,049 5.15%
Campus $3,616,987 $3,853,339 $4,200,616 $347,277 9.01%
DHOH $1,008,712 $1,403,255 $804,451 -$598,804 -42.67%
Middle School $3,048,463 $3,181,757 $3,493,404 $311,647 9.79%
Prep $2,937,544 $3,496,840 $4,124,396 $627,556 17.95%
Ripley $2,822,198 $2,902,217 $3,216,616 $314,400 10.83%
TLC $6,079,326 $5,436,794 $5,801,339 $364,545 6.71%
Extended Year $680,924 $770,262 $806,098 $35,836 4.65%
Food Service $257,319 $341,020 $358,648 $17,628 5.17%
ABA-BCBA $569,972 $675,792 $658,975 -$16,817 -2.49%
Assessment $1,498,733 $1,438,567 $1,537,403 $98,836 6.87%
Assistive Technology $798 $2,017 $1,600 -$417 -20.67%
Professional Development $85,769 $87,000 $87,000 $0 0.00%
Transitional Service $88,761 $100,451 $10,287 -$90,165 -89.76%
Transportation $10,607,011 $9,409,000 $16,761,600 $7,352,600 78.14%
Tutoring Service $129,183 $125,647 $154,471 $28,823 22.94%
Vision $100,257 $100,320 $103,864 $3,544 3.53%
TOTAL EXPENSE $36,855,065 $36,801,722 $45,777,260 $8,975,538 24.39%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
GENERAL FUND BUDGET
Expense by Category and Expense by Program
Administration
$3,656,493
7.99%
Campus
$4,200,616
9.18%DHOH
$804,451
1.76%
Middle School
$3,493,404
7.63%
Prep
$4,124,396
9.01%
Ripley
$3,216,616
7.03%
TLC
$5,801,339
12.67%
Extended Year
$806,098
1.76%
Food Service
$358,648
0.78%
ABA-BCBA
$658,975
1.44%
Assessment
$1,537,403
3.36%
Assistive Technology
$1,600
0.00%
Professional Development
$87,000
0.19%
Transitional Service
$10,287
0.02%
Transportation
$16,761,600
36.62%
Tutoring Service
$154,471
0.34%
Vision
$103,864
0.23%
FY26 Expense and Percentage of Total
33
EXPENSES by Line Item Actual
FY2024
Budget
FY2025
Budget
FY2026 +/- % Change
Auditing Services $19,000 $20,000 $20,000 $0 0.00%
Benefits Free Life and Disability Insurance $32,157 $52,885 $54,318 $1,433 2.71%
Benefits Health Insurance $1,962,903 $2,054,403 $2,563,195 $508,792 24.77%
Benefits Pension Contribution - State $370,146 $413,503 $405,939 -$7,564 -1.83%
Benefits Workers Compensation Insurance $108,558 $140,745 $142,558 $1,813 1.29%
Benefits Employer Taxes Medicare $239,010 $272,364 $282,425 $10,061 3.69%
Building Maintenance $543,860 $540,973 $594,240 $53,267 9.85%
Building Rent $2,974,611 $1,663,673 $1,988,683 $325,010 19.54%
Building Utilities $262,613 $337,540 $350,742 $13,202 3.91%
Contracted Services $923,160 $521,971 $436,776 -$85,196 -16.32%
Dues-Subscriptions-Memberships $63,867 $27,382 $28,007 $625 2.28%
Equipment - Technology $143,679 $128,964 $139,292 $10,328 8.01%
Equipment Rental $53,851 $46,754 $46,754 $0 0.00%
Equipment Supplies $19,636 $27,646 $27,146 -$500 -1.81%
Field Trips $17,985 $23,065 $24,945 $1,880 8.15%
Furniture $16,604 $7,200 $9,200 $2,000 27.78%
Internet $0 $22,200 $22,200 $0 0.00%
Legal Services $8,719 $10,000 $12,000 $2,000 20.00%
Liability Insurance $51,292 $70,800 $67,780 -$3,020 -4.27%
Nursing Supplies $4,205 $9,660 $9,760 $100 1.04%
Payroll $16,943,492 $19,333,687 $20,065,168 $731,481 3.78%
Payroll Processing Services $28,454 $32,000 $32,000 $0 0.00%
Payroll Student Vocational $20,686 $38,000 $28,000 -$10,000 -26.32%
Postage $1,098 $8,629 $8,516 -$113 -1.31%
Professional Development $64,317 $46,750 $54,170 $7,420 15.87%
Retiree Health Insurance $204,490 $209,315 $212,700 $3,385 1.62%
Supplies and Materials $375,619 $386,642 $411,989 $25,347 6.56%
Telephone $44,298 $44,601 $47,296 $2,695 6.04%
Transportation $10,607,011 $9,409,000 $16,761,600 $7,352,600 78.14%
Travel Reimbursement $29,687 $39,890 $37,820 -$2,070 -5.19%
Treasurer $10,234 $9,578 $10,374 $796 8.31%
Tuition Reimbursement $5,817 $25,000 $25,000 $0 0.00%
Unemployment $1,229 $25,000 $20,000 -$5,000 -20.00%
Van Maintenance $20,004 $26,400 $26,150 -$250 -0.95%
Van Rental/Purchase $1,847 $5,240 $4,420 -$820 -15.65%
Extended Year Expense $22,003 $51,600 $46,050 -$5,550 -10.76%
Payroll Extended Year $658,921 $718,662 $760,048 $41,386 5.76%
Capital Expenditures $0 $0 $0 $0 0.00%
Debt Service Payments $0 $0 $0 $0 0.00%
Deposits to Capital Reserve $0 $0 $0 $0 0.00%
TOTAL EXPENSES $36,855,065 $36,801,722 $45,777,260 $8,975,538 24.39%
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
General Fund Expense by Line Item
34
Restricted Funds (Gifts-Donations)
Summary Detail
Non-General Fund
Grants-Gifts-Donations
Revenue and Expenses
Actual
FY2024
Budget
FY2025
Budget
FY2026
Actual
FY2024
Budget
FY2025.
Budget
FY2026
REVENUE $178,176 $135,000 $210,000 $6,359 $20,000 $10,000
EXPENSES
Administrative Expense Allocation
Auditing Services
Benefits Free Life and Disability Insurance
Benefits Health Insurance
Benefits Pension Contribution - State
Benefits Workers Compensation Insurance
Benefits Employer Taxes Medicare
Building Maintenance
Building Rent
Building Utilities
Contracted Services
Dues-Subscriptions-Memberships
Equipment - Technology
Equipment Rental
Equipment Supplies
Field Trips
Furniture
Internet
Legal Services
Liability Insurance
Nursing Supplies
Payroll $9,313 $30,000 $50,000
Payroll Processing Services
Payroll Student Vocational
Postage
Professional Development $35,463 $45,000 $70,000
Retiree Health Insurance
Supplies and Materials $45,870 $60,000 $90,000 $25,148 $20,000 $20,000
Telephone
Transportation
Travel Reimbursement $349
Treasurer
Tuition Reimbursement
Unemployment
Van Maintenance
Van Rental/Purchase $40,000
Restricted Fund Expense
TOTAL EXPENSES $90,995 $135,000 $210,000 $65,148 $20,000 $20,000
Notes:
Grant and Restricted Revenue and Expenses are based on July 1 - June 30. Depending on when revenue is received and when expenses are made there might be a
difference (ending balance positive or negative).
SEEM COLLABORATIVE
FY2026 APPROVED BUDGET
SUPPLEMENTAL MATERIAL
Grants
35
SEEM COLLABORATIVE
APPROVED FY2026 BUDGET HIGHLIGHTS
The FY26 Budget is set up to build on one section to the next as follows:
Enrollment Headcount
Enrollment FTE (Full Time Equivalency)
Extended Year Enrollment
Tuition and Service Rates
Impact of Tuition Recommendation
Revenue
Staffing FTE
Salary Scales
General Fund Revenue and Expense by Category
Non-General Fund Revenue and Expense
Supplemental Material to the Budget
Individual Program Budgets
Expense Summary by Category and Program
Expense Summary by Line Item
Summary Detail – Non-General Fund
Information from past years is included to provide some history and to be used for comparison purposes.
Included is an Administrative Allocation Expense as an effort to demonstrate true program costs. The allocation
amount is determined based on each program’s percentage of the total budget.
The Budget is presented in accordance with the SEEM Collaborative mission, vision, beliefs and purpose and reflects
the following goals:
Position SEEM Collaborative for continued improvement of educational programs and student achievement.
Continue to be responsive to our districts’ revolving needs and the needs of an increasingly complex
population of students.
Exercise fiscal responsibility to minimize expenses while maximizing services.
Exist as a viable option to school districts by attracting and retaining qualified staff while offering competitive
salary and benefits.
Use methodology to determine tuition and fee for service rates that is based on determining projected
expenses and projected enrollment, and then establishing tuition and fees at a level that will generate
enough revenue to cover the projected expenses.
SEEM COLLABORATIVE
APPROVED FY2026 BUDGET HIGHLIGHTS
Enrollment:
Beginning in FY26 the Assessment and Intervention Center was moved from tuition to service. This was done
because it is not a placement, only placements should be included in enrollments.
School Year Enrollment:
The FY26 Budget is developed to support a projected school- year enrollment of 272 FTE for school-year 180-day
programs, including 58 FTE students with 1:1 support. The student enrollment represents a decrease of 7 FTE
compared to the FY25 budgeted FTE.
Extended Year Program Enrollment:
The FY26 Budget is developed to support a projected extended year enrollment of 200 FTE, including 49 FTE students
with 1:1 support. This represents a decrease of 4 FTE compared to FY25.
FY26
Extended Year
Projected
Enrollment
Campus DHOH Middle Prep Ripley TLC Totals
Member Students 12.00 3.00 9.00 3.00 5.00 0.00 32.00
Member Students with 1:1 0.00 0.00 1.00 3.00 1.00 4.00 9.00
Member Member Totals 12.00 3.00 10.00 6.00 6.00 4.00 41.00
Non-Member Students 30.00 2.00 20.00 25.00 15.00 28.00 120.00
Non-Member Students with 1:1 0.00 2.00 2.00 11.00 5.00 20.00 40.00
Non-Member Non-Member
Totals
30.00 4.00 22.00 36.00 20.00 48.00 160.00
Total Students 42.00 4.00 29.00 28.00 20.00 28.00 151.00
Total Students with 1:1 0.00 2.00 3.00 14.00 6.00 24.00 49.00
Total All Students 42.00 6.00 32.00 42.00 26.00 52.00 200.00
FY26
180-Day Programs
Projected
Enrollment
Campus DHOH Middle Prep Ripley TLC Totals
Member Students 26.00 3.00 12.00 6.00 7.00 2.00 56.00
Member Students with 1:1 0.00 0.00 1.00 4.00 1.00 4.00 10.00
Member Member Totals 26.00 3.00 13.00 10.00 8.00 6.00 66.00
Non-Member Students 52.00 5.00 24.00 29.00 19.00 32.00 161.00
Non-Member Students with 1:1 0.00 2.00 2.00 11.00 6.00 24.00 45.00
Non-Member Non-Member
Totals
52.00 7.00 26.00 40.00 25.00 56.00 206.00
Total Students 78.00 8.00 36.00 35.00 26.00 34.00 217.00
Total Students with 1:1 0.00 2.00 3.00 15.00 7.00 28.00 55.00
Total All Students 78.00 10.00 39.00 50.00 33.00 62.00 272.00
SEEM COLLABORATIVE
APPROVED FY2026 BUDGET HIGHLIGHTS
Tuition Rates
All Tuition Rates are set in accordance with the SEEM Collaborative Articles of Agreement which states that tuition
and service fees will be set at no more than 40% above Member tuitions and fees with a goal of no more than 30%
above member rates. For FY26 the average differential between Member and Non-Member is 38.45% for School
Year programs, 37.10% for Extended Year programs, and 24.23% for Services.
Beginning in FY26 the Assessment and Intervention Center was moved from tuition to service. This was done
because it is not a placement, only placements should be included in tuitions.
The tuition rates and the service rates presented in the FY26 Budget reflect the supports needed to accommodate
the increased social emotional needs of the students that are currently enrolled and the social emotional needs of
the students currently being referred to all of our programs.
For FY26 the increase in tuition is greater than it has been over the past several years due to relocation of one facility
and the increase in health insurance. Combined these two expenses increased the budget by $971,174. The
relocation of the facility added 2.37% to the increase and the increase in health insurance costs added 2.60% to the
increase.
FY26 Tuition Increases
180-Day Program Extended Year Program
Member Non-Member Member Non-Member
Beginning Increase 3.97% 3.90% 3.52% 3.52%
Additional Increase – Related to
Relocation
2.37% 2.37% 2.37%
2.37%
Additional Increase – Related to
Health Insurance
2.60% 2.60% 2.60% 2.60%
FY26 8.94% 8.87% 8.49% 8.49%
The FY26 Budget includes the following tuition rates:
FY26 Tuition - School Year
Member Non-Member
180-Day Program – All Programs $59,220 $81.990
FY26 Tuition - Extended Year
Member Non-Member
Extended Year – All Programs $6,900 $9,460
SEEM COLLABORATIVE
APPROVED FY2026 BUDGET HIGHLIGHTS
Tuition Cost Avoidance:
The following chart that provides a comparison of SEEM Collaborative tuition rates to the projected average tuition
rates of comparable private programs.
As a result of membership, Member Districts have a combined total tuition cost avoidance of $2,139,526 projected
for FY26 based on current enrollment (November 30, 2024), projected tuition rates, and the projected FY26 Private
Program Special Education rates.
Tuition Cost Avoidance by Member District:
Member District Students Aides Expense
as
Member
Expense if enrolled
in Comparable
Private Programs
Member
Cost Avoidance
Lynnfield 4 $236,880 $379,515 $142,635
Melrose 6 $355,320 $569,273 $213,953
Reading 5 1 $345,240 $523,534 $178,294
Saugus 5 1 $345,240 $523,534 $178,294
Stoneham 5 1 $345,240 $523,534 $178,294
Wakefield 2 $118,440 $189,758 $71,318
Wilmington 6 1 $404,460 $618,413 $213,953
Winchester 4 1 $286,020 $428,655 $142,635
Woburn 16 6 $1,242,360 $1,812,900 $570,540
North Reading 6 1 $404,460 $618,413 $213,953
North Andover 1 $59,220 $94,879 $35,659
Totals 60 12 $4,142,880 $6,282,406 $2,139,526
DHOH TLC
PreK-5 Ripley TLC 6-9
SEEM
Middle
SEEM
Prep Campus
SEEM
Member
Tuition
$59,220 $59,220 $59,220 $59,220 $59,220 $59,220 $59,220
SEEM
Non- Member
Tuition
$81,990 $81,990 $81,990 $81,990 $81,990 $81,990 $81,990
Average Tuition
of Comparable
Private Programs
$94,879 $118,395 $91,915 $118,395 $110,519 $119,021 $108,245
$40,000
$70,000
$100,000
$130,000
FY2026 Tuition Comparison
SEEM Compared to the Average of Comparable Private Programs
SEEM
Member
Tuition
SEEM
Non- Member
Tuition
Average Tuition
of Comparable
Private Programs
SEEM COLLABORATIVE
APPROVED FY2026 BUDGET HIGHLIGHTS
The following chart provides an example of the full school year tuition impact based on recommended tuition rates
for FY26 using the current student headcount (November 30, 2024) for 180-day school-year programs. If all things
remained constant, the tuition and Aide impact would be as indicated below.
District Member
Student
Count Projected Projected Projected Projected
Projected
Number
Status
as of
11/30/24
FY25
Tuition
FY26
Tuition
Financial
Impact
%
Change of 1:1 Aides
Lynnfield Member 2 $108,720 $118,440 $9,720 8.94%
Melrose Member 6 $326,160 $355,320 $29,160 8.94%
North Andover Member 1 $54,360 $59,220 $4,860 8.94%
North Reading Member 6 $372,780 $404,460 $31,680 8.50% 1
Reading Member 5 $318,420 $345,240 $26,820 8.42% 1
Saugus Member 4 $264,060 $286,020 $21,960 8.32% 1
Stoneham Member 5 $318,420 $345,240 $26,820 8.42% 1
Wakefield Member 2 $108,720 $118,440 $9,720 8.94%
Wilmington Member 6 $372,780 $404,460 $31,680 8.50% 1
Winchester Member 4 $264,060 $286,020 $21,960 8.32% 1
Woburn Member 16 $1,149,480 $1,242,360 $92,880 8.08% 6
Acton/Boxborough Non-Member 1 $75,240 $81,990 $6,750 8.97%
Andover Non-Member 1 $121,860 $131,130 $9,270 7.61% 1
Arlington Non-Member 3 $272,340 $295,110 $22,770 8.36% 1
Belmont Non-Member 2 $197,100 $213,120 $16,020 8.13% 1
Beverly Non-Member 7 $573,300 $623,070 $49,770 8.68% 1
Billerica Non-Member 4 $300,960 $327,960 $27,000 8.97%
Boston Non-Member 4 $300,960 $327,960 $27,000 8.97%
Burlington Non-Member 4 $300,960 $327,960 $27,000 8.97%
Cambridge Non-Member 3 $225,720 $245,970 $20,250 8.97%
Chelsea Non-Member 29 $2,788,020 $3,016,530 $228,510 8.20% 13
Concord Non-Member 1 $75,240 $81,990 $6,750 8.97%
Danvers Non-Member 4 $440,820 $475,380 $34,560 7.84% 3
Everett Non-Member 16 $1,623,420 $1,754,100 $130,680 8.05% 9
Framingham Non-Member 2 $150,480 $163,980 $13,500 8.97%
Georgetown Non-Member 1 $75,240 $81,990 $6,750 8.97%
Gloucester Non-Member 7 $619,920 $672,210 $52,290 8.43% 2
Hamilton-Wenham Non-Member 1 $121,860 $131,130 $9,270 7.61% 1
Haverhill Non-Member 3 $225,720 $245,970 $20,250 8.97%
Lawrence Non-Member 2 $150,480 $163,980 $13,500 8.97%
Lexington Non-Member 4 $300,960 $327,960 $27,000 8.97%
Lowell Non-Member 2 $150,480 $163,980 $13,500 8.97%
Lynn Non-Member 19 $1,616,040 $1,754,370 $138,330 8.56% 4
Malden Non-Member 10 $938,880 $1,016,460 $77,580 8.26% 4
Marblehead Non-Member 3 $225,720 $245,970 $20,250 8.97%
Masconomet Non-Member 2 $150,480 $163,980 $13,500 8.97%
Medford Non-Member 2 $197,100 $213,120 $16,020 8.13% 1
Methuen Non-Member 6 $451,440 $491,940 $40,500 8.97%
Natick Non-Member 1 $75,240 $81,990 $6,750 8.97%
New Bedford Non-Member 1 $75,240 $81,990 $6,750 8.97%
Newburyport Non-Member 1 $75,240 $81,990 $6,750 8.97%
Newton Non-Member 1 $75,240 $81,990 $6,750 8.97%
Peabody Non-Member 10 $845,640 $918,180 $72,540 8.58% 2
Pelham NH Non-Member 1 $121,860 $131,130 $9,270 7.61% 1
Revere Non-Member 32 $2,734,020 $2,967,660 $233,640 8.55% 7
Rockport Non-Member 1 $75,240 $81,990 $6,750 8.97%
Salem Non-Member 6 $544,680 $590,220 $45,540 8.36% 2
Somerville Non-Member 4 $300,960 $327,960 $27,000 8.97%
Sudbury Non-Member 1 $75,240 $81,990 $6,750 8.97%
Swampscott Non-Member 2 $150,480 $163,980 $13,500 8.97%
Tewksbury Non-Member 4 $394,200 $426,240 $32,040 8.13% 2
Winthrop Non-Member 2 $197,100 $213,120 $16,020 8.13% 1
Worcester Non-Member 1 $75,240 $81,990 $6,750 8.97%
SEEM COLLABORATIVE
APPROVED FY2026 BUDGET HIGHLIGHTS
Staffing FTE:
The staffing FTE budgeted for FY26 is 275.90 which reflects a net increase of .67 FTE compared to the FY25 budgeted
staffing FTE of 275.23.
The changes include:
FTE Changes by Location/Program
Location/Program
FTE Net
Change
Assessment Center -0.5
Campus 2.06
DHOH -5.13
Middle School 2.2
Prep 1.29
Ripley -0.6
TLC 2.35
Transition -1
Total Net Change 0.67
FTE Changes by Position Category:
Change in Title:
If enrollment projections are exceeded or not met adjustments to staffing will be made if possible dependent on IEPs
in place at the time.
Position Category
FTE Net
Change
Added/Reduced
Teacher 3.0 Added
Nurse .10 Added
Aide -2.22 Reduced
Secretary .94 Reduced
Specialized Instructional Support .73 Added
Net Change .67 Added
Position
FTE Net
Change
Added/Reduced/Change Note:
Program Administrator
1.0 Change in Title
FTE was not added, this was a change in
title from Behavior Support Specialist to
Assistant Principal.
SEEM COLLABORATIVE
APPROVED FY2026 BUDGET HIGHLIGHTS
REVENUE
The general fund projected revenue for FY26 is $45,777,260. This amount represents an increase of $8,975,538; an
increase of 24.39% compared to FY25 budgeted projected revenue. Included are the following significant increases:
Revenue Increases:
Account Amount Note
Services (Net Change) $270,540 Based on projected referrals
Transportation $7,680,000 Based on projected utilization and rate increases
Tuition (Net Change) $1,024,998 Based on projected enrollment and tuition rates
EXPENSE
The general fund projected expense amount for FY26 is $45,777,260. This represents an increase of $8,975,538; an
increase of 24.39% compared to the FY25 budgeted projected expense. Included are the following significant
reductions and increases:
Expense Reductions:
Account Amount Note
Contracted Services $85,196 Related to less reliance on staffing agencies
Expense Increases:
Account Amount Note
Benefits Health Insurance $508,792 Related to increase in usage of agencies
Building Maintenance $53,267 Related to contract cleaning and repairs
Building Rent $325,010 Related to new facility
Payroll - Step Increases $337,246 Step Increases for 126 employees
Payroll - Net change for staffing and
3.74% increase to salary scales based
on average of Member increases
$394,235 Accounts for staffing changes and
increase to Salary Scales
Transportation $7,352,600 Related to increase in participation and rates
SEEM Collaborative has and will continue to explore and identify additional cost avoidance opportunities, expense
reductions and additional funding opportunities so that it can continue with the goal of having the least amount of
financial impact on districts while providing high quality services.
SEEM COLLABORATIVE
APPROVED FY2026 BUDGET HIGHLIGHTS
As a Collaborative, we must categorize expenses into four categories; Operating Expenditures, Capital Expenditures,
Debit Service Payments, and Deposits to Capital Reserve. Below is a summary of revenue by source and budgeted
expenses for each category.
GENERAL FUND BUDGET
Revenue by Source and Expense by Category
REVENUE by Source Actual FY24 Budget FY25 Budget FY26 +/- % Change
Member Tuition $3,289,419 $3,984,120 $4,399,920 $415,800 10.44%
Non-Member Tuition $17,617,752 $18,489,600 $19,101,240 $611,640 3.31%
Extended Year Tuition $1,954,266 $2,029,242 $2,026,800 -$2,442 -0.12%
Membership-Interest-Other $538,536 $285,500 $285,500 $0 0.00%
Food Services $226,269 $215,000 $215,000 $0 0.00%
Transportation $10,923,813 $9,700,000 $17,380,000 $7,680,000 79.18%
Services $2,366,685 $2,098,260 $2,368,800 $270,540 12.89%
TOTAL REVENUE $36,916,740 $36,801,722 $45,777,260 $8,975,538 24.39%
EXPENSES by Category Actual FY24 Budget FY25 Budget FY26 +/- % Change
Operating Expenditures $36,801,722 $36,801,722 $45,777,260 $8,975,538 24.39%
Capital Expenditures $0 $0 $0 $0 N/A
Debt Service Payments $0 $0 $0 $0 N/A
Deposits to Capital Reserve $0 $0 $0 $0 N/A
TOTAL EXPENSES $36,801,722 $36,801,722 $45,777,260 $8,975,538 24.39%
NET $115,018 $0 $0 $0 0%
Operating
Expenditures
$45,777,260
100.00%
Capital
Expenditures
$0
0.00%
Debt Service
Payments
$0
0.00%
Deposits to
Capital Reserve
$0
0.00%
FY26 Expenses by Category and
Percentages of Total
Member
Tuition
$4,399,920
9.61%
Non-Member
Tuition
$19,101,240
41.73%
Extended Year
Tuition
$2,026,800
4.43%
Membership-
Interest-Other
$285,500
0.62%
Food
Services
$215,000
0.47%
Transportation
$17,380,000
37.97%
Services
$2,368,800
5.17%
FY26 Revenue Sources and
Percentages of Total
SEEM COLLABORATIVE
APPROVED FY2026 BUDGET HIGHLIGHTS
The following information is supplemental budget information which provides a breakdown of expenditures by
program/service.
EXPENSE by Program Actual FY24 Budget FY25 Budget FY26 +/- % Change
Administration $3,323,110 $3,477,444 $3,656,493 $179,049 5.15%
Campus $3,616,987 $3,853,339 $4,200,616 $347,277 9.01%
DHOH $1,008,712 $1,403,255 $804,451 -$598,804 -42.67%
Middle School $3,048,463 $3,181,757 $3,493,404 $311,647 9.79%
Prep $2,937,544 $3,496,840 $4,124,396 $627,556 17.95%
Ripley $2,822,198 $2,902,217 $3,216,616 $314,400 10.83%
TLC $6,079,326 $5,436,794 $5,801,339 $364,545 6.71%
Extended Year $680,924 $770,262 $806,098 $35,836 4.65%
Food Service $257,319 $341,020 $358,648 $17,628 5.17%
ABA-BCBA $569,972 $675,792 $658,975 -$16,817 -2.49%
Assessment $1,498,733 $1,438,567 $1,537,403 $98,836 6.87%
Assistive Technology $798 $2,017 $1,600 -$417 -20.67%
Professional Development $85,769 $87,000 $87,000 $0 0.00%
Transitional Service $88,761 $100,451 $10,287 -$90,165 -89.76%
Transportation $10,607,011 $9,409,000 $16,761,600 $7,352,600 78.14%
Tutoring Service $129,183 $125,647 $154,471 $28,823 22.94%
Vision $100,257 $100,320 $103,864 $3,544 3.53%
TOTAL EXPENSE $36,855,065 $36,801,722 $45,777,260 $8,975,538 24.39%
Administration
$3,656,493
7.99%
Campus
$4,200,616
9.18%DHOH
$804,451
1.76%
Middle School
$3,493,404
7.63%
Prep
$4,124,396
9.01%
Ripley
$3,216,616
7.03%
TLC
$5,801,339
12.67%
Extended Year
$806,098
1.76%
Food Service
$358,648
0.78%
ABA-BCBA
$658,975
1.44%
Assessment
$1,537,403
3.36%
Assistive Technology
$1,600
0.00%
Professional
Development
$87,000
0.19%
Transitional Service
$10,287
0.02%
Transportation
$16,761,600
36.62%
Tutoring Service
$154,471
0.34%
Vision
$103,864
0.23%
FY26 Expense and Percentage of Total
SEEM COLLABORATIVE
APPROVED FY2026 BUDGET HIGHLIGHTS
The following information is supplemental budget information which provides a breakdown of expenditures by line
item.
EXPENSES by Line Item
Actual
FY2024
Budget
FY2025
Budget
FY2026 +/-
%
Change
Auditing Services $19,000 $20,000 $20,000 $0 0.00%
Benefits Free Life and Disability Insurance $32,157 $52,885 $54,318 $1,433 2.71%
Benefits Health Insurance $1,962,903 $2,054,403 $2,563,195 $508,792 24.77%
Benefits Pension Contribution - State $370,146 $413,503 $405,939 -$7,564 -1.83%
Benefits Workers Compensation Insurance $108,558 $140,745 $142,558 $1,813 1.29%
Benefits Employer Taxes Medicare $239,010 $272,364 $282,425 $10,061 3.69%
Building Maintenance $543,860 $540,973 $594,240 $53,267 9.85%
Building Rent $2,974,611 $1,663,673 $1,988,683 $325,010 19.54%
Building Utilities $262,613 $337,540 $350,742 $13,202 3.91%
Contracted Services $923,160 $521,971 $436,776 -$85,196 -16.32%
Dues-Subscriptions-Memberships $63,867 $27,382 $28,007 $625 2.28%
Equipment - Technology $143,679 $128,964 $139,292 $10,328 8.01%
Equipment Rental $53,851 $46,754 $46,754 $0 0.00%
Equipment Supplies $19,636 $27,646 $27,146 -$500 -1.81%
Field Trips $17,985 $23,065 $24,945 $1,880 8.15%
Furniture $16,604 $7,200 $9,200 $2,000 27.78%
Internet $0 $22,200 $22,200 $0 0.00%
Legal Services $8,719 $10,000 $12,000 $2,000 20.00%
Liability Insurance $51,292 $70,800 $67,780 -$3,020 -4.27%
Nursing Supplies $4,205 $9,660 $9,760 $100 1.04%
Payroll $16,943,492 $19,333,687 $20,065,168 $731,481 3.78%
Payroll Processing Services $28,454 $32,000 $32,000 $0 0.00%
Payroll Student Vocational $20,686 $38,000 $28,000 -$10,000 -26.32%
Postage $1,098 $8,629 $8,516 -$113 -1.31%
Professional Development $64,317 $46,750 $54,170 $7,420 15.87%
Retiree Health Insurance $204,490 $209,315 $212,700 $3,385 1.62%
Supplies and Materials $375,619 $386,642 $411,989 $25,347 6.56%
Telephone $44,298 $44,601 $47,296 $2,695 6.04%
Transportation $10,607,011 $9,409,000 $16,761,600 $7,352,600 78.14%
Travel Reimbursement $29,687 $39,890 $37,820 -$2,070 -5.19%
Treasurer $10,234 $9,578 $10,374 $796 8.31%
Tuition Reimbursement $5,817 $25,000 $25,000 $0 0.00%
Unemployment $1,229 $25,000 $20,000 -$5,000 -20.00%
Van Maintenance $20,004 $26,400 $26,150 -$250 -0.95%
Van Rental/Purchase $1,847 $5,240 $4,420 -$820 -15.65%
Extended Year Expense $22,003 $51,600 $46,050 -$5,550 -10.76%
Payroll Extended Year $658,921 $718,662 $760,048 $41,386 5.76%
Capital Expenditures $0 $0 $0 $0 0.00%
Debt Service Payments $0 $0 $0 $0 0.00%
Deposits to Capital Reserve $0 $0 $0 $0 0.00%
TOTAL EXPENSES $36,855,065 $36,801,722 $45,777,260 $8,975,538 24.39%
New Business
Reading Public Schools
School Committee Meeting Packet
January 30, 2025
READING POLICE DEPARTMENT
OFFICE OF THE CHIEF
15 Union Street, Reading, Massachusetts 01867
Emergency Only: 911 All Other Calls: 781-944-1212 Fax: 781-944-2893
www.readingma.gov/police-department
The Reading Police Department is excited to announce that School Resource Officer Brian Lewis will
be getting promoted to the position of Detective.
The Chief, Superintendent, and Town Manager have met to discuss this, and a transition plan has been
agreed upon. The Chief will be discussing the plan at the next School Committee Meeting.
TO:
FROM:
DATE:
RE:
Reading School Committee
Dr. Sarah Hardy, Assistant Superintendent for Learning & Teaching
January 28, 2025
SY 2025-26 Calendar Review and Discussion
During the January 30th School Committee meeting, we will present a proposed draft of the district-wide
academic calendar for the 2025-26 school year. In preparing this draft, the central office leadership
team reviewed the calendar for 2024-25 to determine which dates should be brought forward in the
same timeframe and which dates needed reconsideration. The changes were reviewed with building
leaders and RTA leadership, and their feedback was incorporated into the draft. Below are the changes
you will notice in the 2025-26 calendar and the rationale for each.
Change: The nights for high school and elementary Back to School night events have switched.
Rationale: Thursday night is the preferred evening for staff to have the Back to School night event. RTA
leadership has asked that we alternate each year so both levels have the opportunity to have the
Thursday night schedule.
Change: The November In-Service Day has been moved to an October date.
Rationale: The fall In-Service Day has traditionally been held on the first Tuesday in November - Election
Day. In years with national elections this is important to facilitate logistics at RMHS, the location for
voting in Reading. However, the November In-Service day has long been considered by central office and
building leaders as a little late in the fall for a day of professional development. An October date
provides opportunity for training and staff learning earlier in the school year as new initiatives are being
launched. Additionally, November is a month with several holidays and a day for conferences. Moving
the In-Service day to October for 2025 means that there will be two full weeks of school in
November. RTA Leadership also expressed interest in moving the November In-Service Day to
October. Additionally, the union asked that In-Service days be held on Wednesdays to increase
attendance and productivity.
Change: Early release days for middle school and high school will shift to Wednesday afternoons instead
of Fridays.
Rationale: The purpose of early release days is to provide professional learning time for staff including
PD sessions, collaborative meetings and trainings. We believe a return to the Wednesday schedule for
early release days will maximize the effectiveness of the sessions for staff. Mid week scheduling of PD
allows for better momentum in implementing learning as educators return to the classroom the day
following the training. Additionally, this is a shift that is supported (and preferred) by the RTA
Leadership for middle and high school. Currently, the elementary level will remain on Fridays. This is
the preference of the staff because the elementary early release days are used primarily for planning of
instruction for the following week, which is well positioned on Friday afternoons. Additionally, because
Reading Public Schools
Instilling a joy of learning and inspiring the innovative leaders of tomorrow 82 Oakland Road
Reading, MA 01867
Phone: 781-944-5800
Fax: 781-942-9149
elementary early release days occur weekly, we would need further exploration with staff and families
before initiating a change.
Change: Added end dates for high school and middle school semesters and the end dates for the
elementary trimesters
Rationale: We believe this will be helpful information for staff and families to have on the calendar.
We look forward to reviewing and discussing with the committee.
Reading Public Schools | 2025-2026 CALENDAR
AUGUST ‘25
S M T W Th F S
1 2
3 4 5 6 7 8 9
10 11 12 13 14 15 16
17 18 19 20 21 22 23
24 25 26 27 28 29 30
31
18-22 New Staff Induction
25-26 Teacher In-Service: No School
27 First day of School (1-12)
27-28 Pre-K & K Orientation
29 No School
Teacher Days: 4 Student Days: 2
JANUARY ‘26
S M T W Th F S
1 2 3
4 5 6 7 8 9 10
11 12 13 14 15 16 17
18 19 20 21 22 23 24
25 26 27 28 29 30 31
1 Winter Recess cont.: No School
5 School Resumes
19 M.L.K. Day: No School
Teacher Days: 19 Student Days: 19
SEPTEMBER ‘25
S M T W Th F S
1 2 3 4 5 6
7 8 9 10 11 12 13
14 15 16 17 18 19 20
21 22 23 24 25 26 27
28 29 30
1 Labor Day: No School
2 First day of School PK and K
10 HS Back to School Night (Early
Dismissal)
11 PK-5 Back to School Night**
17 PK Location at HS Back to School Night
18 MS Back to School Night (Early Dismissal)
24 MS & HS Early Dismissal
Teacher Days: 21 Student Days: 21
FEBRUARY ‘26
S M T W Th F S
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
4 MS & HS Early Dismissal
16 Presidents’ Day: No School
16-20 February Vacation: No School
Teacher Days: 15 Student Days: 15
OCTOBER ‘25
S M T W Th F S
1 2 3 4
5 6 7 8 9 10 11
12 13 14 15 16 17 18
19 20 21 22 23 24 25
26 27 28 29 30 31
8 Teacher In-Service: No School
13 Columbus Day: No School
29 MS & HS Early Dismissal
Teacher Days: 22 Student Days: 21
MARCH ‘26
S M T W Th F S
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
29 30 31
4 Teacher In-Service: No School
18 MS & HS Early Dismissal
Teacher Days: 22 Student Days: 21
NOVEMBER ‘25
S M T W Th F S
1
2 3 4 5 6 7 8
9 10 11 12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30
11 Veterans Day: No School
13 PK-5 Conferences: Early Release
14 Conferences PK-12: No School
26 Early Release*
27-28 Thanksgiving Recess: No School
Teacher Days: 17 Student Days: 16
APRIL ‘26
S M T W Th F S
1 2 3 4
5 6 7 8 9 10 11
12 13 14 15 16 17 18
19 20 21 22 23 24 25
26 27 28 29 30
8 MS & HS Early Dismissal
20 Patriots’ Day: No School
20-24 April Vacation: No School
Teacher Days: 17 Student Days: 17
DECEMBER ‘25
S M T W Th F S
1 2 3 4 5 6
7 8 9 10 11 12 13
14 15 16 17 18 19 20
21 22 23 24 25 26 27
28 29 30 31
10 MS & HS Early Dismissal
23 Early Release*
24-31 Winter Recess: No School
Teacher Days: 17 Student Days: 17
MAY ‘26
S M T W Th F S
1 2
3 4 5 6 7 8 9
10 11 12 13 14 15 16
17 18 19 20 21 22 23
24 25 26 27 28 29 30
31
13 MS & HS Early Dismissal
14 PK-5 Open House
21 MS Open House (Early Dismissal)
25 Memorial Day: No School
29 High School Graduation
Teacher Days: 20 Student Days: 20
*Note: On 11/26/25, 12/23/25 and the last day of school, the below release
schedule will be observed:
District-Wide Early Release Schedule
School: Start: Early Release:
RISE 8:00 AM (HS)/8:30 AM
(Wood End & Killam)
10:30 AM (All
locations)
Elementary 8:25 AM 11:00 AM
Middle 7:50 AM 10:45 AM
High School 8:30 AM 11:15 AM
Total Student Days: 180 Total Teacher Days: 185
JUNE ‘26
S M T W Th F S
1 2 3 4 5 6
7 8 9 10 11 12 13
14 15 16 17 18 19 20
21 22 23 24 25 26 27
28 29 30
15 Last Day of School (Early
Release)*
(No Snow Days)
19 Juneteenth
23 Last Day of School (Early
Release) *
(5 Snow Days)
Teacher Days Without Snow Days:11
Student Days Without Snow Days: 11
School Closed District-Wide Early Release Teacher In-Service Days: No students Early Dismissal for HS/MS
BACK TO SCHOOL AND OPEN HOUSE NIGHTS .
Fall: Back to School Nights
High School – September 10, 2025
Preschool – 5th Grade – September 11, 2025**
Preschool Location at HS – September 17, 2025
Middle School – September 18, 2025
Spring: Open Houses
PK and Elementary – May 14, 2026
Middle School – May 21, 2026
**Wood End and Killam Pre-K locations will have Back to School the same
night as Elementary. The High School Pre-K location will be a different night.
PARENT/GUARDIAN – TEACHER CONFERENCES
Preschool – 5th Grade: November 13, 2025
Preschool – 12th Grade: November 14, 2025
Preschool and ELEMENTARY EARLY DISMISSAL DAYS
Elementary will be dismissed at 12:45 pm every Friday. In addition,
elementary and Preschool will be dismissed at their district-wide early
release time on the following dates:
November 13, 2025 Pre-K – 5 Conferences 12:45 PM
November 26, 2025 District-Wide Early Release 11:00 AM
June 15/23, 2026 Last Day of School 11:00 AM
SCHOOL START AND RELEASE TIMES .
School Start Time End Time Early
Dismissal
District-Wide
Early Release
RISE 8:00 AM/8:30
AM
2:00 PM/2:30
PM
Varied 10:30 AM
Elementary 8:25 AM 2:45 PM 12:45 PM 11:00 AM
Middle 7:50 AM 2:30 PM 12:30 PM 10:45 AM
High 8:30 AM 3:05 PM 1:04 PM 11:15 AM
MIDDLE SCHOOL EARLY DISMISSAL DAYS ..
September 18, 2025
Back to School Night
12:30 PM
September 24, 2025 Professional Development 12:30 PM
October 29, 2025 Professional Development 12:30 PM
November 26, 2025 District-Wide Early Release 10:45 AM
December 10, 2025 Professional Development 12:30 PM
February 4, 2026 Professional Development 12:30 PM
March 18, 2026 Professional Development 12:30 PM
April 8, 2026 Professional Development 12:30 PM
May 13, 2026 Professional Development 12:30 PM
May 21, 2026 MS Open House 12:30 PM
June 15/23, 2026 Last Day of School 10:45 AM
STUDENT ABSENTEE LINES: .
HIGH SCHOOL EARLY DISMISSAL DAYS ..
September 10, 2025
Back to School Night
1:05 PM
September 24, 2025 Professional Development 1:05 PM
October 29, 2025 Professional Development 1:05 PM
November 26, 2025 District-Wide Early Release 11:15 AM
December 10, 2025 Professional Development 1:05 PM
February 4, 2026 Professional Development 1:05 PM
March 18, 2026 Professional Development 1:05 PM
April 8, 2026 Professional Development 1:05 PM
May 13, 2026 Professional Development 1:05 PM
June 15/23, 2026 Last Day of School 11:15 AM
SCHOOL CLOSURE DATES
August 29, 2025 January 1 – 2, 2026
September 1, 2025 January 19, 2026
October 8, 2025 February 16 – 20, 2026
October 13, 2025 March 4, 2026
November 11, 2025 April 20 – 24, 2026
November 14, 2025
November 27 – 28, 2025
December 24 – 31, 2025
May 25, 2026
June 19, 2026
EXTENDED SCHOOL YEAR
July 6 – August 6, 2026
SEMESTER/TRIMESTER END DATES
Elementary Middle and High School
Trimester 1: October 24, 2025 Semester 1: January 23, 2026
Trimester 2: February 28, 2026 Semester 2: Last Day of School**
Trimester 3: May 20, 2026*
*Soft Close: Teachers can adjust grades until report cards are issued.
**June 15, 2026 (last day of school) – MS/HS
Reading Public Schools | 2025-2026 CALENDAR
Barrows ambabsences@reading.k12.ma.us 781-942-9166
Birch Meadow bmeabsences@reading.k12.ma.us 781-944-2335
Joshua Eaton jeeabsences@reading.k12.ma.us 781-942-9161
Killam JWKAbsences@reading.k12.ma.us 781-944--7831
Wood End weeabsences@reading.k12.ma.us 781-942-5420
Parker wspabsences@reading.k12.ma.us 781-944-1236
Coolidge awcabsences@reading.k12.ma.us 781-942-9158
RMHS RMHSAttendance@reading.k12.ma.us 781-670-2819
RISE riseabsences@reading.k12.ma.us 781-942-9179
When sending an email or leaving a voice message, please leave
your child's name, teacher name (if elementary), reason for
absence/tardy and expected date/time of return.
ADDITIONAL MAJOR RELIGIOUS & CULTURAL HOLIDAYS
Sep 22-23* Rosh Hashanah** Feb 6 Lunar New Year
Oct 2* Yom Kippur** Feb 18 Ramadan Begins
Oct 20 Diwali Begins March 29 Palm Sunday
Dec 25 Christmas April 3 Good Friday**
Dec 14-22* Hanukkah March 20 Eid al-Fitr
Dec 26-Jan 1 Kwanzaa April 1-9* Passover**
Jan 7 Orthodox Christmas April 4 Easter
April 12 Orthodox Easter
*Begins the night before at sundown
**Please follow religious observance accommodations linked above
Revision Date: 1/28/2025
Old Business
Reading Public Schools
School Committee Meeting Packet
January 30, 2025
TO: Reading School Committee
FROM: Olivia Lejeune, Executive Assistant to the Superintendent
DATE: January 28, 2025
RE: FY26 Budget Q&A
Questions were submitted as follows:
•Via email to olivia.lejeune@reading.k12.ma.us by January 23rd at 11:59 PM.
•During the January 23rd FY26 Budget Hearing.
•Throughout the School Committee meetings on January 16th and January 23rd.
Reading Public Schools
Instilling a joy of learning and inspiring the innovative leaders of tomorrow 82 Oakland Road
Reading, MA 01867
Phone: 781-944-5800
Fax: 781-942-9149
FY26 Recommended Budget Questions & Answers
January 28, 2025
Question Response
In reference to the projected total of Killam kindergarten
registrations, if we have full registration, this exceeds 4
classrooms. Should we allocate students to Birch Meadow
(7 extra spaces), Wood End (7 extra spaces), or Joshua
Eaton (12 extra spaces), given that 91 students is 3 too
many compared to the maximum of 22 per kindergarten
class?
In our communications for kindergarten registration, we
have shared with families that they must register by
February 1st to be guaranteed placement in their
neighborhood school. After Feb. 1 we will make
placement decisions based on available spaces in each
school and ensure we stay within desired class sizes.
Therefore, we do not plan on adding any additional
classes outside of the 1.0 FTE proposed in the FY26
budget. Also, we utilized the high end of our projected
enrollment (340) for our planning purposes. We arrived at
340 by the following:
1.Census Data: The census projected 313 eligible
students.
2.Delayed Enrollment: 20 students delayed
enrollment last year but intended to register this
year; 12 of those 20 students have already enrolled
for the 2025-2026 school year.
3.Additional Inquiries: At the time of preparing
projections, 7 eligible families inquired about
kindergarten but were not included in the census
data. To account for these and add a cushion, we
adjusted the projection to an even 340.
4.Registrations to date: Since registration opened on
1/6/25, we have 259 registrants; 34 students not
listed in the census data have registered; 70 current
RISE students have registered.
This is different than in the past when our projection
numbers merely mirrored the census data or projections
from the McKibbon study. In FY25, our October 1
enrollment was 240, with McKibbon projecting 303 and the
census projecting 268. In FY26, while our published
projection is 340, McKibbon is projecting 313, and the
census is predicting 313. We believe that the enrollment
will end up lower than 340.
Can we assign a specific dollar figure to each
consideration for the future budget years?
The dollar figures have been added to the “Considerations
for Future Budget Years” section of the presentation and
also the updated budget book.
In reference to the future consideration of adding a Health
Teacher at the middle level, why aren't we encouraging the
other physical education teachers to pursue training or
certification?
The primary reason for considering an additional health
teacher at the middle school level is to improve the
schedule being used for health instruction. Under the
current arrangement, middle school students receive
health during their PE block. About 10 PE blocks a year
are substituted for health instruction. While this is done on
an agreed upon schedule, it creates challenges related to
space and student participation. The number of lessons is
also inadequate to teach the full scope and sequence of
skills middle school students need to learn. Having a
dedicated health teacher would allow health class to be
part of a student’s schedule for a semester or a quarter.
Even if all our PE teachers were also licensed health
teachers, our current staffing levels wouldn't allow us to do
that.
In reference to the future consideration of adding an ASL
Teacher at RMHS, can we do this in partnership with our
Collaborative arrangement?
We are exploring the possibility of this being part of our
agreement with the Collaborative. One challenge to note
is that the program uses "Signing Exact English" and the
class uses "American Sign Language." We are exploring
other possibilities for offering the course without an
additional FTE, including partnering with a local college
that has an ASL class to provide a dual-enrollment
opportunity for our students. Given that the RMHS
Program of Studies will be released shortly, we expect to
announce soon.
Regarding the Regular Day and Special Education Cost
Center tables, could you explain the decreases and
increases?
The FTEs in the original budget book publication were
incorrect. The updated budget book will have corrected
FTEs ($ did not change).
Below is a summary of the FTE changes from FY25
budget book to FY26 budget book:
TOTAL FTE CHANGE = 10.5 INCREASE
● 9 para from IDEA grant
● 1 new K teacher
● 1 new “team chair” position- Program Coordinator
● 0.1 PE teacher (Increase from 0.9 to 1.0)
● (0.6) METCO allocation change for Adj. Counselors
Other changes:
● Moved 1.0 FTE from Guidance to Psychologist to
code position correctly
● Moved 1.0 FTE Reading teacher position to SPED
teacher position (Reading teacher position was
SPED reading; now coded correctly as SPED
teacher)
● Moved 1.0 FTE Reg Ed K teacher position to new
SPED teacher position
●2 Reg Ed paras moved to SPED paras to be coded
correctly as SPED para secretaries
What forecasting model was used to determine the
Athletics FY26 Appropriated Offset number?
The FY26 Athletic offset was level funded from FY25.
The projected FY26 ending balance is forecasted to be
$27,000. This will be the 4th year that the Athletics
Revolving Account ending balance will be less than the
beginning balance. As discussed previously with the
committee, a review of the Athletics program needs to be
undertaken to understand why athletics income has been
flat over the past few years.
Why is the RISE Preschool offset being increased so
much? Will this result in the revolving fund dropping below
$100K after FY26?
The forecasted RISE revolving account ending balance for
FY25 is $420,000 an increase of $130,000 over the
beginning balance of $290,000. Even with the offset
increase of $200,000 for FY26 to $550,000, the FY26
revolving Account Ending balance is forecasted to be
$350,000. The ending balance for RISE does not reflect
any potential increase in tuition revenue due to the
increase in the number of 5 day all day slots in FY26.
What was K enrollment this time last year comparatively? Kindergarten enrollment is currently (1/28/25) at 259; at
this time last year enrollment was around 220. Last year
we did not provide a deadline to register for priority
placement, where this year we did (Feb. 1). Given that the
enrollment timeline is different from last year, we need to
use caution when comparing point-in-time enrollment
numbers.
Students who did not register last year, how many
registered to date?
Of the students who did not register last year, 12 out of 20
are registered to date.
Could you provide an FTE summary chart comparing last This has been added to the budget book.
year and this year?
Is there any information about an increase in fees?
In FY25 we adjusted several user fees to account for
increased cost of operations. Due to that recent increase,
we chose to hold our fees at the same level for next year
in order to support our students and families.
Where are technology replacements, such as batteries,
currently included in the budget?
Historically, we have not had a line item for device/tech
replacement, but it has been paid out of end-of-year
savings. In the FY27 budget, we plan to add a line item for
tech refresh. Smaller replacements during the year come
out of the budget under “IT non-personnel,” and also pulls
from a small revolving account coded “Lost Books.”
Does the schools’ facilities budget cover only
school-related expenses?
Yes, we only show the schools’ facilities budgets, which
include the “Manager of School Custodians”, Custodians,
and custodial supplies. The Director and Assistant
Director of Facilities and utilities payments are paid from
the Town budget.
How can the School Choice offset be effectively
articulated?
Offset of non-personnel costs can be found in the regular
day program.
Can the acronym list be added back to the appendix? Added to the budget book
What would implementing a permanent substitute for each
building cost?
A permanent substitute at a rate of Bachelor ’s+1 costs
approximately $317/day. The cost of a daily substitute is
$100/day (non licensed) or $105/day (licensed). Given
this difference in cost, this is not a realistic investment in
the FY26 budget process.
Is there a separate line item for advertising, and what costs
does it cover aside from HR recruitment advertising?
Advertising costs include posting of legal ads (such as our
transportation bid, recommended budget, and notice of the
destruction of student records) and district
marketing/promotional materials (pens, notepads, etc).
These advertising costs do not include HR “recruiting”
expenses.
Why did the equipment budget drop by 25%? We revised the equipment budget to match actual
expenses. As part of the FY26 budget process, we
provided budget managers with a report showing the past
3 years actual expenses by budget line. This was done to
improve the budget by getting closer to what will be spent
rather than just rolling over FY25 numbers.
Why was there a 56% increase in postage and 25%
increase in publications this year?
We revised the postage and publications budgets to match
actual expenses. As part of the FY26 Budget process, we
provided budget managers with a report showing the past
3 years actual expenses by budget line. This was done to
improve the budget by getting closer to what will be spent
rather than just rolling over FY25 numbers.
If we do not need the additional kindergarten teacher,
where is the prioritization for the money to go to?
At this point, our plan would be to reallocate the funds to
non-personnel expenses such as curriculum materials,
professional development, supplies and/or tech renewal.
We have level-funded non-personnel over the last two
fiscal years and expect these costs to continue to rise.
Investing in these critical non-personnel areas - curriculum,
PD, and tech - is essential in order to improve student
outcomes.
Why is Food Service still included in the capital plan if the
revolving line can cover the costs?
In FY27, we plan to review the Capital Plan budgeting
process and work collaboratively with the Town to discuss
any possible adjustments.
READING PUBLIC SCHOOLS
The Superintendent’s FY26 Recommended Budget
July 1, 2025 - June 30, 2026
“Ball” by Katherine Dougherty, RMHS Class of ’24 student in Ms. Kathleen M. Dailey’s AP Photography class
Contact Information
Copies of the budget document are available at the Office of the Superintendent and on the Reading Public School’s
website at www.reading.k12.ma.us. For additional information or clarification on the Superintendent ’s FY26
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. Philip Littlehale, CPA
Superintendent of Schools Interim Director of Finance and Operations
781-944-5800 781-670-2880
Thomas.Milaschewski@reading.k12.ma.us Philip.Littlehale@reading.k12.ma.us
School 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
Superintendent of Schools
Thomas Milaschewski, Ed.D.
Reading Public Schools
82 Oakland Road
Reading, Massachusetts
Website: http://reading.k12.ma.us
The Superintendent ’s FY26 Recommended Budget 2
District Leadership Team
Central Office Administrators
Sarah Hardy, Ed.D., Assistant Superintendent for Learning & Teaching
Phillip Littlehale., Interim Director of Finance and Operations
Michelle Roach, Human Resources Director
Jennifer Stys, Ed.D., Assistant Superintendent of Student Services
Other District Administrators
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 (MLL) Department Coordinator
Joseph Huggins, Director of Facilities for Town and School Buildings
Mary Anne Lynn, Interim STEM Curriculum Coordinator
Cindy Marte, Co - Interim METCO Director
Jerika Santiago, Co - Interim METCO Director
Christopher Nelson, Director of Extended Day, Drivers Education, and Adult and Community Education
Alanna Shone, R.I.S.E. Preschool Director
Allison Wright, Special Education Director
The Superintendent ’s FY26 Recommended Budget 3
School Administrators
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
Jill Story, Principal
Beth Simpson, 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
Alanna Shone, Director
The Superintendent ’s FY26 Recommended Budget 4
Table of Contents
INTRODUCTORY SECTION 7
Superintendent’s Message 8
Finance Committee’s Budget Guidelines 9
School Committee’s Budget Guidance & Investment Priorities 9
Mission, Vision, Statement of Equity, and Portrait of a Graduate 10
Budget Development Process and Timeline 11
Budget Review: FY23, FY24, and FY25 Investments 13
FY26 Recommended Budget Investments 19
Major Focus Areas with No Impact to FY25 Recommended Budget 19
Funding Considerations for the Future 20
FINANCIAL SECTION 23
The Superintendent’s FY26 Recommended Budget by Cost Center 24
Administration Cost Center Summary 28
Regular Day Cost Center Summary 30
Special Education Cost Center Summary 33
School Facilities Cost Center Summary 35
District Wide Programs Summaries (Athletics, Extra Curricular, Health Services, Technology) 37
OTHER FUNDING SOURCES 46
Offset Summary 47
Special Revenue Funds 48
Federal and State Grants 50
Five-Year Capital Plan 53
The Superintendent’s FY26 Recommended Budget 5
APPENDICES 54
APPENDIX A: Student Enrollment 55
APPENDIX B: Acronyms 61
The Superintendent’s FY26 Recommended Budget 6
INTRODUCTORY SECTION
Light Painting, RMHS Photography Club
The Superintendent ’s FY26 Recommended Budget 7
Superintendent’s Message
Dear Reading Community,
As we present the recommended budget for FY26, we want to express our heartfelt gratitude to every member of
our community for your steadfast support of our schools. Your financial contributions, combined with the time,
energy, and advocacy you dedicate, are essential in fostering the success of our students. The pride and
commitment that our Reading community demonstrates toward public education are truly remarkable, and on
behalf of our district, I extend sincere appreciation for your ongoing partnership.
The FY26 budget primarily represents a “level-service” approach, but we are thrilled to highlight an exciting
milestone: the transition to universal, tuition-free kindergarten for all students in the district. Just four years ago,
Reading was among the few districts in Massachusetts still charging tuition for full-day kindergarten and had the
second highest tuition fee in the state. We are incredibly grateful for the leadership, advocacy, and foresight of our
Reading School Committee and town leadership in implementing a multi-year plan that has made this possible.
Eliminating tuition not only eases the financial burden on families but also ensures access to a high-quality
kindergarten experience for every student. Alongside this transition, the only new addition in the FY26 budget is a
1.0 FTE Kindergarten teacher to address projected class sizes.
As we look ahead to FY26, our focus remains on building upon the roles, programs, and initiatives implemented
over the past several fiscal years to enhance student outcomes. Within this budget book, you will find updates on
the impact of these investments from FY23, FY24, and FY25, which are already yielding positive results across our
schools. These enhancements are particularly evident in the quality of classroom instruction and the strengthened
sense of belonging and connection among our students. In a few weeks, all Reading community members will
receive the 2024 RPS Annual Community Report that highlights the impact of many of these recent investments on
our students.
Our district remains steadfast in maximizing the impact of every dollar to support the success of our students. With
your continued partnership, we are confident that these investments will further nurture an environment of
academic achievement and personal growth across the district.
In partnership for our students,
Dr. Thomas Milaschewski
Superintendent
The Superintendent ’s FY26 Recommended Budget 8
Finance Committee’s Budget Guidelines
In October 2024, the Finance Committee voted for a FY26 School Department budget guideline of 3.5%, over the
FY25 Appropriated Budget. The increase amounted to $1,904,392. 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 4.6%, or $276,388.
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 $56,310,311 in FY25, to
$58,491,591 in FY26; an increase of 3.9%.
School Committee’s Budget Guidance & Investment Priorities
While presenting a level service budget, we also aim to consider investment priorities for the future. Developing a
school district budget that aligns resources with the initiatives outlined in the district ’s strategic plan requires
collaborative discussions on fund allocation. The Reading School Committee provided the following guidance to
support the District ’s Leadership Team in shaping the FY26 Recommended Budget and identifying investment
priorities moving forward:
● Support for High-Need Groups: Build on METCO grant and summer reading opportunities; focus on
high-need groups such as MLL, students with IEPs, etc. to address learning gaps.
● Program Evaluations: Continue evaluating existing programs to ensure effectiveness and efficiency.
● Executive Functioning Tools: Investment in tools to support executive functioning skills.
● Busing Needs: Address the need for busing in general education.
● HVAC Upgrades: Consider HVAC review and upgrades in the capital plan.
● Math Coaches: The addition of these positions has had a clear impact; explore the possibility of expanding
as funds allow.
● Support for Behavioral Needs: Additional support or programming to address behavioral challenges in the
lower grades.
● Half-Day Fridays: Evaluate the impact of half-day Fridays at the elementary level, with a focus on
maximizing time for learning.
The Superintendent ’s FY26 Recommended Budget 9
Mission, Vision, Statement of Equity, and Portrait of a
Graduate
Mission of the Reading Public Schools
Instilling a joy of learning and inspiring the innovative leaders of tomorrow.
Vision of the Reading Public Schools
It is the vision of the Reading Public Schools to instill a joy of learning by inspiring, engaging and supporting our
youth to become the innovative leaders of tomorrow. We will accomplish our vision by focusing on a few key
strategic initiatives that lead to a meaningful and relevant curriculum, innovative instructional practices, strong
analysis and thoughtful dialogue about evidence, a collaborative and team approach to learning and teaching, and a
safe and nurturing learning environment. The overall physical and behavioral well-being of our children will be our
top priority, as students will not learn if they are not physically and psychologically safe. Education will truly be the
shared responsibility of both the schools and the community, with families playing active roles in the schools and
being full partners in ensuring the success of their children. In the interest of the entire Reading community, the
school district and town government shall work cooperatively and collaboratively. As educators and members of our
community, we believe that implementing this vision is our ethical responsibility to the children of the Town of
Reading.
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.
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.
The Superintendent’s FY26 Recommended Budget 10
They engage with and communicate multiple perspectives, aspire to be their best selves in the service of others in
order to thrive, and bring their skills and knowledge to action for the benefit of each other and our world.
Budget Development Process
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 FY26 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 instructional 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:
Personnel Non-personnel
●Utilized METCO, Department of Public Health, Special
Education and other Grant funding.
●Accounted for savings generated between outgoing/budget
salaries and new incoming staff.
●Allocate lunchtime/para wages and 30% of daytime custodial
wages to Food Services special revenue fund.
●Considered a multi-year review of past, present, pending,
and projected out of district tuition rates and changes in
placements.
●Reduced/reallocated existing budgets based on historical
spending patterns and anticipated future needs
●Applied School Choice funding.
In summary, the Leadership Team’s approach to the FY26 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.
The Superintendent’s FY26 Recommended Budget 11
●Consider enrollment projections, class sizes and teacher to student ratios, and learners’ needs.
Budget Timeline
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.
Date Task Date Task
July-October
November
●Craft enrollment projections
○FY26 class sizes, groupings,
staffing ratios
●Work on financial forecasts
○Examine FY24, FY25
expenditures
○Anticipated FY26 needs,
investments, sustainability
of request
●Build budgets
○Personnel & non personnel -
person by person, item by
item
●Collaborate on budget priorities
○Contract
negotiations/settlements
○Meeting student anticipated
needs
○Maximizing revenues across
program/level
●Evaluate budget requests
○Solicit feedback on
necessary FY26 investments
○Prioritize, align with district
strategic objectives,
determine cost and
rationale for request
●Examine budget data, site/district
○Personnel: person, position,
step, degree, stipend,
retirement, vacancy
○Scheduling:
teachers/paraprofessionals
evaluated on effectiveness,
student need
○Non-personnel: data
examined by line item,
description, expenditure
trend, projected use
December
January
February
April-May
●Finalize budget priorities and requests
●Finalize/publish Superintendent’s
Recommended FY26 Budget Book
●January 16, 2025
○School Committee Budget Night
○Q&A on Cost Center Presentations
●January 23, 2025
○FY26 Public Hearing
○Questions and Responses published
●January 30, 2025
○School Committee vote on the
Superintendent’s Recommended FY26
Budget
●January 31, 2025
○Publish School Committee’s
Recommended FY26 Budget Book
○School Committee’s FY26 Budget
submitted to the Town Manager
●February 26, 2025 (tentative)
○School Committee FY26 Budget
Presentation to Finance Committee
●Town Meeting Vote on FY26 Budget
○April 28, May 1, May 5, & May 8
The Superintendent’s FY26 Recommended Budget 12
Budget Review: FY23, FY24, and FY25 Investments
Over the past three 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.
Position Budget Year
Added
Description
5.0 FTE School Adjustment
Counselor/METCO Coordinator
at each elementary school
FY23
Budget
Prior to the implementation of the FY23 budget, the
elementary schools did not have school counselors. We know
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
Achievement at the high school
FY23
Budget
This role has been instrumental in moving several key
initiatives forward at RMHS, including:
●Developing five 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 close
to 200 students and 60 community partners, enabling
seniors to experience career exploration through a wide
range of work-based learning opportunities.
The Superintendent’s FY26 Recommended Budget 13
●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
FY26 budget.
1.0 FTE teacher in the English
Language Learner department
and translation services
.20 FTE increase to English
Language Coordinator
1.5 FTEs of ESL (English as a
Second Language) teacher
positions
FY23
Budget
FY24
Budget
We have seen a significant increase of multilingual learners
(MLL) in our district over the past several years, growing from
42 in October 2018 to 74 in October 2023. As the MLL
population continues to grow in the district, these positions
are crucial in ensuring appropriate group ratios, services, and
instruction for our English Language Learners.
With a high number of MLL students assessing as
beginner-level English proficiency in 2022, the district saw a
need for additional teachers. We continue to see an increase
in our MLL population with this addition being utilized to
provide weekly recommended instructional hours to students.
Supporting the language development of MLL students is
essential to their academic and social progress in school.
.20 FTE staff in the Stepping
Stones Program
FY23
Budget
This position continues to provide five full days of academic
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
Counselors at the middle school
level
1.0 FTE Social Worker increase
for the REACH program at the
middle school level
FY23
Budget
The REACH (Resiliency, Executive Functioning, Academics,
Coping Strategies, Habits of Mind) program moved from
Coolidge Middle School to Parker Middle School during the
2022-2023 school year, creating a need at the high school and
middle school level for increased support. The investment in
these resources has increased access for social emotional
support to students, equalized social emotional support
available to students across both Coolidge and Parker Middle
Schools.
The Superintendent’s FY26 Recommended Budget 14
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
Principals
FY24
Budget
All 5 of our elementary schools now have a full-time Assistant
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 FY26 Recommended Budget 15
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 seeing increased utilization and
impact of the K-8 Math Coaches, as outlined in the 2024 RPS
Annual Community Report..
1.0 FTE Middle School
Adjustment Counselor/METCO
FY24
Budget
With an increased need to support the social-emotional and
behavioral health of our students, this shared Middle School
The Superintendent’s FY26 Recommended Budget 16
(Metropolitan Council for
Educational Opportunity)
Coordinator
Adjustment Counselor/METCO Coordinator position supports
the social-emotional and behavioral health of students and
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
Coordinator
FY24
Budget
This role helps to support all students, specially Boston
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
Education Teacher
FY24
Budget
This position continues to be a requirement to ensure
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
Education Teacher
FY24
Budget
The addition of this position at Coolidge ensures compliance
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
Chairs
FY24
Budget
To ensure consistency with practice and compliance, the
additional team chair positions allow each school to have at
least one full-time special education administrator. This allows
the team chairs to have a direct role in instructional support
within special education classrooms. Additionally, they are
responsible for implementing the reading protocol, as needed,
The Superintendent’s FY26 Recommended Budget 17
during the evaluation process to ensure all students have
access to appropriate instruction and data collection methods.
1.0 Board Certified Behavior
Analyst (BCBA)
FY24
Budget
In alignment with the special education program review
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 Activities, 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
Specialist
FY24
Budget
In alignment with the special education program review
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.
Speech Language Pathologist
from 0.4 FTE to 1.0 FTE
FY25
Budget
Due to growing caseloads, the need for program expansion,
and the demands of IEPs, we increased one Speech Language
Pathologist from 0.4 FTE to 1.0 FTE. An increase to this
position was critical to meet the needs of students and
provide improved outcomes outlined in Individualized
Education Plans (IEPs).
Elementary LEAD Program
Teacher (1.0 FTE)
FY25
Budget
To meet the needs of students in the LEAD program at Joshua
Eaton Elementary School, we added an additional 1.0 teaching
position. Originally a 1-year, .5 role, this investment aimed 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..
High School Administrative
Assistant (1.0 FTE)
FY25
Budget
Increasing staffing in the high school main office has provided
more support to students, staff, and families and created more
equity in office staffing ratios with other schools in the district.
The Superintendent’s FY26 Recommended Budget 18
ESSER Funded Positions: 2.0 FTE
Secondary Guidance Counselors
and 1.0 FTE Middle School
Special Education Teacher.
FY25
Budget
Positions that were funded through the ESSER grant through
FY24 were evaluated to determine sustaining these roles long
term. The FY25 budget included these three positions which
were previously funded by the ESSER grant. The incorporation
of these positions into the operating budget ensures
compliance with IEPs and supports the behavioral health of
our students
1 Year 1.0 FTE Parker METCO
Coordinator
FY25
Budget
This role helps to support all students, specially Boston
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 and was a 1-year position.
FY26 Recommended Budget Investments
The following positions/initiatives have been identified as priorities and are funded in the FY26 budget:
Kindergarten Teacher 1.0 FTE: Due to a projected increase in Kindergarten enrollment, we will be adding an
additional 1.0 FTE Kindergarten teacher. This will ensure that class sizes remain in optional ranges of size.
We will continue to monitor Kindergarten enrollment numbers against projections, and make any necessary
adjustments as the registration season moves forward this winter/spring.
Transition to Universal, Tuition Free Kindergarten: In 2020-2021, Reading was one of only 23 communities in
Massachusetts to charge tuition for full-day kindergarten and had the second highest tuition in the state. In
partnership with the School Committee and the Town of Reading, we developed a multi-year plan to move towards
universal tuition free kindergarten that included dropping the tuition each year since 2020-2021. We believe in the
importance of ensuring that all families have access to a high-quality, accessible early childhood experience and are
thrilled that this budget proposes universal, tuition free kindergarten for the start of the 2025-2026 school year.
*We are continuing to monitor our METCO leadership structure and will inform the community of any METCO
budget related adjustments as we move into the spring of 2025
Major Focus Areas with No Impact to FY25 Recommended
Budget
Accelerating Futures: RMHS 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. This program immerses students in intensive coursework and real-world training in
fields like Computer Science, Engineering, Digital Media, Clean Energy, Healthcare, and Social Assistance. With
$625,000 in recent state grants and 175 students enrolled in the 2024–2025 school year, RMHS is opening doors to
rewarding career paths and giving students a head start in today’s economy. Offering Dual Enrollment (DE) through
partnerships with top institutions like UMass Lowell, RMHS students even have the chance to earn college credits,
The Superintendent’s FY26 Recommended Budget 19
bringing them closer to their career dreams while still in high school. With a focus on both education and practical
skills, RMHS is preparing the next generation to thrive in Massachusetts’ vibrant workforce and make meaningful
contributions to their communities. This reflects our ongoing commitment to securing grant funding to support
critical programming in our district.
Funding Considerations for the Future
The FY26 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 FY26
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 FY26 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):
Preschool and Elementary Level Priorities:
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. (Estimated cost = $30,000)
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. (Estimated cost = 1.0 FTE Teacher
$80,000 or Tutor $20,000)
Secondary Level Priorities:
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. (Estimated cost = 1.0 FTE Teacher $80,000)
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
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. (Estimated cost =
$30,000)
The Superintendent ’s FY26 Recommended Budget 20
RMHS ASL Teacher: RMHS offered ASL as a language course for the first time in 2024-2025. RMHS is already seeing
an increase in interest in ASL and will need to add and adjust staffing in the future to align to student interest.
(Estimated cost = 1.0 FTE Teacher $80,000)
RMHS Tier II Teacher: RMHS continues to explore various models to provide stronger and more timely Tier 2
interventions for students. For example, in the past, this has included the development and pilot of the academic
lab within the RMHS library. In the future, this model could include a designated staff member to oversee and
facilitate a space for Tier 2 interventions. More conversations on this topic will continue in the years to come.
(Estimated cost = 1.0 FTE Teacher $80,000)
District Level Priorities:
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. (Estimated cost = 1.0 FTE $80,000)
Additional Instructional Coaches: In FY24, we added 2 full-time math instructional coaches. With the addition of
two K-8 math instructional coaches, our educators now have the opportunity to work side-by-side with content
experts, tackle real-time classroom challenges, and continuously sharpen their teaching strategies. This investment
has already started to positively impact student achievement outcomes. It would be ideal to have similar coaching
in other critical content areas and also to expand our math coaching model. (Estimated cost = $100,000 each)
Curriculum Materials/Resources: In recent years, RPS has transitioned to implementing high-quality curriculum
materials in our schools to support student learning and teacher effectiveness. Unlike traditional curriculum models,
where costs were largely incurred upfront and focused on print materials, these modern programs include digital
components that require ongoing funding. Digital licenses provide students access to interactive learning platforms,
equip teachers with continually updated digital guides, and offer teaching aids such as lesson presentations and
assessments. To ensure the sustainability of these high-quality programs and maintain their benefits for students
and educators, it is essential to allocate additional funds each year for digital licenses and related resources. This
investment will enable us to uphold the rigor and relevance of our instructional materials in the years ahead. (Cost
dependent on type of resources/materials)
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. (Estimated cost = 1.0 FTE
$80,000)
Additional Multilingual Learner (MLL) Staff: RPS continues to see an increase in our MLL population. In the years
to come, it is critical that we continue to update our MLL staffing model to provide our students with high-quality
instruction and meet state-required time on learning requirements. (Estimated costs = 1.5 FTE Teachers $120,000)
Building Substitute: Providing schools with access to a full-time building substitute would be helpful in effectively
covering staff absences, meetings, and peer observations. (Estimated cost = $58,700 per FT substitute)
RMHS Lift Van: The 18-22-year-old program serves students in a critical stage of transition, focusing on equipping
them with essential life skills, job readiness, and community engagement experiences. Access to consistent, reliable
transportation is integral to achieving the program’s goals, as it allows students to participate in community-based
learning opportunities that are vital for their personal and professional growth. Currently, the program relies on
The Superintendent ’s FY26 Recommended Budget 21
shared access to a van during the school day. However, this arrangement has proven to be highly challenging. A
dedicated van for the 18-22-year-old program would resolve these challenges by:
● Ensuring Consistency: Students could participate in planned activities without disruptions caused by
competing demands.
● Reducing Logistical Barriers: Staff would no longer need to coordinate key exchanges or manage scheduling
conflicts.
● Maximizing Opportunities: The program could fully implement its community-based learning plans,
aligning with best practices for transition programming.
(Estimated cost = $100,000)
The Superintendent ’s FY26 Recommended Budget 22
FINANCIAL SECTION
Wood End Students with children’s book author, Olympian, and advocate Ibtihaj Muhammad
The Superintendent ’s FY26 Recommended Budget 23
FINANCIAL SECTION
In summary, the FY26 Budget is defined into the following sections:
● Operating Funds ($52,029,875):
○ An increase of $1,754,392 over FY25 has been allocated to meet the increased costs of all
contractual obligations, mandated services, and investments aligned to the district ’s strategic plan.
○ The district is committed to meeting all contractual obligations outlined in contracts with all 5
district bargaining units. All five bargaining units (cafeteria staff, custodians, paraprofessionals,
secretaries and teachers) agreed to new contracts spanning three years, starting in FY25.
● Special Education Accommodated Costs ($6,311,716):
○ An increase of $276,388 over FY25 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):
○ 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 FY26
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 FY26 Recommended Budget by Cost Center Compared with Prior Fiscal Years
2. A chart summarizing the Cost Center expenses by category, expressed as a percentage
3. A table summarizing the Cost Center compared with prior fiscal years
4. Detailed information for the FY25 Appropriated and FY26 Recommended Budgets by org and
object codes, in comparison with actual expenditures for FY22, FY23 and FY24, for each Cost Center
The Superintendent’s FY26 Recommended Budget by Cost Center
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 FY22, FY23, FY24, the Appropriated FY25 Budget and the School
Committee’s FY26 Recommended Budget are noted. The totals are separated by eight Cost Centers: Administration,
Regular Day, Special Education, School Facilities, Athletics, Extra Curricular, Health Services, and Technology. The
The Superintendent ’s FY26 Recommended Budget 24
table below also provides the percentage change between the FY26 Recommended Budget and the FY25
Appropriated Budget by Cost Center:
Summary of FY26 Recommended Budget by Cost Center Compared with Prior Fiscal Years:
Proportion of Spending, FY26 Recommended Budget by Cost Center Compared with Prior Fiscal Years:
The Superintendent ’s FY26 Recommended Budget 25
The pie chart below provides a visual representation of expenditures attributed to each Cost Center in the School
Committee’s FY26 Recommended Budget.
Cost Center Percentage to Total Budgets and Expenditures:
In the table below, personnel and non-personnel actual expenditures are reflected for FY22 through FY24, the FY25
Appropriated Budget and the FY26 Recommended Budget. Budgets have the following makeup:
● Personnel: professional salaries, clerical salaries, and other salaries (i.e. paraprofessionals and substitutes)
● Non-personnel: contracted services, supplies and materials and other expenses categories (i.e. dues,
memberships, professional development, technology and equipment)
FY26 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
The Superintendent ’s FY26 Recommended Budget 26
FTE changes from FY25 to FY26:
The Superintendent ’s FY26 Recommended Budget 27
Administration Cost Center Summary
FY25 Appropriated Budget: $1,374,689
FY26 School Committee’s Recommended Budget: $1,447,959
% Change over FY25: 5.33%
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 2.48% of the total district budget. The FY26
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.
FY26 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
The pie chart below shows the components of the Administration budget by percentage.
Cost Center (Administration) Percentage to Total Budgets and Expenditures:
The Superintendent ’s FY26 Recommended Budget 28
Budget Detail, Administration Cost Center:
The Superintendent ’s FY26 Recommended Budget 29
Regular Day Cost Center Summary
FY25 Appropriated Budget: $33,077,097
FY26 School Committee’s Recommended Budget: $33,615,467
% Change: 1.63%
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 57.47% of the total School Committee’s FY26 Recommended Budget. The FY26 Recommended
Budget for the Regular Day Cost Center summary is as follows, with a comparison provided for previous years.
FY26 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
Cost Center (Regular Day) Percentage to Total Budgets and Expenditures:
The Superintendent ’s FY26 Recommended Budget 30
Budget Detail, Regular Day Cost Center:
The Superintendent ’s FY26 Recommended Budget 31
Budget Detail, Regular Day Cost Center (continued):
The Superintendent ’s FY26 Recommended Budget 32
Special Education Cost Center Summary
FY25 Appropriated Budget: $17,635,574
FY26 School Committee’s Recommended Budget: $19,191,229
% Change: 8.82%
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 FY26, the Special Education Cost Center makes up
32.81% of the School Committee’s FY26 Recommended Budget.
FY26 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
Cost Center (Special Education) Percentage to Total Budget and Expenditures
The Superintendent ’s FY26 Recommended Budget 33
Budget Detail, Special Education Cost Center:
The Superintendent ’s FY26 Recommended Budget 34
Budget Detail, Special Education Cost Center (continued):
School Facilities Cost Center Summary
FY25 Appropriated Budget: $1,696,953
FY26 School Committee’s Recommended Budget: $1,585,460
% Change: -6.57%
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 Facilities Department also provides the necessary services to
facilitate building use for internal and external users. The School Building Facilities budget accounts for 2.71% of the
School Committee’s FY26 Recommended Budget.
FY26 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
The Superintendent ’s FY26 Recommended Budget 35
Cost Center (School Facilities) Percentage to Total Budget and Expenditures
Budget Detail, School Facilities Cost Center:
The Superintendent ’s FY26 Recommended Budget 36
Athletics Cost Center Summary
FY25 Appropriated Budget: $789,018
FY26 School Committee’s Recommended Budget: $811,079
% Change: 2.80%
Primary Function: The Athletics program budget funds the salaries and expenses necessary to operate the High
School athletics program. The Athletics budget accounts for 1.39% of the School Committee’s FY26
Recommended Budget.
FY26 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
Cost Center (Athletics) Percentage to Total Budget and Expenditures
The Superintendent ’s FY26 Recommended Budget 37
Budget Detail, Athletics Cost Center:
The Superintendent ’s FY26 Recommended Budget 38
Student Participation in Athletics:
Note: “*” depicts sports that have not had their season yet.
The Superintendent ’s FY26 Recommended Budget 39
Extra Curricular Cost Center Summary
FY25 Appropriated Budget: $81,186
FY26 School Committee’s Recommended Budget: $85,801
% Change: 5.68%
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. The Extra Curricular budget accounts
for 0.15% of the School Committee’s FY26 Recommended Budget.
FY26 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
Cost Center (Extra Curricular) Percentage to Total Budget and Expenditures
The Superintendent ’s FY26 Recommended Budget 40
Budget Detail, Extra Curricular Cost Center:
Student Participation in Extracurriculars:
The Superintendent ’s FY26 Recommended Budget 41
Health Services Cost Center Summary
FY25 Appropriated Budget: $969,558
FY26 School Committee’s Recommended Budget: $1,042,252
% Change: 7.50%
Primary Function: The Health Services budget pays for the salaries and expenses for servicing the daily medical
needs of the district’s student population. 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. The Health Services budget accounts for 1.78% of the School Committee’s FY26
Recommended Budget.
FY26 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
Cost Center (Health Services) Percentage to Total Budget and Expenditures
The Superintendent ’s FY26 Recommended Budget 42
Budget Detail, Health Services Cost Center:
The Superintendent ’s FY26 Recommended Budget 43
Technology Cost Center Summary
FY25 Appropriated Budget: $686,736
FY26 School Committee’s Recommended Budget: $712,344
% Change: 3.72%
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. The Technology budget accounts for 1.22% of the School Committee’s FY26 Recommended Budget.
FY26 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
Cost Center (Technology) Percentage to Total Budget and Expenditures
The Superintendent ’s FY26 Recommended Budget 44
Budget Detail, Technology Cost Center:
The Superintendent ’s FY26 Recommended Budget 45
OTHER FUNDING SOURCES
Elementary and Middle School Students Participating in the 2024 Hour of Code
The Superintendent ’s FY26 Recommended Budget 46
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 FY26 Recommended
Budget Offsets by Special Revenue Fund compared with FY25’s Appropriated Budget and the allocation of FY26
Recommended Offsets by Cost Center:
The Superintendent ’s FY26 Recommended Budget 47
Special Revenue Funds
The district maintains thirty-four 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 FY24 and FY25 beginning year balances
are provided in the table below with the calculated FY24 Gain/Loss:
Special Revenue Funds
The Superintendent ’s FY26 Recommended Budget 48
.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.
The Superintendent ’s FY26 Recommended Budget 49
● Use of School Property: Some community organizations which use school facilities pay a fee for space
and/or custodial coverage.
● Lost Books: Fees are collected and used to replace lost or damaged books.
● Gifts/Donations: Restricted donations for specific purposes and unrestricted donations for general use are
made to the School Committee for approval and acceptance in accordance with School Committee Policy
Federal and State Grants
In addition to the Operating and Special Revenue Funds, our district is supported in FY25 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 FY25 Quarter 2 balances for each grant awarded
between FY24 and FY25 are provided in the table below:
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.
The Superintendent ’s FY26 Recommended Budget 50
● METCO BBI: The METCO Boston Bridges Initiative grant was awarded to support two 2024 Reading METCO
program activities. The grant will specifically fund our Boston Kite and Bike Festival in May 2024, along with
funding our Franklin Park Zoo Lights event in the Fall of 2024.
● METCO REI: Fund the implementation of Racial Equity and Inclusion (REI) initiatives within the METCO
program.
● 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).
● Department of Public Health: Provides for mandated screenings, professional development, and substitute
coverage for nurses.
● Innovation Career Pathways 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.
● Skills Capital Technology and Equipment: Used to support Innovation Career Pathways in Advanced
Manufacturing and Information (Computer Science and Digital Media). Skills Capital funding is for
equipment to build out and bolster programming. A majority of the grant will be used to fund
approximately half of the digital autopsy table (Anatomage Virtual Cadaver Table) that will bolster
programming in science classes by providing students hands-on experiences on a daily basis while in
school.
● Special Earmark- Anatomy Table: Fund a portion of the digital autopsy table (Anatomage Virtual Cadaver
Table).
● MyCAP: Provide supplementary support to school districts currently engaged in or interested in beginning
implementation of My Career and Academic Plan. MyCAP is a student-driven process designed to ensure all
students graduate from high school college and career ready. The MyCAP process requires schools to create
a scope and sequence to implement MyCAP. And the grant provides planning team members the
supplementary support necessary to attend professional development and team meetings outside-of-
school hours.
● High-Quality Instructional Materials (HQIM) Professional Development and Purchase Opportunity
(PDPO): Provide funding for districts to effectively implement HQIM in alignment with their district's
instructional vision and the DESE Educational Vision for deeper learning. Reading Public Schools grant
application outlined two professional development opportunities to strengthen our implementation of
Illustrative Math (IM) in grades K-6.
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.
The Superintendent ’s FY26 Recommended Budget 51
● 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.
● IDEA IEP (Part B): Support schools and districts to implement the IEP improvement project, with an
emphasis on transitioning to the utilization of the newly revised forms and process.
● Chronic Absences: Provide funds to support schools and districts with a goal of reducing chronic
absenteeism. The source of this funding was Federal ESSER III State Set-Aside (CFDA 84.425U).
● Implementing Strategies to Reduce or Eliminate Time out Rooms: Support schools and districts as
they implement strategies, interventions, and supports to reduce or eliminate the use of time-out
rooms and increase the amount of time that students spend learning alongside their peers. Expected
outcomes include: improved student emotional and behavioral regulation (self- and/or co-regulation)
and overall school climate, as well as increased collaboration and communication among school staff,
parents, and the community.
The Superintendent ’s FY26 Recommended Budget 52
Five-Year Capital Plan
A Capital Project is a project that helps maintain or improve a Town asset. It is a new construction, expansion,
renovation, or replacement project for an existing facility or facilities. Typically, the project will have a total cost of at
least $10,000 and a life span of five or more years. Provided below is a five-year capital project plan for the school
district:
The Superintendent ’s FY26 Recommended Budget 53
APPENDICES
RMHS Band and Color Guard at the NESBA Finals, earning a Division II Gold Medal
The Superintendent ’s FY26 Recommended Budget 54
APPENDIX A: Student Enrollment
Student Enrollment
On October 1 of each year, Reading Public Schools are required to record, verify, and report the total number of
students enrolled by grade to 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 reported
October 1 enrollment can be found below:
October 1st enrollment represented an increase of 10 students over projected enrollment. Please note that
historically, RISE enrollment has not been calculated into the total enrollment. Enrollment figures are being
compared to FY24 numbers reported to the School Committee on November 30, 2023. At that time, RISE numbers
were not included in the total enrollment calculation, but RISE enrollment has been included in the total FY24
enrollment for the purposes of comparing FY24 numbers to FY25 numbers. With this updated FY24 calculation, the
FY25 Actual vs.
FY24 Actual shows a decrease of 27 students.
The Superintendent ’s FY26 Recommended Budget 55
The schools with the largest increases in enrollment over projections are RISE (+15%, 16 students), Barrows
Elementary School (+2%, 8 students), Birch Meadow Elementary School (+1%, 2 students), and Coolidge Middle
School (+2%, 6 students).
While our kindergarten enrollment was lower than projected, we did see increases in the following grades:
preschool, first grade, second grade, third grade, fourth grade, seventh grade, eighth grade, eleventh grade, and
twelfth grade.
The category with the largest increase was students enrolled through School Choice, which rose from 26 students
last year to 51 this year (+25 students). Another category reflecting an increase in enrollment was Multi-Lingual
Learners. Reading Public Schools’ Multi-Lingual Learner population grew from 72 students last year to 86 this year,
with Portuguese continuing to be the predominant language spoken, followed by Spanish.
Boston resident student enrollment remained the same, with a total of 100 students enrolled across various grade
Levels.
The FY25 special education enrollment increased by 10 students compared to FY24. The FY25 total includes
students in the 18-22 year-old program, which was not included in the FY24 report.
The tables below note our official October 1st student enrollments by grade for Special Education, School Choice,
Multi-Lingual Learners and Boston Residents:
The Superintendent ’s FY26 Recommended Budget 56
Additional Student Enrollment Data:
The Superintendent ’s FY26 Recommended Budget 57
The Superintendent ’s FY26 Recommended Budget 58
The Superintendent ’s FY26 Recommended Budget 59
The Superintendent ’s FY26 Recommended Budget 60
APPENDIX B: Acronyms
This section contains some of the acronyms in the Budget Book
● Adj: Adjustment
● ATS: Add to staff
● 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
● 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
● MLL: 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 FY26 Recommended Budget 61
Reading Public Schools
Superintendent’s FY26
Recommended Budget
Superintendent’s FY26 Recommended Budget
-FY26 Budget FAQ Process
-Review of FY23, FY24, and FY25 Budget Additions
-FY26 Budget Additions
-1.0 FTE Kindergarten Teacher
-Universal, Tuition-Free Kindergarten
-Considerations for Future Budget Years
-Finance Committee Budget Guidance
-FY26 Recommended Budget
-FY26 Recommended Budget by Cost Center
-Capital Plan Review
-FY26 Budget Timeline
-Other Funding Sources
FY26 Budget FAQ Process
FY26 Budget FAQ Process
●Please submit any budget-related questions to
olivia.lejeune@reading.k12.ma.us by January 23rd at 11:59 PM.
●An updated FY26 Budget publication, including FAQs, will be included
in the School Committee packet on January 28th.
●The School Committee will vote on the FY26 Budget on January 30th.
Review of FY23, FY24, and
FY25 Budget Additions
3 Years of Strategic Investments: FY23 Budget Year
5.0 FTE School Adjustment Counselor/METCO Coordinator at each elementary school
Prior to the implementation of the FY23 budget, the elementary schools did not have school
counselors. We know 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.
3 Years of Strategic Investments: FY23 Budget Year
1.0 FTE Director of Academic Achievement at the high school
This role has been instrumental in moving several key initiatives forward at RMHS, including:
-Developing five 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 close to 200 students and 60 community partners,
enabling seniors to experience career exploration through a wide range of work-based learning
opportunities.
-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 FY26 budget.
3 Years of Strategic Investments: FY23 Budget Year
1.0 FTE teacher in the English Language Learner department and translation services
.2 FTE increase to English Language Coordinator
We have seen a significant increase of multilingual learners (MLL) in our district over the
past several years, growing from 42 in October 2018 to 74 in October 2023. As the MLL
population continues to grow in the district, the 1.0 FTE teacher in the ELL department
and .20 FTE increase to the EL Coordinator are crucial in ensuring appropriate group
ratios, services, and instruction for our English Language Learners.
.20 FTE staff in the Stepping Stones Program
This position continues to provide five full days of academic 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.
3 Years of Strategic Investments: FY23 Budget Year
1.0 FTE increase in School Counselors at the middle school level
1.0 FTE Social Worker increase for the REACH program at the middle school level
The REACH (Resiliency, Executive Functioning, Academics, Coping Strategies,
Habits of Mind) program moved from Coolidge Middle School to Parker Middle
School during the 2022-2023 school year, creating a need at the high school and
middle school level for increased support. The investment in these resources has
increased access for social emotional support to students, equalized social
emotional support available to students across both Coolidge and Parker Middle
Schools.
Investing in the 1.0 FTE increase in School Counselors at the middle school and 1.0
FTE social worker for the REACH program contribute valuable resources that
enhance students' access to social and emotional support at the secondary level.
3 Years of Strategic Investments: FY23 Budget Year
1.0 FTE Nurse
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
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.
3 Years of Strategic Investments: FY24 Budget Year
1.5 FTEs of ESL (English as a Second Language) teacher positions
With a high number of MLL students assessing as beginner-level English proficiency in 2022, the district saw
a need for additional teachers. We continue to see an increase in our MLL population with this addition being
utilized to provide weekly recommended instructional hours to students. Supporting the language
development of MLL students is essential to their academic and social progress in school.
2.0 FTE K-8 Math Coaches
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 seeing increased utilization and impact of the
K-8 Math Coaches, as outlined in the 2024 RPS Annual Community Report.
3 Years of Strategic Investments: FY24 Budget Year
5.0 FTE Elementary Assistant Principals
All 5 of our elementary schools now have a full-time Assistant 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
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.
3 Years of Strategic Investments: FY24 Budget Year
1.0 FTE Middle School Adjustment Counselor/METCO (Metropolitan Council for
Educational Opportunity) Coordinator
With an increased need to support the social-emotional and behavioral health of our
students, this shared Middle School Adjustment Counselor/METCO Coordinator position
supports the social-emotional and behavioral health of students and 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 1 to 1 Nurse
This 1 to 1 nurse is required to meet an individual student’s medical need for the student
to access the school setting.
3 Years of Strategic Investments: FY24 Budget Year
1.0 FTE RMHS METCO Coordinator
This role helps to support all students, specially Boston 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 Elementary Special Education Teacher
This position continues to be a requirement to ensure 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 Education Teacher
The addition of this position at Coolidge ensures compliance with IEP services. This position at
Coolidge provides inclusion and direct instruction to students who require special education
literacy and math instruction.
3 Years of Strategic Investments: FY24 Budget Year
3.0 FTE High School Counselors
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
2.6 FTE Special Education Team Chairs
To ensure consistency with practice and compliance, the additional team chair positions allow
each school to have at least one full-time special education administrator. This allows the team
chairs to have a direct role in instructional support within special education classrooms.
Additionally, they are responsible for implementing the reading protocol, as needed, during the
evaluation process to ensure all students have access to appropriate instruction and data
collection methods.
3 Years of Strategic Investments: FY24 Budget Year
1.0 Board Certified Behavior Analyst (BCBA)
In alignment with the special education program review 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 Activities 2, 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 Specialist
In alignment with the special education program review 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.
3 Years of Strategic Investments: FY25 Budget Year
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 increased one
Speech Language Pathologist from 0.4 FTE to 1.0 FTE. An increase to this position was critical to meet the
needs of students and provide improved outcomes outlined in Individualized Education Plans (IEPs).
Elementary LEAD Program Teacher (1.0 FTE)
To meet the needs of students in the LEAD program at Joshua Eaton Elementary School, we added an
additional 1.0 teaching position. Originally a 1-year, .5 role, this investment aimed 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..
High School Administrative Assistant (1.0 FTE)
Increasing staffing in the high school main office has provided more support to students, staff, and families
and created more equity in office staffing ratios with other schools in the district.
3 Years of Strategic Investments: FY25 Budget Year
ESSER Funded Positions: 2.0 FTE Secondary Guidance Counselors and 1.0 FTE Middle School
Special Education Teacher.
Positions that were funded through the ESSER grant through FY24 were evaluated to
determine sustaining these roles long term. The FY25 budget included these three positions
which were previously funded by the ESSER grant. The incorporation of these positions into
the operating budget ensures compliance with IEPs and supports the behavioral health of our
students
1 Year 1.0 FTE Parker METCO Coordinator
This role helps to support all students, specially Boston 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 and was a 1-year position.
FY26 Additions
Tuition-Free Full-Day Kindergarten - RPS History
Year Tuition Cost Notes
2020-2021 $4,450 One of 23 communities across the state
to charge for full day K, RPS was second
highest.
2021-2022 $4,450 One of 24 communities across the state
to charge for full day K, RPS was the
highest.
2022-2023 $3,600 One of 18 communities across the state
to charge for full day K, RPS was the 9th
highest.
2023-2024 $2,650 State-wide data not yet available
2024-2025 $1,450 State-wide data not yet available
Additional 1.0 FTE Kindergarten Teacher
School Name Projected Total
Barrows 77
Birch Meadow 59
Joshua Eaton 76
Killam 91
Wood End 37
Total Projected
Enrollment
340
-Projections are primarily based on census data.
-Students who delayed registration last year have been
included in this year’s projections.
-Given the higher enrollment, we project needing an additional 4
kindergarten classrooms.
-However, due to a larger graduating Grade 5 cohort, the impact is
offset, requiring only 1.0 additional Kindergarten teacher.
Considerations for Future
Budget Years
Considerations for Future Funding: Preschool &
Elementary Level Priorities
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. Estimated cost = $30,000
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. Estimated cost = 1.0 FTE Teacher $80,000 or Tutor $20,000
Considerations for Future Funding: Secondary
Level Priorities
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. Estimated cost = 1.0 FTE Teacher $80,000
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
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.
Estimated cost = $30,000
Considerations for Future Funding: Secondary
Level Priorities
RMHS ASL Teacher
RMHS offered ASL as a language course for the first time in 2024-2025. RMHS is already
seeing an increase in interest in ASL and will need to add and adjust staffing in the future to
align to student interest. Estimated cost = 1.0 FTE Teacher $80,000
RMHS Tier II Teacher
RMHS continues to explore various models to provide stronger and more timely Tier II
interventions for students. For example, in the past, this has included the development and
pilot of the academic lab within the RMHS library. In the future, this model could include a
designated staff member to oversee and facilitate a space for Tier II interventions. More
conversations on this topic will continue in the years to come.
Estimated cost = 1.0 FTE Teacher $80,000
Considerations for Future Funding: District Level
Priorities
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. Estimated cost = 1.0 FTE $80,000
Additional Instructional Coaches
In FY24, we added 2 full-time math instructional coaches. With the addition of two K-8 math instructional
coaches, our educators now have the opportunity to work side-by-side with content experts, tackle real-time
classroom challenges, and continuously sharpen their teaching strategies. This investment has already
started to positively impact student achievement outcomes. It would be ideal to have similar coaching in
other critical content areas and also to expand our math coaching model.
Estimated cost = $100,000 each
Considerations for Future Funding: District Level
Priorities
Curriculum Materials/Resources
In recent years, RPS has transitioned to implementing high-quality curriculum materials in our schools to
support student learning and teacher effectiveness. Unlike traditional curriculum models, where costs were
largely incurred upfront and focused on print materials, these modern programs include digital components
that require ongoing funding. Digital licenses provide students access to interactive learning platforms,
equip teachers with continually updated digital guides, and offer teaching aids such as lesson presentations
and assessments. To ensure the sustainability of these high-quality programs and maintain their benefits for
students and educators, it is essential to allocate additional funds each year for digital licenses and related
resources. This investment will enable us to uphold the rigor and relevance of our instructional materials in
the years ahead. Cost dependent on type of resources/materials
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.
Estimated cost = 1.0 FTE $80,000
Considerations for Future Funding: District Level
Priorities
Additional Multilingual Learner (MLL) Staff
RPS continues to see an increase in our MLL population. In the years to come, it is critical that we continue to update our MLL
staffing model to provide our students with high-quality instruction and meet state-required time on learning requirements.
Estimated cost = 1.5 FTE Teachers $120,000
Building Substitute
Providing schools with access to a full-time building substitute would be helpful in effectively covering staff absences, meetings, and
peer observations. Estimated cost = $58,700 per FT substitute
RMHS Lift Van
The 18-22-year-old program serves students in a critical stage of transition, focusing on equipping them with essential life skills, job
readiness, and community engagement experiences. Access to consistent, reliable transportation is integral to achieving the
program’s goals, as it allows students to participate in community-based learning opportunities that are vital for their personal and
professional growth. Currently, the program relies on shared access to a van during the school day. However, this arrangement has
proven to be highly challenging. A dedicated van for the 18-22-year-old program would resolve these challenges by:
-Ensuring Consistency: Students could participate in planned activities without disruptions caused by competing demands.
-Reducing Logistical Barriers: Staff would no longer need to coordinate key exchanges or manage scheduling conflicts.
-Maximizing Opportunities: The program could fully implement its community-based learning plans, aligning with best
practices for transition programming. Estimated cost = $100,000
Considerations for Future Funding: School
Committee Investment Priorities
●Support for High-Need Groups: Build on METCO grant and summer reading
opportunities; focus on high-need groups such as MLL, students with IEPs, etc. to address
learning gaps.
●Program Evaluations: Continue evaluating existing programs to ensure effectiveness and
efficiency.
●Executive Functioning Tools: Investment in tools to support executive functioning skills.
●Busing Needs: Address the need for bussing in general education.
●HVAC Upgrades: Consider HVAC review and upgrades in the capital plan.
●Math Coaches: The addition of these positions has had a clear impact; explore the
possibility of expanding as funds allow.
●Support for Behavioral Needs: Additional support or programming to address behavioral
challenges in the lower grades.
●Half-Day Fridays: Evaluate the impact of half-day Fridays at the elementary level, with a
focus on maximizing time for learning.
Finance Committee Budget
Guidance
Finance Committee Budget Guidance
●October 2024: Finance Committee, operating budget +3.5% for FY26
●Operating Funds $52,029,875
●Special Education Accommodated Costs +4.6%
●Total: $58,491,591
FY26 Budget by Cost Centers
FY26 Recommend Budget by Cost Center
●Separation by Cost Center
●Dollar amounts compared with prior fiscal years
●% Change year-over-year
Summary of FY26 Recommended Budget by Cost Center Compared with Prior Fiscal Years:
FY26 Recommended Budget by Cost Center
●Expenditures attributed to Cost Center as a portion of overall budget
●Historical expenditure table
FY26 Recommended Budget: Administration
FY25 Appropriated Budget: $1,374,689
FY26 School Committee’s Recommended Budget: $1,447,959
% Change over FY25: 5.33%
FY26 Recommended Budget: Special Education
FY25 Appropriated Budget: $17,635,574
FY26 School Committee’s Recommended Budget: $19,191,229
% Change: 8.82%
FY26 Recommended Budget: Regular Day
FY25 Appropriated Budget: $33,077,097
FY26 School Committee’s Recommended Budget: $33,615,467
% Change: 1.63%
FY26 Recommended Budget: Athletics
FY25 Appropriated Budget: $789,018
FY26 School Committee’s Recommended Budget: $811,079
% Change: 2.80%
FY26 Recommended Budget: Extra Curricular
FY25 Appropriated Budget: $81,186
FY26 School Committee’s Recommended Budget: $85,801
% Change: 5.68%
FY26 Recommended Budget: Health Services
FY25 Appropriated Budget: $969,558
FY26 School Committee’s Recommended Budget: $1,042,252
% Change: 7.50%
FY26 Recommended Budget: Technology
FY25 Appropriated Budget: $686,736
FY26 School Committee’s Recommended Budget: $712,344
% Change: 3.72%
FY26 Recommended Budget: Facilities
FY25 Appropriated Budget: $1,696,953
FY26 School Committee’s Recommended Budget: $1,585,460
% Change: -6.57%
Capital Plan Review
Five-Year Capital Plan
Provided below is a five-year capital project plan for the school district:
FY26 Budget Timeline
FY26 Budget Timeline
At School Committee Meetings:
FY 26 Superintendent's Budget Presentation and Budget Publication Jan. 14
FY 26 Budget Overview: Cost Centers Jan. 16
FY 26 Public Budget Hearing Jan. 23
Updated FY26 Budget Publication, with FAQ, released in SC packet Jan. 28
FY 26 School Committee Discussion/Vote on Recommended Budget Jan. 30
In Conversation with the Community:
Finance Committee Feb. 26
Town Meeting begins Apr. 28
Other Funding Sources
FY26 Offsets Summary
Special Revenue Funds
Federal and State Grants