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2018-07-16 LAG Board - Committee - Commission - Council:
Finance Committee
Date: 2026-03-11 Time: 7:00 PM
Building: Reading Town Hall Location: Select Board Meeting Room
Address: 16 Lowell Street Agenda:
Purpose: General Business
Meeting Called By: Jacquelyn LaVerde on behalf of Chair Joe Carnahan
Notices and agendas are to be posted 48 hours in advance of the meetings excluding
Saturdays, Sundays and Legal Holidays. Please keep in mind the Town Clerk’s hours of
operation and make necessary arrangements to be sure your posting is made in an
adequate amount of time. A listing of topics that the chair reasonably anticipates will be
discussed at the meeting must be on the agenda.
All Meeting Postings must be submitted in typed format; handwritten notices will not be accepted.
Topics of Discussion:
This meeting will be held in-person in the Town Hall Select Board Meeting Room and
remotely via Zoom:
Join Zoom Meeting
https://us06web.zoom.us/j/81379105883
Meeting ID: 813 7910 5883
AGENDA:
• Call to order and welcome
• Public comment
• Liaison reports
• Discuss and Vote on FY27 Budget
• Discuss and Vote on other financial articles for 2026 Annual Town Meeting
• Discuss Finance Committee Report to Town Meeting
• Discuss process for possible FY28 override vote and impact on budget planning
• Discuss Finance Committee email communication mechanisms
• Future meeting agendas
• Review and approve prior meeting minutes
FISCAL YEAR
2027
PROPOSED
BUDGET
T O W N M A N A G E R ’ S
J U L Y 1 , 2 0 2 6 - J U N E 3 0 , 2 0 2 7
Contents
CONTENTS ........................................................................................................................................................... I
BUDGET INTRODUCTION ....................................................................................................................................... 1
A CITIZEN’S GUIDE TO THE BUDGET ................................................................................................................................... 1
THE BUDGET DOCUMENT ................................................................................................................................................ 2
THE BUDGET PROCESS .................................................................................................................................................... 3
ORGANIZATIONAL CHART ................................................................................................................................................. 4
BUDGET TIMELINE .......................................................................................................................................................... 5
TOWN MANAGER’S RECOMMENDED BUDGET ...................................................................................................... 6
TOWN MANAGER’S FY27 BUDGET MESSAGE ...................................................................................................................... 7
CHIEF FINANCIAL OFFICER’S REPORT ................................................................................................................................ 11
CFO's Recommended FY27 Revenues .................................................................................................................. 11
Financial Forecast ............................................................................................................................................... 14
Spending Scorecard ............................................................................................................................................. 17
Shared Costs FY27 Budget ................................................................................................................................... 19
TOWN BUDGET BY DEPARTMENT ........................................................................................................................ 23
FY27 BUDGETS ........................................................................................................................................................... 23
ADMINISTRATIVE SERVICES DEPARTMENT ......................................................................................................................... 26
Human Resources Division .................................................................................................................................. 27
Operations Division ............................................................................................................................................. 29
Town Clerk /Elections Division ............................................................................................................................ 30
Town Manager’s Office ....................................................................................................................................... 32
TECHNOLOGY DEPARTMENT ........................................................................................................................................... 34
PUBLIC SERVICES DEPARTMENT ...................................................................................................................................... 36
Community Development ................................................................................................................................... 37
Planning Division ................................................................................................................................................. 39
Economic Development Division ......................................................................................................................... 41
Conservation Division .......................................................................................................................................... 42
Inspections Division ............................................................................................................................................. 42
Historic Division ................................................................................................................................................... 43
Community Services ............................................................................................................................................ 44
Elder & Human Services Division ......................................................................................................................... 45
Recreation Division ............................................................................................................................................. 46
Veterans Services ................................................................................................................................................ 48
FINANCE DEPARTMENT ................................................................................................................................................. 50
Accounting Division ............................................................................................................................................. 51
Assessing Division ............................................................................................................................................... 52
General Finance Division ..................................................................................................................................... 53
PUBLIC SAFETY ............................................................................................................................................................ 55
Public Health ....................................................................................................................................................... 56
Fire/Emergency Medical Services/Emergency Management.............................................................................. 57
Police ................................................................................................................................................................... 61
Coalition for Prevention and Support .................................................................................................................. 63
Dispatch .............................................................................................................................................................. 64
DEPARTMENT OF PUBLIC WORKS .................................................................................................................................... 65
DPW Administration ........................................................................................................................................... 68
Engineering Division ............................................................................................................................................ 70
Highway Division ................................................................................................................................................. 71
Storm Water Division .......................................................................................................................................... 73
Forestry Division .................................................................................................................................................. 74
Parks/Cemetery Division ..................................................................................................................................... 75
READING PUBLIC LIBRARY .............................................................................................................................................. 77
Administration Division (+3.3%) .......................................................................................................................... 79
Public Services Division (+0.3%) .......................................................................................................................... 80
Collection Services Division (+3.4%) .................................................................................................................... 80
FACILITIES DEPARTMENT ................................................................................................................................................ 81
SCHOOL DEPARTMENT BUDGET .......................................................................................................................... 84
ENTERPRISE FUNDS............................................................................................................................................ 136
WATER ENTERPRISE FUND ........................................................................................................................................... 136
SEWER ENTERPRISE FUND ............................................................................................................................................ 143
STORM WATER ENTERPRISE FUND ................................................................................................................................ 148
PEG CABLE ACCESS ENTERPRISE FUND ........................................................................................................................... 152
LANDFILL ENTERPRISE FUND ......................................................................................................................................... 154
CAPITAL & DEBT SERVICE ................................................................................................................................... 156
CAPITAL OVERVIEW .................................................................................................................................................... 156
DEBT OVERVIEW ........................................................................................................................................................ 157
APPENDIX A ....................................................................................................................................................... 158
CAPITAL PLAN ........................................................................................................................................................... 158
APPENDIX B ....................................................................................................................................................... 169
DEBT SCHEDULE ......................................................................................................................................................... 169
Budget Introduction
A Citizen’s Guide to the Budget
Thank you for taking the time to read this budget introduction in an effort to better
understand one of the most important documents produced by our community. The
Annual Budget, far more than an organized collection of figures, reflects the values,
goals, and priorities of the town. It serves as a policy document, a financial guide , and
a vehicle for communicating with residents. This guide is intended to better illustrate
the structures of town government, the budget process, and orient readers to the
document. We hope this will be a useful tool for readers as you better acquaint yourself
with the latest financial and planning information for the Town of Reading.
1
The Budget Document
In an effort to breakdown Reading’s FY2027 proposed $155,523,000 budget, this
document is organized into sections covering a host of financial and structural
information about the health of the Town, impact on residents, and what your taxes will
achieve. The budget document includes the following:
• Financial Summary: Provides an overview of Reading’s proposed budget with
specific focus on property taxes, revenues, expenditures, capital, debt, and major
liabilities such as direct debt, pension, and other post-employment benefits. The
Financial Scorecard is also located here.
• Town Government: Provides a breakdown of Reading’s governmental structure
(General Government, Finance, Planning and Land Management, Human Services,
Public Safety, Public Works, and Unclassified) while focusing on their individual budget
highlights, accomplishments, goals, and long-term plans.
• Accommodated and Shared Costs: Provides an analysis of the Town and Reading
Public Schools’ (RPS) responsibilities to Group Insurance, Other Post-Employment
Benefits, Property and Liability Insurance, Unemployment and Workers’
Compensation, Retirement, Medicare / Social Security, Regional Vocational Schools,
and Debt Service.
• Schools: Provides a detailed snapshot of Reading Public Schools (RPS).
• Capital Expenditures: Provides a detailed description of each Capital request in this
budget.
• Appendices: Provide detailed information on Capital Projects and projected Debt
Service for the next ten (10) years.
2
The Budget Process
The Town of Reading operates under state statutes and the Home Rule Charter
establishing the Select Board – Town Manager form of government. The legislative
body of Reading is a Representative Town Meeting comprised of 192 elected Town
Meeting Members. Town Meeting has the sole authority to appropriate funds for the
operating budget and capital projects, except for particular instances where statutes
or regulations do not require appropriation or where the authority is given to the Select
Board. Any amendments to appropriations require Town Meeting vote at either the
Annual, Subsequent or Special Town Meeting (called by a vote of the Select Board).
Annual Town Meeting is held the last Monday in April at 7:30 PM and continues
Thursdays and Mondays until all articles are reviewed, or Town Meeting members
adjourn “sine die.” Subsequent Town Meeting is typically held the second Monday in
November. In Reading, Town Meetings typically last three to four nights, and are held
at the Performance Arts Center in the Reading Memorial High School. Town Meetings
are televised by Reading Community Television (RCTV). Minutes, warrants and relevant
records from previous Town Meetings are managed by our Town Clerk and kept on
the Town’s website.
3
Organizational Chart
4
Budget Timeline
SEPTEMBER/OCTOBER
• Budget process begins for the next Fiscal Year beginning July 1
• Financial Forums and next Fiscal Year guidance from FINCOM
• Subsequent Town Meeting Warrant closes
NOVEMBER
• Subsequent Town Meeting: second Monday (or second Tuesday if second
Monday is a legal holiday)
DECEMBER
• Town department budget preview presentations and requests to Select Board
JANUARY
• School Committee Budget presentations
FEBRUARY/MARCH
• School Committee presents the budget to Town Manager by February 1
• Town Manager presents balanced budget to Finance Committee by March 1
• Finance Committee budget meetings and vote on balanced budget and Town
Meeting Warrant Articles
• Annual Town Meeting Warrant closes
APRIL
• Town Election: first Tuesday following the first Monday in April
• Annual Town Meeting: fourth Monday in April
JUNE
• Fiscal Year ends June 30
JULY
• Fiscal Year begins July 1
5
Town Manager’s
Recommended Budget
Acting Town Manager
Jayne Wellman
jwellman@readingma.gov
Select Board
Christopher Haley, Chair
Melissa Murphy, Vice Chair
Karen Rose-Gillis, Secretary
Carlo Bacci, Member
Karen Gately Herrick, Member
selectboard@readingma.gov
Town Management Team
Sharon Angstrom, CPA, Chief Financial Officer/Town Accountant sangstrom@readingma.gov
Kevin Furilla, Chief Information Officer kfurilla@readingma.gov
Richard Nelson, Fire Chief rnelson@readingma.gov
David Clark, Police Chief dclark@readingma.gov
Adetokunbo Solarin, MPH, Public Health Director asolarin@readingma.gov
Christopher Cole, Public Works Director ccole@readingma.gov
Amy Lannon, MLIS, Library Director lannon@noblenet.org
Joseph Huggins, Director of Facilities jhuggins@readingma.gov
6
Town Manager’s FY27 Budget Message
Dear Reading Community,
We have an excellent team of dedicated professionals who continue to build upon the
success of previous years, working on multiple initiatives such as the Killam School
Building Project, the Reading Center for Active Living project and many more. As in
the past, this budget is a true collaborative effort. All departments developed
conservative, level service budgets for the upcoming fiscal year while planning for
future fiscal challenges. This approach allows us to attain our annual goals while
simultaneously continuing to provide outstanding service to the Community.
Overview of the Budget Calendar:
Like in previous years, following State Law and our Home Rule Town Charter, the
budget milestones are listed below in chronological order. This process is also laid out
on page 5 as the Budget Timeline:
• Budget process begins for the next Fiscal Year beginning July 1,
• Financial Forums held in September and October,
• Superintendent of Schools delivers budget to School Committee: early January,
• School Committee votes on School Department budget: late January,
• Town Manager delivers balanced budget to Finance Committee: end of
February,
• Finance Committee reviews and votes on School and Town budget: late March,
• Town Meeting reviews and votes School and Town Budget: early May.
FY27 Budget Process:
Similar to last year, our leadership team began working on the budget early, resulting
in a thoughtful and inclusive process. The FY27 budget looks to have similar challenges
to FY26 and FY25 as we continue to monitor the economy on the State and Federal
levels. State revenues continue to underperform and both Federal and State budgets
are stressed due to a variety of issues that will impact local governments this year and
in future. Costs related to retirement have continued to rise. Other fixed costs such as
Medicare and Solid Waste collection and disposal will also be felt in FY27 and beyond.
In February, we were notified that Health Insurance is projected to increase by just over
10%, our second consecutive year with a large increase. Like last year, this increase is
driven by the overall cost of healthcare, an aging workforce, and soaring
pharmaceutical costs. Our insurer made the decision in January to exclude coverage
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of GLP1 medications for weight loss which, while reducing the premium increase, not
only creates a burden on our employees and retirees but also doesn’t achieve
significant savings. We are told that large increases will be the trend over the next few
years, and it is something that we are keeping a close eye on.
Together with our CFO and management team we reviewed our capital plan in July
and August and again in February. In past years the global pandemic, inflation, and
extended lead time for equipment resulted in significant increases for many of the
vehicles and projects on our capital plan. This year, inflationary pressures are still a
concern and supply chain, and labor market disruptions continue to exert upward
pressure on capital equipment pricing and prolong the time to take deliveries.
FinCom held two Financial Forums last fall where they heard from residents and town
and school staff about the financial challenges we are facing. The Finance Committee
voted Free Cash usage of $6.55 million to supplement the FY27 budget resulting in
the school operating budget increasing 3.43% and the town operating budget
increasing 2.31%. The free cash number may change based on the unexpectedly large
increase in health insurance costs.
Project Update:
With two major capital projects on the horizon following favorable votes last spring at
Town Meeting and the Ballot box, the economic environment plays a huge role. First,
we maintained our AAA bond rating with S&P Global Ratings for our $75.425 million
issuance of General Obligation municipal-purpose loan bonds. This is excellent news,
the result of tremendous work by the management team and support from the Finance
Committee and the Select Board. AAA bond rating translates into savings on tax bills
and makes our projects more sustainable. Additionally, at the time of this writing, the
Reading Center for Active Living Project has completed its construction bidding
process and awarded the construction contract to J&J Construction for a total bid price
of $19,357,000 which is more than $3M under budget and includes the completion of
Range Road and solar panels on the roof. Construction should begin on site in March
2026. Additionally, the Pickleball courts slated for an adjacent parcel also came in
under budget at $1,158,000 that includes both the 7th court and LED lighting. That
contract was awarded to Quirk Construction, which recently worked on the Birch
Meadow Phase II project.
Finally, the Killam Elementary School project is coming along well with the project
going to be bid in April and General Contractor bids due back in mid-May. The project
continues to be on time and under budget. This project is partially financed with a gr ant
from the Massachusetts School Building Authority. Our Owner’s Project Manager is
Colliers Project Leaders, and our designer is Lavalee Brensinger Architects.
8
FY27 Budget Summary:
Total estimated revenues for FY27 are $133 million plus the use of $6.55M in free cash,
representing an overall 7.9% increase over FY26; more detail is presented in our CFO’s
Recommended Revenues. In FY27 we are forecasting a 9.2% increase in property taxes
representing a 2.5% increase in tax levy and new growth, as well as $5.2 million in
excluded debt for the Killam and ReCAL capital projects. FinCom voted for free cash
usage of $6.55 million towards the FY27 budget. Accommodated costs are projected
at $55 million, or a 16.6% increase over FY26. The School Operating budget is $ 53.8
million, and the Town Operating budget is $ 30.7 million, resulting in a 3.43% and
2.31% increase over the FY26 budget. Department heads have worked to reduce their
budgets where they can while trying to minimize impacts on services to residents.
Major Initiatives in FY27 Budget
Collective Bargaining: All our collective bargaining agreements with public sector
unions will be expiring June 30, 2027, so we plan to begin contract negotiations in the
autumn of 2026. Settling these contracts will set the basis for our FY28 budget. While
not incorporated in the FY27 budget, with the two new buildings coming online in
FY28, and with other budgetary pressures, we are highly mindful of impacts on our
future budget even as we craft this one.
Moving on from ARPA Funding: FY26 was the year we weaned off ARPA funding,
which is particularly impacting on our Elder and Human Services programming
budget. The state grant we receive funds for staff positions only, and we carry just
$50,000 to fund programs, which represents a significant reduction from the fully
funded programming we were able to offer through ARPA. Although we will resume
charging fees for programs, as we did prior to ARPA, this reduced funding level is not
sufficient to sustain the high-quality, robust programming our 60+ community expects
and deserves.
Grant Funding
A continued focus on pursuing grants helps augment our budget annually, and staff
aggressively pursue opportunities. The Town continues to not only operate existing
multi-year grants but also apply for and receive new grants. While outside of the
operating budget, and some local cost matching, these grants have helped Reading
achieve significant advancement of projects that benefit our residents and the region.
The Town continues to maintain and pursue new MVP related grants for climate
mitigation support (such as the previous Maillet Sommes and Morgan project and
emerging opportunities), infrastructure grants to support improvements and upgrades
(such as the Downtown Streetscape grant, culverts, and other), sidewalk extensions
9
and improvements through Complete Streets and similar, newly designated Green
Community opportunities to improve our buildings, and grants for studies and policy
support such as the Eastern Gateway priority and zoning effort and the Walkers Brook
design work.
Looking Ahead
As in prior years, Reading enjoys a strong financial position due to conservative
budgeting, a focus on the long-term financial picture, maintaining our excellent bond
rating, and following stringent financial policies. However, with the high utilization of
free cash and maintaining level-funded budgets for years, we are starting to feel the
strain in our departments as buffers are whittled away by inflationary pressures.
Additionally, state revenues back to communities have not kept adequate pace with
municipal budgets across the Commonwealth, and Reading is no exception. A new
solid waste contract and increasing health care costs are putting the pinch in expenses
and have us maintaining a cautious eye to the future while maintaining a high level of
services for our residents, businesses, and visitors.
Jayne Wellman
Acting Town Manager
February 25, 2026
10
Chief Financial Officer’s Report
CFO's Recommended FY27 Revenues
Summary of Revenues – Revenues for the general government will be $133.0
million, plus the use of $6.55 million of Free Cash – an overall 7.9% increase from FY26.
Property Taxes ($98.7 million or 71% of revenues) – The forecasted 9.2%
increase in FY27 includes a 2.5% increase over the FY26 tax levy plus New Growth; also
includes $5.2 million excluded debt. This is the first excluded debt payment related to
the Killam and ReCAL projects, resulting in an unusually large 9.2% increase in property
taxes.
The following table shows New Growth over the last ten years (a 5 -year average of
$956,000 and a 10-year average of $874,000). New Growth projections for FY27 are
$830,000, based on the 10-year average.
The Assessor's overlay account increased to $786,693 in FY27. This amount is set aside
for the Board of Assessors to handle abatements and exemptions. The actual amount
may vary from the budgeted amount when the CFO finalizes the tax rate in November
2026. If the overlay account is not used for abatements, it is released to Free Cash. (See"
Operating transfers/Available Funds" below.)
Local Revenues ($12.8 million or 9% of revenues)—Local revenues are
forecasted to increase by 10.2% from the prior year. The rate of increase for most
revenues in this category reflects the actual revenues received in the preceding year.
However, interest earnings are projected to increase 24.3%, as they continue to outpace
FY27 Change Share
Property Taxes 98.7$ 9.2%71%
Local Revenues 12.8$ 10.2%9%
State Aid 17.1$ 2.5%12%
Transfers 4.4$ 2.1%3%
Free Cash 6.5$ 3.9%5%
139.5$ 7.9%100%
FY26 FY25 FY24 FY23 FY22 FY21 FY20 FY19 FY18 FY17
835$ 693$ 722$ 916$ 1,614$ 967$ 593$ 840$ 842 717
Actual New Growth (000)s
11
our conservative estimates. It also considers how local revenues are trending in the
current fiscal year.
Motor Vehicle Excise ($4.75 million)—This revenue source is challenging to
forecast, as we have been over and under budget by $300,000 in recent years, although
the longer-term average has been in line. Next year, we forecast a 5.2% increase to
$4.75 million, as FY26 motor vehicle excise revenues are outpacing projections.
Charges for Services ($2.7 million)—This revenue source came in over budget by
over $.90 million in FY25, and FY26. Receipts are currently trending higher than
projected. In addition, the Select Board recently increased ambulance fees, which will
result in additional charges to service revenue. Thus, the revenue projection is increased
by 7.2% to adjust to current revenue trends. Examples of revenues in this category are
ambulance charges, cell tower rent, inspections, and cemetery charges.
Meals Tax ($0.71 million): In FY25, receipts were $.27 million below projections.
Currently, FY26 receipts are trending on target with forecasts. Next year, we forecast a
5.1% increase to $.71 million.
Interest Earnings ($3.3 million) – Next year’s interest earnings projection increased
by 24.3%. FY25 interest earnings came in $1.9 million over projections, and FY26
revenues have exceeded projections thus far.
Intergovernmental Revenue ($17.1 million or 12% of revenues)—The final
figure for State Aid for FY27 is still unknown. We assume a +2.5% rate. FINCOM has
agreed to make up any shortfall from +2.5% with Free Cash. This adjustment would
typically happen at a November Town Meeting after the fiscal year begins.
Operating Transfers/Available Funds ($4.4 million or 3% of revenues) – The
amount of money available from the cemetery sale of lots has remained constant. The
Board of Assessors released $350,000 from the overlay surplus last year and is planning
to release $350,000 for use in FY27; this figure is expected to decline in future years.
The RMLD annual payment is projected at $2.55 million, based on kWh sold in the prior
year.
A figure of $6.55 million is being used from Free Cash to balance the FY27 budget. The
chart below shows the history of free cash and stabilization, along with projections for
12
FY26 and FY27 using a conservative $3 million regeneration estimate for both years .
Free Cash Use is projected at $6.55 million in FY27 and $6.75 million in FY27:
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
$-
$5,000.00
$10,000.00
$15,000.00
$20,000.00
$25,000.00
FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY27
Free Cash and Stabilization as a % of Budget
Free Cash & Stab % of Budget
$-
$5,000.00
$10,000.00
$15,000.00
$20,000.00
$25,000.00
FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 Est.
FY26
Est.
FY27
Certified "Free Cash" & Stabilization vs 7% Min Reserve
(Amounts Expressed in Thousands)
Free Cash & Stab 7% Min Reserves
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Financial Forecast
Budget Summary
Town of Reading
Budget Summary One Yr One Yr One Yr One Yr One Yr
2/25/26 3:08 PM Projected Chng Projected Chng Projected Chng Projected Chng Projected Chng
No.FY26 FY26 FY27 FY27 FY28 FY28 FY29 FY29 FY30 FY30
Revenues
A1 Total Property Taxes 90,382,748 2.0%98,668,153 9.2%105,974,318 7.4%109,238,546 3.1%112,589,849 3.1%
A2 Total Other Local Revenues 11,608,500 6.0%12,791,750 10.2%13,243,674 3.5%13,768,842 4.0%14,025,095 1.9%
A3 Total Intergov't Revenues 16,688,064 3.7%17,105,266 2.5%17,532,897 2.5%17,971,220 2.5%18,420,500 2.5%
A4 Total Transfers & Available 4,316,982 0.5%4,407,222 2.1%4,485,866 1.8%4,566,083 1.8%4,647,905 1.8%
A98 Revs before Free Cash 122,996,294$ 2.52%132,972,391$ 8.11%141,236,756$ 6.22%145,544,692$ 3.05%149,683,348$ 2.84%
A5 Free Cash 6,305,000 77.1%6,550,000 3.9%7,775,000 18.7%8,160,000 5.0%8,600,000 5.4%
A6 Extra for Capital 0 -100%0 -100%0 -100%0 -100%0 -100%
A99 Net Available Revenues 129,301,294$ 4.08%139,522,391$ 7.90%149,011,756$ 6.80%153,704,692$ 3.15%158,283,348$ 2.98%Accommodated Costs
B Benefits 25,009,633 11.9%27,781,905 11.1%30,098,574 8.3%32,281,085 7.3%34,328,402 6.3%
C Capital 4,096,000 8.2%2,961,500 -27.7%3,890,000 31.4%4,424,000 13.7%3,482,000 -21.3%
Debt (inside levy)2,353,475 -16.5%3,051,898 29.7%2,872,700 -5.9%2,607,200 -9.2%3,763,225 44.3%
D Debt (excluded)0 -100.0%5,195,837 9,315,194 9,312,944 9,316,106
E Energy 2,592,001 1.1%2,500,904 -3.5%2,659,338 6.3%2,721,511 2.3%2,779,994 2.1%
F Financial 1,336,368 0.4%1,341,652 0.4%1,367,569 1.9%1,394,133 1.9%1,421,361 2.0%
G Education - Out of district 6,311,716 4.6%5,848,828 -7.3%6,047,482 3.4%6,259,144 3.5%6,475,133 3.5%
H Education - Vocational 1,557,435 40.2%1,603,261 2.9%1,663,051 3.7%1,703,447 2.4%1,757,241 3.2%
J Miscellaneous 3,750,562 1.3%4,641,118 23.7%4,816,989 3.8%5,001,092 3.8%5,193,826 3.9%
K Community Priorities 150,000 0.0%80,000 0.0%0 0.0%0 0.0%0 0.0%
L1 Accommodated Costs 47,157,190$ 4.50%55,006,902$ 16.65%62,730,896$ 14.04%65,704,556$ 4.74%68,517,288$ 4.28%
L2 Net Accommodated Costs 47,157,190$ 4.50%55,006,902$ 16.65%62,730,896$ 14.04%65,704,556$ 4.74%68,517,288$ 4.28%
120,017$ 11,280$ 6,567$ 357$ 6,286$ Operating Costs
OC1 Municipal Gov't Operating 28,589,220 3.50%29,513,847 3.00%29,894,412 2.00%30,573,900 2.00%31,185,378 2.00%
adjustments 65,000 (205,600) 80,000
adjustments (EF+RF)1,339,991 3.50%1,380,191 3.00%1,407,795 2.00%1,435,951 2.00%1,464,670 2.00%
TOTAL Muni Govt OPER 29,994,211 3.72%30,688,438 2.31%31,382,207 2.26%32,009,851 2.00%32,650,048 2.00%
OC2 School Operating 51,879,875 3.50%53,590,771 3.00%54,892,086 2.00%55,989,928 2.00%57,109,727 2.00%
adjustments 150,000 225,000 - - -
TOTAL School OPER 52,029,875 3.80%53,815,771 3.43%54,892,086 2.00%55,989,928 2.00%57,109,727 2.00%
OC4 Operating Budgets 82,024,086$ 3.77%84,504,209$ 3.02%86,274,293$ 2.09%87,999,779$ 2.00%89,759,774$ 2.00%
Municipal Gov't Operating 36.6%36.3%36.4%36.4%36.4%
School Operating 63.4%63.7%63.6%63.6%63.6%
TOTAL SPENDING 129,181,276$ 4.04%139,511,111$ 8.00%149,005,189$ 6.81%153,704,335$ 3.15%158,277,062$ 2.98%`
Muni Govt OPER 29,994,211$ 3.72% 30,688,438$ 2.31% 31,382,207$ 2.26% 32,009,851$ 2.00% 32,650,048$ 2.00%
Muni Govt ACCOM 6,603,410$ 2.13% 7,386,265$ 11.86% 7,724,051$ 4.57% 7,973,896$ 3.23% 8,228,770$ 3.20%
Muni Govt TOTAL 36,597,622$ 3.43% 38,074,702$ 4.04% 39,106,257$ 2.71% 39,983,746$ 2.24% 40,878,817$ 2.24%
School OPER 52,029,875$ 3.80% 53,815,771$ 3.43% 54,892,086$ 2.00% 55,989,928$ 2.00% 57,109,727$ 2.00%
School ACCOM 6,311,716$ 4.58% 5,848,828$ -7.33% 6,047,482$ 3.40% 6,259,144$ 3.50% 6,475,133$ 3.45%
School TOTAL 58,341,591$ 3.88% 59,664,599$ 2.27% 60,939,568$ 2.14% 62,249,072$ 2.15% 63,584,860$ 2.15%
14
Revenues – Details
A Town of Reading One Yr One Yr One Yr One Yr One Yr
Revenues - Details Projected Chng Projected Chng Projected Chng Projected Chng Projected Chng
No.2/25/26 3:08 PM FY26 FY26 FY27 FY26 FY28 FY28 FY29 FY29 FY30 FY29
Property Taxes
Tax levy (within levy limit)90,315,249 3.3% 93,429,010 3.4% 96,615,485 3.4% 99,902,122 3.4% 103,270,925 3.4%
New Growth 835,004 20.5% 830,000 -0.6% 850,000 2.4% 850,000 0.0% 850,000 0.0%
Tax levy (debt exclusion)- -100.0%5,195,837 9,315,194 79.3%9,312,944 0.0%9,316,106 0.0%
Abatements and exemptions (767,506) 2.5% (786,693) 2.5% (806,361) 2.5% (826,520) 2.5% (847,183) 2.5%
A1 Total Property Taxes 90,382,748 2.0% 98,668,153 9.2% 105,974,318 7.4% 109,238,546 3.1% 112,589,849 3.1%
Other Local Revenues
Motor Vehicle Excise 4,515,000 4.3% 4,750,000 5.2% 5,000,000 5.3% 5,285,000 5.7% 5,550,000 5.0%
Meals and Room Tax 672,000 -3.9% 706,000 5.1% 740,000 4.8% 765,000 3.4% 787,950 3.0%
Penalties/interest on taxes 390,000 3.2% 405,600 4.0% 421,824 4.0% 438,697 4.0% 456,245 4.0%
Payments in lieu of taxes 478,000 4.8% 495,000 3.6% 509,850 3.0% 525,146 3.0% 540,900 3.0%
Charges for services 2,523,000 3.7% 2,705,150 7.2% 2,850,000 5.4% 3,020,000 6.0% 3,100,000 2.6%
Licenses & permits 165,500 -4.3% 175,000 5.7% 182,000 4.0% 190,000 4.4% 195,000 2.6%
Fines 85,000 -24.8% 90,000 5.9% 95,000 5.6% 100,000 5.3% 105,000 5.0%
Interest Earnings 2,650,000 18.0% 3,295,000 24.3% 3,270,000 -0.8% 3,270,000 0.0% 3,110,000 -4.9%
Medicaid Reimbursement 130,000 8.3% 170,000 30.8% 175,000 2.9% 175,000 0.0% 180,000 2.9%
A2 Total Other Local Revenues 11,608,500 6.0% 12,791,750 10.2% 13,243,674 3.5% 13,768,842 4.0% 14,025,095 1.9%
Intergovernmental Revenue
State Aid 16,688,064 3.7% 17,105,266 2.5% 17,532,897 2.5% 17,971,220 2.5% 18,420,500 2.5%
A3 Total Intergov't Revenues 16,688,064 3.7% 17,105,266 2.5% 17,532,897 2.5% 17,971,220 2.5% 18,420,500 2.5%
Operating Transfers and Available Funds
Cemetery sale of lots 25,000 0.0% 25,000 0.0% 25,000 0.0% 25,000 0.0% 25,000 0.0%
RMLD payment 2,501,991 -0.8% 2,552,031 2.0% 2,603,071 2.0% 2,655,133 2.0% 2,708,236 2.0%
Enterprise Fund Support 1,339,991 3.5% 1,380,191 3.0% 1,407,795 2.0% 1,435,951 2.0% 1,464,670 2.0%
School Revolving Funds 100,000 0.0% 100,000 0.0% 100,000 0.0% 100,000 0.0% 100,000 0.0%
Premiums Reserve for Debt 0 -100%0 #DIV/0!0 #DIV/0!0 #DIV/0!0 #DIV/0!
Overlay surplus 350,000 0.0% 350,000 0.0% 350,000 0.0% 350,000 0.0% 350,000 0.0%
A4 Total Transfers & Available 4,316,982 0.5% 4,407,222 2.1% 4,485,866 1.8% 4,566,083 1.8% 4,647,905 1.8%
OPERATING REVENUES 122,996,294 2.52% 132,972,391 8.11% 141,236,756 6.22% 145,544,692 3.05% 149,683,348 2.84%
A5 Free Cash 6,305,000 48.0% 6,550,000 3.9% 7,775,000 18.7% 8,160,000 5.0% 8,600,000 5.4%
TOTAL REVENUES 129,301,294 4.08% 139,522,391 7.90% 149,011,756 6.80% 153,704,692 3.15% 158,283,348 2.98%
15
Accommodated/Shared Costs
Town of Reading
Acc. Costs - Summary One Yr One Yr One Yr One Yr One Yr
2/25/26 3:08 PM Projected Chng Projected Chng Projected Chng Projected Chng Projected Chng
No.FY26 FY26 FY27 FY27 FY28 FY28 FY29 FY28 FY30 FY28
B Benefits 25,009,633 11.9%27,781,905 11.1%30,098,574 8.3%32,281,085 7.3%34,328,402 6.3%
C Capital 4,096,000 2,961,500 3,890,000 4,424,000 3,482,000
Debt (inside levy)2,353,475 -2.4%3,051,898 -6.8%2,872,700 12.5%2,607,200 4.0%3,763,225 3.0%
D Debt (excluded)- -100.0%5,195,837 9,315,194 79.3%9,312,944 0.0%9,316,106
E Energy 2,592,001 1.1%2,500,904 -3.5%2,659,338 6.3%2,721,511 2.3%2,779,994 2.1%
F Financial 1,336,368 0.4%1,341,652 0.4%1,367,569 1.9%1,394,133 1.9%1,421,361 2.0%
G Education - Out of district 6,311,716 4.6%5,848,828 -7.3%6,047,482 3.4%6,259,144 3.5%6,475,133 3.5%
H Education - Vocational 1,557,435 40.2%1,603,261 2.9%1,663,051 3.7%1,703,447 2.4%1,757,241 3.2%
J Miscellaneous 3,750,562 1.3%4,641,118 23.7%4,816,989 3.8%5,001,092 3.8%5,193,826 3.9%
K Community Priorities 150,000$ 80,000$
TOTAL Accomm. COSTS 47,157,190$ 4.5% 55,006,902$ 16.6% 62,730,896$ 14.0% 65,704,556$ 4.7% 68,517,288$ #DIV/0!
Town of Reading One Yr One Yr One Yr One Yr One Yr
Acc. Costs - Details Projected Chng Projected Chng Projected Chng Projected Chng Projected Chng
B FY26 FY26 FY27 FY27 FY28 FY28 FY29 FY29 FY30 FY30
B1 Contributory Retirement 7,768,860 8.4% 8,158,847 5.0% 8,628,981 5.8% 9,146,720 6.0% 9,695,523 6.0%
B3 OBRA fees & OPEB study 40,000 0.0% 70,000 75.0% 70,000 0.0% 70,000 0.0% 70,000 0.0%
B4 OPEB contribution 200,000 0.0% 200,000 0.0% 500,000 150.0% 500,000 0.0% 500,000 0.0%
B5 Workers Compensation 314,320 -21.4% 326,892 4.0% 339,968 4.0% 353,567 4.0% 367,709 4.0%
B6 Unemployment Benefits 80,000 6.7% 130,000 62.5% 135,000 3.8% 135,000 0.0% 140,000 3.7%
B7 Group Health / Life Ins.15,415,654 15.9% 17,573,846 14.0% 19,067,622 8.5% 20,688,370 8.5% 22,136,556 7.0%
B8 Medicare / Social Security 1,060,800 2.0% 1,187,320 11.9% 1,217,003 2.5% 1,247,428 2.5% 1,278,614 2.5%
B9 Police / Fire Indemnification 130,000 4.0% 135,000 3.8% 140,000 3.7% 140,000 0.0% 140,000 0.0%
B99 Acc. Costs - Benefits 25,009,633$ 11.9% 27,781,905$ 11.1% 30,098,574$ 8.3% 32,281,085$ 7.3% 34,328,402$ 6.3%
C99 Acc. Costs - Capital 4,096,000$ 8.2% 2,961,500$ -27.7% 3,890,000$ 31.4% 4,424,000$ 13.7% 3,482,000$ -21.3%
D1 Debt Service - Principal 1,790,000 -48.7% 3,605,000 101.4% 6,600,000 83.1% 6,640,000 0.6% 7,905,000 19.1%
D2 Debt Service - Interest 563,475 -7.3% 4,642,735 723.9% 5,587,894 20.4% 5,280,144 -5.5% 5,174,331 -2.0%
D3 Excluded debt - -100.0%(5,195,837) 0.0%(9,315,194) 79.3%(9,312,944) 0.0%(9,316,106) 0.0%
Total Included Debt 2,353,475$ -16.5% 3,051,898$ 29.7% 2,872,700$ -5.9% 2,607,200$ -9.2% 3,763,225$ 44.3%
Premiums for general fund -$ 0%-$ #DIV/0!-$ #DIV/0!-$ #DIV/0!-$ #DIV/0!
D99 Acc. Costs -Debt 2,353,475$ -42.6% 8,247,735$ 250.4% 12,187,894$ 47.8% 11,920,144$ -2.2% 13,079,331$ 9.7%
E1 Street Lighting (DPW)135,000 0.0% 135,000 0.0% 135,000 0.0% 140,000 3.7% 140,000 0.0%
E2 Electricty (FacCORE)1,095,000 0.0% 971,600 -11.3% 991,032 2.0% 1,010,853 2.0% 1,031,070 2.0%
E3 Natl Gas (FacCORE)896,376 2.0% 914,304 2.0% 1,042,306 14.0% 1,068,364 2.5% 1,095,073 2.5%
E4 Water/Sewer (FacCORE)230,625 2.5% 240,000 4.1% 246,000 2.5% 252,150 2.5% 258,454 2.5%
E6 Fuel - vehicles (DPW)235,000 2.2% 240,000 2.1% 245,000 2.1% 250,145 2.1% 255,398 2.1%
E99 Acc. Costs - Energy 2,592,001$ 1.1% 2,500,904$ -3.5% 2,659,338$ 6.3% 2,721,511$ 2.3% 2,779,994$ 2.1%
F1 Casualty Ins (AD SVC)1,011,368 2.5% 1,036,652 2.5% 1,062,569 2.5% 1,089,133 2.5% 1,116,361 2.5%
F2 Vet's Assistance (PUB SVC)125,000$ -13.8% 105,000$ -16.0% 105,000$ 0.0% 105,000$ 0.0% 105,000$ 0.0%
F3 FINCOM Reserve Fund 200,000 0.0% 200,000 0.0% 200,000 0.0% 200,000 0.0% 200,000 0.0%
F99 Acc. Costs - Financial 1,336,368$ 0.4% 1,341,652$ 0.4% 1,367,569$ 1.9% 1,394,133$ 1.9% 1,421,361$ 2.0%
G1 SPED transp OOD (Sch)1,253,636 12.0% 1,341,681 7.0% 1,388,640 3.5% 1,437,242 3.5% 1,487,546 3.5%
G2a SPED tuition OOD (Sch)5,804,636 -3.7% 6,328,488 9.0% 6,549,985 3.5% 6,779,235 3.5% 7,016,508 3.5%
G2b SPED contingency 1,190,046 134.1% 600,607 -49.5% 621,628 3.5% 643,385 3.5% 649,819 1.0%
G3 SPED offsets OOD (Sch)(1,936,602) 19.4% (2,421,948) 25.1% (2,512,771) 3.8% (2,600,718) 3.5% (2,678,740) 3.0%
G99 Acc. Costs - OOD SPED 6,311,716$ 4.6% 5,848,828$ -7.3% 6,047,482$ 3.4% 6,259,144$ 3.5% 6,475,133$ 3.5%
H1 Voc School - NERMVS 959,912 36.7% 998,308 4.0% 1,038,241 4.0% 1,079,770 4.0% 1,122,961 4.0%
Voc School - NERMVS Capital 339,615 112.3% 337,560 -0.6% 347,574 3.0% 336,225 -3.3% 336,225 0.0%
H2 Voc School - Minute Man 55,432 2.5% 56,818 2.5% 58,238 2.5% 59,694 2.5% 61,187 2.5%
Voc School - Essex North 202,476 4.0% 210,575 4.0% 218,998 4.0% 227,757 4.0% 236,868 4.0%
H99 Acc. Costs - Vocational 1,557,435$ 40.2% 1,603,261$ 2.9% 1,663,051$ 3.7% 1,703,447$ 2.4% 1,757,241$ 3.2%
J1 Rubbish (DPW)2,200,041 5.0% 3,068,709 39.5% 3,222,144 5.0% 3,383,252 5.0% 3,552,414 5.0%
J2 Snow and Ice Control (DPW)675,000 0.0% 675,000 0.0% 675,000 0.0% 675,000 0.0% 675,000 0.0%
J3 State Assessments 875,521 -5.9% 897,409 2.5% 919,844 2.5% 942,840 2.5% 966,411 2.5%
Cemetery (DPW)
J99 Acc. Costs - Misc.3,750,562$ 1.3% 4,641,118$ 23.7% 4,816,989$ 3.8% 5,001,092$ 3.8% 5,193,826$ 3.9%
16
Spending Scorecard
Line Category FY26 Budget
Town
Manager
%
Grand
Total
FY27 Budget
Town
Manager
FY27 Budget
Finance
Committee
%
chng
%
Grand
Total
B99 Benefits $25,009,633 16.9% $27,781,905 $27,781,905 11.1% 17.8%
C99 Capital $4,096,000 2.8% $2,961,500 $2,961,500 -27.7% 1.9%
D99 Debt service $2,353,475 1.6% $8,247,736 $8,247,736 250.4% 5.3%
E99 Education - Vocational $1,557,435 1.1% $1,603,261 $1,603,261 2.9% 1.0%
F99 Finance Committee
Reserves
$200,000
0.1%
$200,000 $200,000
0.0% 0.1%
Total Shared Costs $ 3,216,543 22.5% $ 40,794,402 $ 40,794,402 22.8% 26.1%
G91 Administrative Svcs
wages
$1,266,300
0.9%
$1,336,100 $1,336,100
5.5% 0.9%
G92 Administrative Svcs
expenses
$1,685,468
1.1%
$1,695,923 $1,695,923
0.6% 1.1%
G91a Technology wages $539,100 0.4% $560,200 $560,200 3.9% 0.4%
G92a Technology expenses $759,300 0.5% $845,200 $845,200 11.3% 0.5%
H91 Public Services wages $1,532,034 1.0% $1,586,300 $1,586,300 3.5% 1.0%
H92 Public Services
expenses
$313,928
0.2%
$285,500 $285,500
-9.1% 0.2%
I91 Finance wages $1,123,600 0.8% $1,160,700 $1,160,700 3.3% 0.7%
I92 Finance expenses $151,600 0.1% $148,875 $148,875 -1.8% 0.1%
J91 Public Safety wages $14,277,839 9.7% $14,708,100 $14,708,100 3.0% 9.4%
J92 Public Safety expenses $792,208 0.5% $793,211 $793,211 0.1% 0.5%
K91 Public Works wages $3,375,650 2.3% $3,333,000 $3,333,000 -1.3% 2.1%
K92 Public Works expenses $1,048,135 0.7% $1,080,500 $1,080,500 3.1% 0.7%
K93 Public Works Snow & Ice $675,000 0.5% $675,000 $675,000 0.0% 0.4%
K94 Public Works Street
Lights
$135,000
0.1%
$135,000 $135,000
0.0% 0.1%
K95 Public Works Rubbish $2,200,041 1.5% $3,068,709 $3,068,709 39.5% 2.0%
L91 Library wages $1,810,050 1.2% $1,854,550 $1,854,550 2.5% 1.2%
L92 Library expenses $450,000 0.3% $456,750 $456,750 1.5% 0.3%
M91 Core Facilities $4,072,432 2.8% $4,030,847 $4,030,847 -1.0% 2.6%
M92 Town Buildings $389,936 0.3% $400,236 $400,236 2.6% 0.3% Total Municipal Gov't $ 36,597,621 24.8% $ 38,154,701 $ 38,154,701 4.3% 24.4%
U99 School Department $58,491,591 39.6% $59,664,599 $59,664,599 2.0% 38.1%
VOTED GENERAL FUND
$128,305,755 86.8%
$138,613,702
$138,613,702 8.0% State Assessments $ 954,007 0.6% $ 897,409 $ 897,409 -5.9% 0.6% TOTAL
$129,259,762 87.4%
$139,511,111
$
139,511,111 7.9%
17
Line Category FY26 Budget
Town
Manager
%
Grand
Total
FY27 Budget
Town
Manager
FY27 Budget
Finance
Committee
%
chng
%
Grand
Total
W99 Water Enterprise Fund $8,683,575 5.9% $8,582,766 $8,582,766 -1.2% 5.5%
X99 Sewer Enterprise Fund $8,734,796 5.9% $7,004,057 $7,004,057 -19.8% 4.5%
Y99 Storm Water Enterprise
Fund
$581,625
0.4%
$779,475 $779,475
34.0% 0.5%
Z99 PEG Access Enterprise
Fund
$519,000
0.4%
$506,000 $506,000
-2.5% 0.3%
ZZ9 Landfill Enterprise Fund $37,000 0.0% $37,000 $37,000 0.0% 0.0%
TOTAL ENTERPRISE
FUNDS $18,555,996 12.6% $16,909,298 $16,909,298 -8.9% 10.8%
GRAND TOTAL VOTED
$146,861,751 99.4%
$155,523,000
$
155,523,000
5.9%
99.4%
FY27 Revenue Allocation
Benefits
20%
Capital & Debt
8%Voke
1%
FINCOM Reserves
0%
Admin Svc
2%
Technology
1%
Public Svc
1%
Finance
1%
Pub Safety
11%
Pub Works
6%
Pub Library
2%
Facilities
3%
Schools
43%
State
1%
18
Shared Costs FY27 Budget
Shared costs are spending categories that invest in both the school and the town
departments. The two most significant components are Benefits (for school, town, and
retired employees) and Infrastructure (capital projects in the community, sometimes
financed by debt payments). Capital planning is assessed annually, projected over 10
years, and presented to Town Meeting. Inflation and global supply chain issues have
impacted our capital budgets over the last several years.
Shared costs increased +17.7% in FY27. Details are available in the following budget
sections.
Benefits
Health Insurance premiums account for most of the total spending in the benefits
segment, and the annual growth rate has risen to 14% over the past couple of years.
Our insurance provider, MIIA, expects double-digit growth in health insurance costs
for several years, particularly amid rising specialty drug costs. Retirement costs have
also grown faster than revenues and are forecasted to continue to grow in the years
ahead. The OPEB portion of this expense is optional today, but may become required
in the future.
FY26 BUDGET FY27 BUDGET FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager Change Change
Benefits 20,682,283$ 22,648,422$ 25,005,102$ 27,781,905$ 2,776,803$ 11.1%
Capital & Debt 7,343,343$ 9,004,806$ 7,884,738$ 11,209,235$ 3,324,497$ 42.2%
FINCOM Reserves 200,000$ 200,000$ 200,000$ 200,000$ -$ 0.0%
Vocational Schools 879,568$ 1,061,242$ 1,557,435$ 1,603,261$ 45,826$ 2.9%
Total Shared Costs 29,105,195$ 32,914,470$ 34,647,275$ 40,794,401$ 6,147,126$ 17.7%
State Assessments*828,378$ 899,159$ 875,521$ 897,409$ 21,888$ 2.5%
*not voted by Town Meeting (FY27 estimated)
FY26 BUDGET FY27 BUDGET FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager Change Change
Retirement 6,478,500$ 7,403,310$ 8,003,648$ 8,428,847$ 425,199$ 5.3%
Medicare 1,023,616$ 1,048,215$ 1,060,800$ 1,187,320$ 126,520$ 11.9%
Heath & Life Insurance 12,743,199$ 13,568,463$ 15,415,654$ 17,573,846$ 2,158,192$ 14.0%
Worker Compensation 360,412$ 378,907$ 315,000$ 326,892$ 11,892$ 3.8%
111F Indemnification 58,806$ 124,927$ 130,000$ 135,000$ 5,000$ 3.8%
Unemployment 17,751$ 124,600$ 80,000$ 130,000$ 50,000$ 62.5%
Total Benefits 20,682,283$ 22,648,422$ 25,005,102$ 27,781,905$ 2,776,803$ 11.1%
19
Retirement
The Retirement Board voted to increase the pension assessment by 5.3% over the next
two years and to push out the pension funding date to 2032, providing a little relief to
the Town budget. Over the last two years, the pension assessment was up 8.3%. In this
budget, we allocate $200,000 for our OPEB contribution. Once the pension is fully
funded, sufficient funds are expected to be diverted to fully fund the OPEB liability,
leaving a net balance available for operating budgets or other budget areas.
Medicare
An 11.9% increase is needed for FY27, as shown below. The expense is directly related
to the Town and School payroll and increases with the number of new employees.
Health & Life Insurance
In FY27, we project a 14.0% increase in the health insurance budget line. MIIA
recommended an 8% to 14% projection for health insurance, as nationwide health
insurance costs are trending upward significantly. The figures below include increases
in premiums and enrollment.
FY26 BUDGET FY27 BUDGET FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager Change Change
Retirement Assessment 6,146,409$ 7,168,640$ 7,763,648$ 8,158,847$ 395,199$ 5.1%
OPEB Contributions 300,000$ 200,000$ 200,000$ 200,000$ -$ 0.0%
OBRA fees & Actuarial 32,091$ 34,670$ 40,000$ 70,000$ 30,000$ 75.0%
Total Retirement 6,478,500$ 7,403,310$ 8,003,648$ 8,428,847$ 425,199$ 5.3%
FY26 BUDGET FY27 BUDGET FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager Change Change
Total Medicare 1,023,616$ 1,048,215$ 1,060,800$ 1,187,320$ 126,520$ 11.9%
FY26 BUDGET FY27 BUDGET FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager Change Change
Benefits/Financial Analyst 74,432$ 64,830$ 81,000$ 79,500$ (1,500)$ -1.9%
Health Insurance 12,467,540$ 13,324,474$ 15,059,654$ 17,220,346$ 2,160,692$ 14.3%
Opt Out Payments 173,917$ 153,000$ 200,000$ 200,000$ -$ 0.0%
Payments to Other Towns -$ -$ 15,000$ 15,000$ -$ 0.0%
Professional Services -$ -$ 25,000$ 25,000$ -$ 0.0%
Life Insurance 27,311$ 26,160$ 35,000$ 34,000$ (1,000)$ -2.9%
Total Health & Life Ins. 12,743,199$ 13,568,463$ 15,415,654$ 17,573,846$ 2,158,192$ 14.0%
20
Worker Compensation, Indemnification, and Unemployment
Reading is widely recognized for its safety policies and practices, including a safety
committee composed of department heads and frontline employees from multiple
departments. In FY27, our workers' compensation line increased by 3.8%.
Given the wide variability of this expense line, the FY27 budget increases the
indemnification costs for police and fire by 3.8%.
Based on prior year actuals, our CFO forecasts a 62.5% increase in FY27 to the
unemployment line.
FINCOM Reserves
The Finance Committee has an emergency reserve fund for unforeseen expenses.
Typically, funding requests during the fiscal year are brought to Town Meeting.
However, there are occasions when the matter is needed but sufficiently small that
FINCOM can resolve it without resorting to a Special Town Meeting. If the Reserve's
balance is insufficient to cover an unforeseen expense, state law allows a joint meeting
of FINCOM and the Select Board to authorize a transfer from another line with a
surplus. Still, this approach has only been used in Reading twice.
Regional Vocational Schools
Tuition for the primary vocational school, Northeast Metropolitan Regional Vocational
High School in Wakefield, is set based on the prior year's enrollment. However, we do
not know their final budget at Reading's Annual Town Meeting. Through school choice,
students may enroll in two other vocational schools: Minuteman and Essex North.
Those tuition rates are set based on actual attendance, which, under state law, is not
confirmed until late fall. The estimates for those costs are, therefore, much more
variable –we rarely know what our current year costs are until later in the spring, despite
our many inquiries.
FY26 BUDGET FY27 BUDGET FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager Change Change
Worker Compensation 360,412$ 378,907$ 315,000$ 326,892$ 11,892$ 3.8%
111f Retire. Pending Wages -$ 103,460$ -$ -$ -$ 0.0%
111f Expenses 58,806$ 21,467$ 130,000$ 135,000$ 5,000$ 3.8%
Total 111f Indemnification 58,806$ 124,927$ 130,000$ 135,000$ 5,000$ 3.8%
Unemployment - Schools 12,095$ 97,908$ 55,000$ 100,000$ 45,000$ 81.8%
Unemployment - Town 5,656$ 26,692$ 20,000$ 25,000$ 5,000$ 25.0%
Professional Services -$ -$ 5,000$ 5,000$ -$ 0.0%
Total Unemployment 17,751$ 124,600$ 80,000$ 130,000$ 50,000$ 62.5%
21
The Wakefield school has received approval from the MSBA and regional voters to
fund a new building. In addition to tuition, Reading will be assessed at about $339,000
annually for 30-40 years.
State Assessments
Town Meeting does not vote on these charges; they are deducted from the town's
State Aid payments. The availability of federal monies has slowed the recent growth of
the MBTA Assessment.
FY26 BUDGET FY27 BUDGET FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager Change Change
North East Regional 631,268$ 858,300$ 959,912$ 998,308$ 38,396$ 4.0%
North East Regional Capital -$ -$ 339,615$ 337,560$ (2,055)$ -0.6%
Essex North 248,300$ 202,942$ 202,476$ 210,575$ -$ 4.0%
Minuteman -$ -$ 55,432$ 56,818$ -$ 2.5%
Total Vocational School 879,568$ 1,061,242$ 1,557,435$ 1,603,261$ 45,826$ 2.9%
FY26 BUDGET FY27 BUDGET FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager Change Change
MBTA 611,745$ 628,144$ 650,456$ 666,717$ 16,261$ 2.5%
School Choice 130,500$ 137,270$ 115,904$ 118,802$ 2,898$ 2.5%
Charter School 49,108$ 90,766$ 65,535$ 67,173$ 1,638$ 2.5%
SPED Assessment -$
RMV, MAPC, Air Polltin 37,025$ 42,979$ 43,626$ 44,717$ 1,091$ 2.5%
TOTAL 828,378$ 899,159$ 875,521$ 897,409$ 21,888$ 2.5%
22
Town Budget by Department
FY27 Budgets
The following table shows that the Town Manager’s FY27 budget for Town
departments reflects a 1.7% increase over FY26.
The total wage increase for all Town Employees is 2.5%. DPW salaries are reduced by
1.3% due to the reclassification of 2.5 FTE salaries from the General Fund to the Storm
Water Enterprise Fund. The Storm Water Enterprise fund was created 19 years ago,
and at the time, it was agreed that employees paid from the Storm Water department
within the General Fund would remain in the General Fund. Only the new employees
and expenses were charged to the Storm Water Enterprise fund. The decision was
made to reclass these salaries to the Storm Water Enterprise fund to provide some
relief within the tight General Fund budget and to make the Storm Water Enterprise
fund sustainable.
Town Meeting Town Manager %
Department FY24 Actual FY25 Actual FY26 BUDGET FY27 Budget Change
Administrative Services 2,634,627$ 2,824,771$ 2,951,768$ 3,032,023$ 2.7%
Technology 1,109,901$ 1,109,063$ 1,298,400$ 1,405,400$ 8.2%
Public Services 1,451,107$ 1,400,825$ 1,845,962$ 1,871,779$ 1.4%
Finance 1,096,526$ 1,174,665$ 1,275,200$ 1,309,575$ 2.7%
Public Safety 13,606,482$ 14,601,200$ 15,170,047$ 15,503,811$ 2.2%
Public Works 3,810,035$ 3,972,814$ 4,423,785$ 4,413,500$ -0.2%
Library 2,054,399$ 2,164,053$ 2,260,050$ 2,311,300$ 2.3%
Facilities 3,666,686$ 3,924,478$ 4,462,368$ 4,428,604$ -0.8%
Town Departments Total 29,429,763$ 31,171,868$ 33,687,580$ 34,275,992$ 1.7%
23
Full-Time Equivalents (FTEs)
FY27 FTEs are down 1% due to the reclassification of 2.5 FTEs from the General Fund
budget to the Storm Water Enterprise fund.
Expenses
Most Department expenses are moderate and below FINCOM's 3.0% guidance. The
Technology budget increased by 8.2%, driven by the addition of the licensing needed
for the new Public Safety Computer-Aided Dispatch software system. This system was
installed under FY26 licensing, which included the first year’s licensing.
Town Meeting Town Manager %
Department FY24 Actual FY25 Actual FY26 BUDGET FY27 Budget Change
Administrative Services 1,193,726$ 1,275,932$ 1,266,300$ 1,336,100$ 5.5%
Technology 481,213$ 514,822$ 539,100$ 560,200$ 3.9%
Public Services 1,328,452$ 1,350,604$ 1,532,034$ 1,586,279$ 3.5%
Finance 963,346$ 1,021,643$ 1,123,600$ 1,160,700$ 3.3%
Public Safety 12,904,900$ 13,930,168$ 14,277,839$ 14,688,600$ 2.9%
Public Works 2,894,971$ 3,031,721$ 3,375,650$ 3,333,000$ -1.3%
Library 1,647,524$ 1,737,153$ 1,810,050$ 1,854,550$ 2.5%
Facilities 932,683$ 971,972$ 1,052,400$ 1,092,000$ 3.8%
Town Department Wages 22,346,815$ 23,834,015$ 24,976,973$ 25,611,429$ 2.5%
Town Meeting Town Manager %
Department FY24 Actual FY25 Actual FY26 BUDGET FY27 Budget Change
Administrative Services 12.6 12.5 12.0 12.0 0.0%
Technology 5.0 5.0 5.0 5.0 0.0%
Public Services 21.0 20.9 21.4 21.4 0.0%
Finance 11.9 11.9 13.9 13.9 0.0%
Public Safety 119.0 120.9 120.9 120.9 0.0%
Public Works 44.0 42.7 42.7 40.2 -5.9%
Library 24.9 24.5 24.6 24.6 0.0%
Facilities 11.0 11.0 11.0 11.0 0.0%
Town Departments Total 249.4 249.4 251.5 249.0 -1.0%
24
Town Meeting Town Manager %
Department FY24 Actual FY25 Actual FY26 BUDGET FY27 Budget Change
Administrative Services 1,440,901$ 1,548,839$ 1,685,468$ 1,695,923$ 0.6%
Technology 628,688$ 594,241$ 759,300$ 845,200$ 11.3%
Public Services 122,656$ 50,221$ 313,928$ 285,500$ -9.1%
Finance 133,180$ 153,023$ 151,600$ 148,875$ -1.8%
Public Safety 701,582$ 671,032$ 892,208$ 815,211$ -8.6%
Public Works 915,063$ 941,093$ 1,048,135$ 1,080,500$ 3.1%
Library 406,875$ 426,900$ 450,000$ 456,750$ 1.5%
Facilities 2,734,003$ 2,952,505$ 3,409,968$ 3,336,604$ -2.2%
Town Department Expenses 7,082,948$ 7,337,853$ 8,710,607$ 8,664,563$ -0.5%
25
Administrative Services Department
Department Overview
The Administrative Services Department is designed to promote organizational
efficiency and communication. The Assistant Town Manager serves as the department
head and fills the role of Ombudsman – an advocate for the public required by the
Town Charter.
Administrative Services has five divisions: Operations, Human Resources, Town Clerk,
Town Manager’s Office, and Elections. Administrative Services staff collaborate with all
departments across the town, including the School Department and RMLD. Some
organizational costs, such as Law and Property/Casualty Insurance, are centralized in
the Town Manager’s Office.
FY27 Budget Summary
As shown below, the Administrative Services FY27 budget is effectively a level services
budget. Next year, the town will have three elections, so we see the typical increase in
election lines and operations (where postage lives). In the future, we recommend
funding three elections annually. We have been surprised by unexpected elections in
the past. As more voters opt for mail-in ballots, the postage line continues to rise with
elections. We anticipate some savings in property and casualty insurance, but we are
holding that at a modest increase as a conservative measure until we can quantify any
savings.
No staffing-level changes are proposed for FY27 for the remaining divisions.
Operations have a modest increase, driven by savings from staffing attrition
recognized in FY26. Wage and Expense lines are shown separately, both for
informational purposes and because those lines are voted on by Town Meeting.
Department Highlights
• FY26 saw significant work by the Operations division on the two major
construction projects: the Killam Elementary School project which began the
year with schematic design and by the end of the year will be in the construction
bidding phase of the project; and the Reading Center for Active Living project
which also began the year at schematic design and will start construction in
March 2026.
• All divisions are fully staffed, providing full resources to the Town and across all
town departments.
26
• All divisions’ salaries are funded and aligned with the classification chart.
Increases are driven by elections and property and casualty insurance, offset by
cuts in other expense lines to keep budget growth within FINCOM thresholds.
Line G91 – FY27 Administrative Services Wages
Line G92 – FY27 Administrative Services Expenses
Human Resources Division
Division Overview
The HR division provides support to the Town (Town Manager), the School Department
(Superintendent), the Light Department (General Manager), and all Retirees (in
conjunction with the independent Retirement Board and the Massachusetts Teachers’
Retirement System). Collaboration with the Finance Department occurs daily. The
division reports directly to the Town Manager.
Town Meeting Town Manager FY26-27 %
Divisions FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Operations 764,727$ 768,673$ 778,500$ 804,400$ 25,900$ 3.3%
Human Resources 244,441$ 259,146$ 266,700$ 274,550$ 7,850$ 2.9%
Town Manager Office 1,363,522$ 1,464,887$ 1,650,268$ 1,652,423$ 2,155$ 0.1%
Town Clerk Office 171,411$ 183,641$ 192,900$ 198,050$ 5,150$ 2.7%
Elections 90,526$ 148,423$ 63,400$ 102,600$ 39,200$ 61.8%
Department Total 2,634,627$ 2,824,771$ 2,951,768$ 3,032,023$ 80,255$ 2.7%
Town Meeting Town Manager FY26-27 %
Administrative Services FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Operations 595,080$ 581,050$ 616,900$ 626,900$ 10,000$ 1.6%
Human Resources 204,715$ 219,339$ 227,700$ 236,100$ 8,400$ 3.7%
Town Manager Office 181,221$ 211,232$ 218,400$ 228,300$ 9,900$ 4.5%
Town Clerk Office 167,062$ 180,736$ 187,900$ 194,700$ 6,800$ 3.6%
Elections 45,648$ 83,575$ 15,400$ 50,100$ 34,700$ 225.3%
Department Wages 1,193,726$ 1,275,932$ 1,266,300$ 1,336,100$ 69,800$ 5.5%
Town Meeting Town Manager FY26-27 %
Administrative Services FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Operations 169,647$ 187,624$ 161,600$ 177,500$ 15,900$ 9.8%
Human Resources 39,726$ 39,807$ 39,000$ 38,450$ (550)$ -1.4%
Town Manager Office 1,182,301$ 1,253,655$ 1,431,868$ 1,424,123$ (7,745)$ -0.5%
Town Clerk Office 4,350$ 2,904$ 5,000$ 3,350$ (1,650)$ -33.0%
Elections 44,878$ 64,848$ 48,000$ 52,500$ 4,500$ 9.4%
Department Expenses 1,440,901$ 1,548,839$ 1,685,468$ 1,695,923$ 10,455$ 0.6%
27
Division Activities
The division continues providing excellent customer service for benefits and other
inquiries to all Town, School, and RMLD employees and retirees. In addition, staff work
hard to partner with Department Heads to recruit the organization’s talent. During
FY26, the division worked alongside the Town Manager to ensure all personnel matters
were handled appropriately. The division ran several successful recruitments, including
key roles such as Building Commissioner and Collector. It is expected that several new
employees in the Public Safety and Public Works departments will be hired in the near
future. As a result, the division continues to monitor and work closely with Finance to
ensure all personnel-related budget expenditures are met and kept up to date,
identifying any cost savings for future years and occasionally proposing organizational
changes. Grant opportunities continue to be sought to mitigate training costs and
other initiatives without adding further strain to the budget.
FY27 Budget Summary
The original request was level-funded for all expense line items in FY26. Due to
constraints, funding for the training line was removed to help balance the budget. As
hiring costs continue to rise, an increase in the advertising expense line may be
requested, as hiring remains increasingly difficult and often requires multiple attempts.
In addition, the need remains to seek funding for an applicant tracking system in
Administrative Services.
As in previous years, employee retention and attraction remain the top goals. As we
look to the future, it is imperative to adapt to the times so that Reading remains a
relevant and desirable place to work.
Town Meeting Town Manager FY26-27 %
Human Resources FY23 Actual FY24 Actual FY25 Budget FY26 Budget Change Change
HR Director 114,254$ 125,170$ 130,000$ 134,900$ 4,900$ 3.8%
HR Assistant Director 90,461$ 94,169$ 97,700$ 101,200$ 3,500$ 3.6%
Buyback -$ -$ -$ -$ -$ 0.0%
Division Wages 204,715$ 219,339$ 227,700$ 236,100$ 8,400$ 3.7%
Prof/Tech Services 12,175$ 12,786$ 6,500$ 6,500$ -$ 0.0%
Advertising 7,195$ 4,848$ 5,000$ 5,000$ -$ 0.0%
Employee Physicals 15,203$ 17,220$ 18,500$ 18,500$ -$ 0.0%
DOT Certifications 3,890$ 3,976$ 4,000$ 4,000$ -$ 0.0%
Training Initiatives 1,262$ 978$ 5,000$ 4,450$ (550)$ -11.0%
Division Expenses 39,726$ 39,807$ 39,000$ 38,450$ (550)$ -1.4%
28
Operations Division
Division Overview
The Operations Division includes the department head, Director of Operations,
Executive Assistant to Operations, and support staff shared with the Administrative
Services Department. Operations is the centralized location for Town-wide
procurement, risk management, communications, and constituent services. Postage is
also centralized in this division, as is equipment maintenance for Town-wide multi-
function machines (copiers, printers, etc.). Operations have had a level-services budget
for the last few years, with the expense budget remaining flat, except for election
postage costs, which fluctuate.
Division Activities
This division has been fully staffed since September of 2024, and all employees hold
the Massachusetts Certified Public Procurement Officer (MCPPO) designation.
Operations offer Town-wide centralized bidding services and contract management
and issued 29 procurement bids or RFPs/RFQs for FY25. FY26 is on track to exceed that
number, primarily due to the two building projects. The division manages risk by
working closely with all departments through the Safety Committee and our insurance
company, the Massachusetts Interlocal Insurance Association (MIIA). Operations serves
as the center for Town-wide communications and community engagement by
managing online properties, including the Town’s website, SeeClickFix, and CodeRED
by Crisis24 alert system. This division serves as the primary resource for all departments
and employees seeking access to these systems, and the Director also serves as the
Public Information Officer.
The Operations division also supports major projects and initiatives, including the Killam
School Building Project, the Reading Center for Active Living Project, and the ongoing
Rubbish and Recycling work as the Town prepares to switch to automated pickup at the
start of FY2027.
FY27 Budget Summary
Support staff for the Town Clerk and Human Resources, as well as overtime for evening
meetings, are included in this budget. This division supports multifunction devices
(copiers) across all town departments.
29
In FY26, the Operations salary line item decreased due to internal promotions and the
removal of an Operations Specialist, who was moved from Administrative Services to
fund a position in the Finance Department. In FY27, savings in the salary line are
attributed to attrition, internal movements, and the elimination of wages for temp
workers.
The expenses line item is up 9.8% due to costs related to postage for three planned
elections; FY26 was lighter on election-related mailing expenses than FY27 will be.
Though included in Accommodated Costs, property and casualty insurance is currently
projected to decrease 8-10% for FY27; this is due to aggressive pricing from our
longstanding provider, MIIA, in light of a tight budget environment, and also speaks to
Reading’s desirability to be covered in the broader insurance market, our excellent loss
ratios, and strong interdepartmental cooperation and safety committee.
Town Clerk /Elections Division
Division Overview
The Town Clerk is guided by federal, state, and local laws and policies in overseeing
elections, voter registration, the census process, Town Meeting, and local licenses, as
well as the Town's historic and legal documents. The Town Clerk’s Office is responsible
for providing reliable and efficient service to the public while preserving all public
records and historical documents for current and future residents.
Town Meeting Town Manager FY26-27 %
Operations FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Assistant Town Manager 58,937$ 70,452$ 74,900$ 77,700$ 2,800$ 3.7%
Director of Operations 103,187$ 94,916$ 102,500$ 106,400$ 3,900$ 3.8%
Support Staff 404,373$ 393,013$ 424,500$ 427,800$ 3,300$ 0.8%
Overtime 10,661$ 21,244$ 15,000$ 15,000$ -$ 0.0%
Buyback 17,922$ 1,425$ -$ -$ -$ 0.0%
Division Wages 595,080$ 581,050$ 616,900$ 626,900$ 10,000$ 1.6%
Postage 105,406$ 118,329$ 87,500$ 105,500$ 18,000$ 20.6%
Copier Leases & Supplies 41,605$ 40,453$ 46,100$ 44,000$ (2,100)$ -4.6%
Professional Development 10,430$ 17,806$ 18,000$ 18,000$ -$ 0.0%
Supplies. Repairs,Other 12,206$ 11,035$ 10,000$ 10,000$ -$ 0.0%
Division Expenses 169,647$ 187,624$ 161,600$ 177,500$ 15,900$ 9.8%
30
Division Activities
The Town Clerk/Elections Division is involved in a wide range of activities. This list is a
very limited example of what is happening within the office throughout the year.
• Bylaws and Regulations
• Centralized Document Storage for Town and Schools
• Licensing
• Maintain and track Ethical Law requirements
• Maintain and track Open Meeting Law requirements
• Primary Public Records Requests Access Officer
• Reporting Requirements
• State, Local, and Special Election Administration
• Town and Federal Census
• Town Meetings
• Vital Records Management
• Voter Registration Maintenance and Processing
FY27 Budget Summary
There will be three elections in the Fiscal Year, which will cause an increase. The plan
is to hold three elections each year to keep the numbers steady and account for
unforeseen election costs.
Town Meeting Town Manager FY26-27 %
Town Clerk's Office FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Town Clerk 100,186$ 110,755$ 115,300$ 119,600$ 4,300$ 3.7%
Assistant Town Clerk 66,261$ 68,976$ 71,600$ 74,100$ 2,500$ 3.5%
Town Clerk Stipend 615$ 1,005$ 1,000$ 1,000$ -$ 0.0%
Buyback -$ -$ -$ -$ -$ 0.0%
Division Wages 167,062$ 180,736$ 187,900$ 194,700$ 6,800$ 3.6%
Prof/Tech Services 4,350$ 2,904$ 5,000$ 3,350$ (1,650)$ -33.0%
Division Expenses 4,350$ 2,904$ 5,000$ 3,350$ (1,650)$ -33.0%
31
FY27 Budget Elections Wages and Expenses
Town Manager’s Office
Division Overview
Under the Reading Home Rule Charter, the Town Manager is appointed by the Select
Board to efficiently administer all functions placed under their control. The Town
Manager serves as the Chief Procurement Officer and has certain fiduciary
responsibilities over the Town, School, and Light Departments.
The Town Manager’s Office includes centralized costs such as Legal and
Property/Casualty Insurance, as well as some costs associated with the elected Select
Board and appointed Finance Committee.
Division Activities
• Maintain oversight of all typical annual Town operational activities.
• Supervise Town capital projects and change schedules.
• Oversee budget and financial long-term planning.
• Oversee administrative functions as directed by the Select Board and Finance
Committee
FY27 Budget Summary
The Town Manager's wages are set by contract. At the time of this writing, we are
maintaining the salary as a placeholder pending the completion of the next contract.
Property/casualty insurance expenses are expected to be reduced in FY27, and staff
Town Meeting Town Manager FY26-27 %
Elections FY23 Actual FY24 Actual FY25 Budget FY26 Budget Change Change
Election Workers 55,485$ 104,401$ 15,000$ 50,000$ 35,000$ 233.3%
Registrars 2,131$ 2,279$ 2,500$ 2,500$ -$ 0.0%
Town Meeting Monitor 1,495$ -$ 1,500$ 1,500$ -$ 0.0%
State Grant support (13,464)$ (23,105)$ (3,600)$ (3,900)$ (300)$ 100.0%
Division Wages 45,648$ 83,575$ 15,400$ 50,100$ 34,700$ 225.3%
Elections expenses 37,664$ 55,873$ 31,000$ 35,500$ 4,500$ 14.5%
Census expenses 6,059$ 7,211$ 15,000$ 15,000$ -$ 0.0%
Town Meeting expenses 1,154$ 1,764$ 2,000$ 2,000$ -$ 0.0%
Division Expenses 44,878$ 64,848$ 48,000$ 52,500$ 4,500$ 9.4%
32
are in active negotiations with our property and casualty provider, but we cannot
capture potential savings within the budget at this time, so we are reflecting a modest
increase as a conservative measure. Reading works hard with Town Staff to maintain
low loss ratios, which are currently well below peers. These low-loss runs help keep
premiums down and place us in a favorable negotiating position. Legal expenses
remain difficult to predict, as complex and time-consuming issues come before the
Select Board. For FY2027, the Town Manager Reserves are maintained at $18,000; this
line was reduced last year and has been instrumental in funding community events in
the Town Common, particularly in the summer months. The Cultural Council line
continues because of its long lead time in granting funds. The remaining budget
remains level-funded.
Town Meeting Town Manager FY26-27 %
Town Manager's Office FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Town Manager 181,221$ 211,232$ 218,400$ 228,300$ 9,900$ 4.5%
Division Wages 181,221$ 211,232$ 218,400$ 228,300$ 9,900$ 4.5%
P&C Insurance 856,119$ 943,587$ 1,011,368$ 1,036,652$ 25,284$ 2.5%
Town Counsel 202,625$ 213,859$ 290,000$ 256,471$ (33,529)$ -11.6%
Other legal -$ -$ 10,000$ 5,000$ (5,000)$ -50.0%
Town Mgr Reserves 28,138$ 13,617$ 18,000$ 18,000$ -$ 0.0%
Town Mgr other -$ -$ -$ -$ -$ 0.0%
Cultural Council 8,000$ 8,000$ 8,000$ 8,000$ -$ 0.0%
Select Board 17,418$ 11,288$ 22,900$ 22,900$ -$ 0.0%
Finance Committee 70,000$ 63,304$ 71,600$ 77,100$ 5,500$ 7.7%
Division Expenses 1,182,301$ 1,253,655$ 1,431,868$ 1,424,123$ (7,745)$ -0.5%
33
Technology Department
Department Overview
The Town of Reading Technology Department provides centralized network and
telecommunications services, distributed internet services, audio/video services,
software support, personal computer support, and geographic information systems
(GIS) mapping. The department coordinates many technological activities with the
School and Light Departments and with other communities to support regionalization
agreements.
Department Activities
The Technology Department continued to work with the various town departments to
adapt the services and solutions provided as those departments' needs evolved. The
technology department was fortunate to have received three grants totaling $70k to
enhance a variety of security services that should better protect the town ’s data. We
also received a grant for $150k to enhance our physical infrastructure, with work that is
being completed now. Migrating to new solutions, including a significant change to
the computer-aided dispatch solution used by public safety, consumed much of our
attention this year.
FY27 Budget Summary
The Technology Department is requesting an increase in its budget compared to last
year. The proposed overall increase is 8.2%. A change in the Technology Department’s
expenses explains why the increase is out of line with the guidance the department
received from the Finance Committee. The primary reason for this increase in expenses
is the annual subscription cost that comes with the public safety computer-aided
dispatch system that we are migrating to. The migration to this system is taking place
this fiscal year, and FY27 is the first year that we will need to fund the new annual
contract, which is higher than what we had been paying for the previous system. This
single difference accounts for most of the shift from what looked to be a 1.9% overall
budget increase to the 8.2% we are proposing. To achieve that 1.9% change, we
reduced costs across accounts by changes to solutions that accomplished the same
goals but in new ways. Salaries are up 3.9% and are pretty much in line with
expectations. We transferred money from the Professional Services expense account
to the IT Clerk account found in salaries. We are leveraging the seasonal help that we
have had in ways that we would typically outsource to consultants. This change will
yield more results for the same amount being spent.
34
Town Meeting Town Manager FY26-27 %
Technology FY24 Actual FY25 Actual FY26 Actual YTD FY26 BUDGET FY27 Budget Change Change
Chief Technology Officer 141,690$ 147,622$ 81,582$ 153,400$ 159,200$ 5,800$ 3.8%
Technology Manager -$ 94,267$ 53,289$ 100,400$ 104,100$ 3,700$ 3.7%
GIS/Database Administrator 92,157$ 95,932$ 53,206$ 100,200$ 103,800$ 3,600$ 3.6%
Software Training Coord. 82,056$ -$ -$ -$ -$ -$
Computer Technicians 141,282$ 158,991$ 94,086$ 178,029$ 183,600$ 5,571$ 3.1%
Technology Overtime 20,463$ 11,741$ -$ 71$ -$ (71)$ -100.0%
IT Clerk -$ 6,269$ 6,983$ 7,000$ 9,500$ 2,500$ 35.7%
Buyback 3,565$ -$ -$ -$ -$ -$
Division Wages 481,213$ 514,822$ 289,146$ 539,100$ 560,200$ 21,100$ 3.9%
Landlines & Wireless Phones 112,853$ 126,750$ 63,602$ 112,000$ 108,000$ (4,000)$ -3.6%
Professional Services 13,596$ 3,275$ 3,036$ 40,000$ 34,500$ (5,500)$ -13.8%
Technical Licenses/Support 168,151$ 102,217$ 152,007$ 137,000$ 146,200$ 9,200$ 6.7%
Parts, Supplies. Other 18,922$ 25,798$ 21,891$ 45,000$ 45,000$ -$ 0.0%
PC Hardware 14,957$ 21,211$ 37,829$ 36,000$ 36,000$ -$ 0.0%
Network Hardware 9,661$ 1,206$ 1,589$ 10,000$ 10,000$ -$ 0.0%
Parts&Equipment 338,140$ 280,458$ 279,954$ 380,000$ 379,700$ (300)$ -0.1%
Financial software 107,927$ 113,618$ 126,222$ 115,700$ 115,000$ (700)$ -0.6%
Public Safety software 59,722$ 61,168$ 50,720$ 64,500$ 144,500$ 80,000$ 124.0%
Permits & Lic. software 54,597$ 55,658$ 53,842$ 54,000$ 58,000$ 4,000$ 7.4%
GIS Mapping software 17,996$ 19,950$ 21,589$ 18,000$ 18,000$ -$ 0.0%
Facilities Security software -$ -$ 54,033$ 54,000$ 54,000$
Document storage -$ 14,932$ 23,324$ 17,000$ 24,000$ 7,000$ 41.2%
Facilities Work Order 21,872$ 18,783$ 19,097$ 22,000$ 20,000$ (2,000)$ -9.1%
Website & Communication 15,731$ 16,445$ 9,062$ 17,100$ 17,300$ 200$ 1.2%
Assessor software 10,525$ 11,050$ 11,713$ 12,000$ 12,500$ 2$ 4.2%
Other software 2,178$ 2,178$ 2,400$ 5,000$ 2,200$ (2,800)$ -56.0%
Software Licenses 290,548$ 313,782$ 372,002$ 379,300$ 465,500$ 86,200$ 22.7%
Department Expenses 628,688$ 594,241$ 941,101$ 759,300$ 845,200$ 81,602$ 11.3%
Department Total 1,109,901$ 1,109,063$ 1,230,247$ 1,298,400$ 1,405,400$ 165,203$ 8.2%
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Public Services Department
Department Overview
The Public Services Department (PSD) provides a wide range of services to the
community, divided into administration, community services, and community
development. Community Services include Elder/Human Services, Recreation, and
Veterans’ Services; Community Development includes Planning & Economic
Development, Inspections, Conservation, and Historical. The department head is the
Assistant Town Manager, and the salary budget is shared between Public Services and
Administrative Services.
FY27 Budget Summary
As shown below, the PSD FY27 total budget is increasing by 1.4%. Salaries are
increasing by 3.5% in accordance with the classification chart and compensation plan.
Expenses for FY27 will decrease by 9.1%. Much of that decrease is reflected in a cut to
the Veterans Benefits portion of the budget, which is underutilized. As a reminder,
items expended under veterans’ benefits are eligible for reimbursement by the state
up to 75% if approved.
Line H91 - FY27 Public Services Wages
Town Meeting Town Manager %
Divisions FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Administration 304,404$ 293,344$ 308,628$ 311,100$ 2,472$ 0.8%
Community Services 584,949$ 599,157$ 788,534$ 776,779$ (11,755)$ -1.5%
Community Development 605,507$ 584,673$ 748,800$ 783,900$ 35,100$ 4.7%
Department Total 1,494,860$ 1,477,174$ 1,845,962$ 1,871,779$ 25,817$ 1.4%
Town Meeting Town Manager %
Divisions FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Administration 272,995$ 248,068$ 264,500$ 271,600$ 7,100$ 2.7%
Community Services 483,566$ 495,486$ 608,734$ 617,779$ 9,045$ 1.5%
Community Development 571,890$ 607,050$ 658,800$ 696,900$ 38,100$ 5.8%
Department Wages 1,328,452$ 1,350,604$ 1,532,034$ 1,586,279$ 54,245$ 3.5%
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Line H92 - FY27 Public Services Expenses
Community Development
Community Development Overview
Community Development includes the following divisions: Planning & Economic
Development, Conservation, Historic, and Inspections. There are seven full-time staff
members and six part-time administrative and inspectional staff.
Community Development staff remain busy working with many community and
regional partners and with the State on various projects related to residential and
commercial development, affordable housing, climate and sustainability, historic
preservation, grant administration, and more.
Plan reviews and project implementation require time, funding, and effort from various
staff members. Staff members have identified numerous grant opportunities, directly
written said grants, and managed the post-award process to promote desired
development and placemaking while saving on related expenses. However, it is
important to note that many grants, of course, are not guaranteed to receive and may
require a monetary match and/or in-kind contributions from the Town.
FY27 Budget Summary
Local expenses are primarily used to serve as seed/matching funds for priority grant
applications, downtown programming and streetscape improvements, consultant
onboarding, and public engagement, as well as for typical annual expenses such as
office supplies, legal mailings, professional development opportunities, and mileage.
The FY27 budget is, in essence, a level-funded budget from the previous year, with
expense budget reductions and average annual salary increases based on the
compensation plan.
Town Meeting Town Manager %
Divisions FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Administration 31,409$ 45,277$ 44,128$ 39,500$ (4,628)$ -10.5%
Community Services 101,383$ 103,671$ 179,800$ 159,000$ (20,800)$ -11.6%
Community Development 33,617$ (22,377)$ 90,000$ 87,000$ (3,000)$ -3.3%
Department Expenses 166,408$ 126,570$ 313,928$ 285,500$ (28,428)$ -9.1%
37
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Planning Division
Division Overview
The Planning Division provides technical services to the Town and the relevant land
use boards. Several long-range plans for economic development and new growth,
transportation, housing policy and development, and other aspects of land use serve
as a guide for planning staff to help achieve the town's stated goals. Engagement
processes help civic leaders, businesses, and citizens envision and implement future
possibilities. In addition to long-range planning, the planning staff also develops action
plans to address current community problems and daily needs.
Division Activities
• Permitting Administration: the division supports new development through
the Site Plan Review, Special Permits, Subdivisions, and other local review
processes. Ongoing developments on Main Street and residential subdivisions
remain consistent.
• Accessory Apartment Amendments: With the State’s 2025 allowances for by-
right Accessory Apartments, CPDC may consider amendments to the local
regulations to match and provide local context to the model bylaw.
• Subsidized Housing Inventory (SHI): Staff work with developers and the
Executive Office of Housing and Livable Communities (EOHLC) to ensure that
permitted units stay on the SHI and that the Town achieves and maintains 10%
on the inventory. Building permits are necessary for the previously approved
Eaton Lakeview 40B and 258-262 Main Street to be added to the SHI and help
the Town get closer to the 10% requirement.
• Regional Housing: The Metro North Regional Housing Services Office
(MNRHSO) added the municipalities of Stoneham and Wakefield to the group.
A new consultant (Barrett Planning Group) was awarded and has helped correct
the monitoring of Local Affordable Units.
• Streetscape Project & Municipal Lot Redesign: Staff has been working with
Engineering on continuing to advance the Phase II Streetscape Project (High St).
The design is out to bid and is supported by a $2,600,000 MassWorks grant and
local contributions. Pursuing additional grant opportunities to fund the project
and relieve the Town's costs is ongoing.
• Green Communities Designation: Staff locally updated the Green
Communities data and research needs for designation. The designation was
officially received in 2025 and came with a $160,000± “Designation Award” for
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local use. We are collaborating with the Facilities Division on potential upgrades
to public building infrastructure, where applicable.
• Net Zero Plan: The Plan was completed in early 2025, substantially through
grant funding. Staff continue to partner with other divisions, the Climate
Advisory Committee, and RMLD for opportunities.
• Local Rapid Recovery Earmark: This earmark award has funded the now-
completed Arts and Culture Action Plan, Downtown Public Art, Downtown
events, and a Storefront Improvement Pilot. It is likely to close out once the
public art is installed in 2026.
• Eastern Gateway: The Town made substantial progress with the Eastern
Gateway Planning effort, substantially funded through a $100,000 grant award.
It is an effort to identify local land-use and zoning options to encourage future
redevelopment in the area. A local steering committee was established, a survey
was conducted, and workshops were held to inform residents about what they
want and what they find appropriate for the area. Progression can continue in
2026 through the CPDC.
• Walkers Brook Drive Corridor Study: A $500,000 Mass Works grant for the
advancement of the conceptual design of the Walkers Brook Drive corridor was
awarded. Initial analysis, preparation, and public engagement were scoped. The
intent is to bring the design through the State’s Transportation Improvement
Program (TIP) with the award, so the Town can continue pursuing State/Grant
funding to advance and phase the project.
• Stormwater Master Plan: Support the Engineering Division's Stormwater
Master Plan and considerations for future improvements.
• Municipal Vulnerability Preparedness (MVP): Staff collaborated regionally
with eight communities and with the Resilient Mystic Collaborative for a
$520,000 MVP grant to identify critical facilities in flood-prone areas and to
advance stormwater capture and treatment around such facilities. Design
concepts remain ongoing.
o Working through the MVP 2.0 Pilot Process to ensure equitable social
resilience across identified priorities.
• PARC Grant: The division sought and was awarded a $100,000 PARC Grant to
support the previously approved Pickleball Court development at Symonds
Way. Grant administration and local actions will take place in 2026.
• Community Garden: Continued support to administer the Mattera Community
Garden.
• Conservation Support: Leading support for the Conservation division by
applying for grant and earmark awards, such as the Trail and Boardwalk Design
at Symonds Way, and facilitation of projects in collaboration with the DPW and
volunteers.
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• Boards and Commissions: Administrative support to the CPDC, ZBA, and
Conservation Commissions, and indirectly to the Historical, Climate, and
Housing committees.
Economic Development Division
Division Overview
The Economic Development Division provides professional technical work advancing
the Town’s economic development activities and goals, and provides general business
support for the Town. The Town does this through streamlined permitting, policy
updates, business resources and incentives, and proactive implementation of the
Town’s Economic Development Action Plan. Our approach is to 1) keep Main Street,
Walkers Brook, and Downtown businesses vital, 2) preserve what is important, and 3)
be well-positioned for opportunities. Reading’s Economic Development Action Plan is
available on the Town’s website, and updates have been pursued.
Division Activities
• New business support is provided with advanced awareness of what the
permitting process may look like and the general needs. Outreach and
conversations remain a priority to ensure businesses are aware of the Town's
ongoing needs and activities.
• Supporting the research and development of New Growth, including ideas
around Eastern Gateway concepts and Main Street developments that are
ongoing.
• Community programming support and partnership with local organizations
(e.g., Reading-North Reading Chamber of Commerce, Rotary Club) to bring
Downtown and other festivities to success.
• Continued support and administration of Planning projects such as Walkers
Brook Drive design, Arts and Culture Needs, and others.
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Conservation Division
Division Overview
The Conservation Division is responsible for protecting Reading’s streams and
wetlands and providing staff and technical services support to the Reading
Conservation Commission. Principal duties include enforcing and administering the
Massachusetts Wetland Protection Act, M.G.L. Chapter 131, Section 40, and the
Reading Wetland Protection General Bylaw, Section 7.1. The Commission manages
over 989 acres of Town-owned conservation land and monitors conservation
easements and restrictions.
Division Activities
Conservation Division Activities include drafting grant applications, implementing
priority actions within the Open Space and Recreation Plan, opening up inaccessible
land and developing new trail systems through partnership with private development,
providing staff leadership on the Mattera Cabin and abutting Community Garden,
assistance with Town Forest projects and Trail Committee projects, conducting
outreach and education regarding the Town's natural resources and watersheds, and
working with Girl & Boy Scouts to complete service projects on public land.
Staff support the Conservation Commission both technically and administratively to
enforce the local Wetlands Protection Regulations (updated in 2023) and administer
residential and commercial development applications within jurisdictional areas. The
Commission periodically reviews its local regulations as well to ensure the best
practices emerging on tree removal/replacement, stormwater capture, and other
initiatives are updated. Staff support for the Trails Committee is provided, as well as in-
field work with the volunteers.
With a limited local budget, most of the division’s work has been implemented by
grants, earmarks, volunteers, donations, and public-private partnerships.
Inspections Division
Division Overview
A full-time building commissioner and three part-time building inspectors (each retired
as building commissioner from another community and collectively brings vast
42
expertise to Reading), plus two highly credentialed plumbing/gas and electrical
inspectors, round out the team.
Division Activities
A new Building Commissioner was hired in early 2026 and acts as both Commissioner
and a full-time inspector. All four Building Inspectors work collaboratively on projects
to meet Town and State requirements and ensure seamless coverage and permitting.
The Building Commissioner works closely with the Planning Division and Zoning Board
of Appeals admin staff to ensure proposals conform to the Zoning Bylaw. The Building
Commissioner is also designated as the Floodplain Administrator, and training will be
provided to support future and potential permitting.
The Permits Coordinators continue to improve the permitting software to ensure
record-keeping and the timely issuance of permits. Building and Permitting staff
provide support for zoning amendments, state designations (e.g., Housing Choice
Initiative data), long-term plan initiatives (e.g., Housing Production Plan data), and land
use applications (e.g., Home Business Certificates).
Historic Division
Division Overview
The Historical Division is staffed by volunteers with assistance from department staff as
needed. The Historical Commission (RHC) oversees historic preservation, including the
demolition delay bylaw. The Historic District Commission (HDC) has a regulatory role
over properties within the historic districts (West Street & Summer Avenue). They also
provide input on applications within Scenic Roads of South Street and Walnut Street.
Division Activities
The RHC met 13 times throughout 2025. Supporting information is also provided to
the Community Planning and Development Commission (CPDC) for relevant
applications. The RHC has promoted programs such as electrical box art wraparound
and the digitization/preservation of historical documents. The RHC is considering
updating its local regulations, including the length of the Demolition Delay and
definitions, which will require amendments to the General Bylaw and Town Meeting
approval if advanced.
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Community Services
Community Services Overview
Community Services include:
• Elder/Human Services (EHS)
• Recreation (REC)
• Veterans Services Office (VSO)
FY27 Budget Summary
Community Services is dedicated to offering services, support, and programming to
all individuals in the Town of Reading. Community Services plays a crucial role in
addressing community needs and fostering a supportive and inclusive environment.
There will be no new funding requests for FY27. However, level funding for several
years and the loss of ARPA funds significantly impacted program offerings.
Town Meeting Town Manager %
Community Services FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Community Svcs Director 100,567$ 113,780$ 118,200$ 122,579$ 4,379$ 3.7%
Elder/Human Services 194,366$ 179,126$ 257,534$ 253,800$ (3,734)$ -1.4%
Recreation 121,242$ 132,428$ 160,200$ 166,000$ 5,800$ 3.6%
Veteran's Services 67,392$ 70,152$ 72,800$ 75,400$ 2,600$ 3.6%
Comm Services Wages 483,566$ 495,486$ 608,734$ 617,779$ 9,045$ 1.5%
Elder/Human Svcs Administrator 77,996$ 81,925$ 85,000$ 88,000$ 3,000$ 3.5%
Senior Center Coordinator 55,415$ 58,261$ 60,400$ 62,600$ 2,200$ 3.6%
Volunteer Coordinator 13,604$ 24,879$ 27,500$ 28,500$ 1,000$ 3.6%
Elder/Human Svcs Clerk -$ 43,990$ 44,300$ 45,900$ 1,600$ 3.6%
Van Drivers 55,116$ 56,896$ 65,500$ 67,900$ 2,400$ 3.7%
Nurse Advocate 57,125$ -$ -$ -$ -$ 0.0%
Senior Case Manager 63,300$ 69,360$ 73,200$ 75,900$ 2,700$ 3.7%
Overtime -$ -$ 1,000$ 1,000$ -$ 0.0%
Buyback -$ -$ -$ -$ -$ 0.0%
Grants/Offsets (128,191)$ (156,185)$ (99,366)$ (116,000)$ (16,634)$ 16.7%
Elder/Human Service Wages 194,366$ 179,126$ 257,534$ 253,800$ (3,734)$ -1.4%
Recreation Administrator 86,482$ 91,799$ 95,200$ 98,600$ 3,400$ 3.6%
Recreation Coordinator 56,760$ 62,630$ 65,000$ 67,400$ 2,400$ 3.7%
Overtime -$ -$ -$ -$ -$ 0.0%
Grants/Offsets (22,000)$ (22,000)$ -$ -$ -$ 0.0%
Buyback -$ -$ -$ -$ -$ 0.0%
Recreation Wages 121,242$ 132,428$ 160,200$ 166,000$ 5,800$ 3.6%
Veteran's Service Officer 67,392$ 70,152$ 72,800$ 75,400$ 2,600$ 3.6%
Veteran's Service Wages 67,392$ 70,152$ 72,800$ 75,400$ 2,600$ 3.6%
44
Elder & Human Services Division
Division Overview
Reading Elder and Human Services offers a variety of programs and services to
Reading residents of all ages. The staff is dedicated to assisting all residents in the
community to live active, healthy lives.
Elder & Human Services continues to gain new members at the Pleasant Street Center.
With ARPA funding, the team offered over 200 programs. With ARPA funds running
low, some programs will start collecting fees through the revolving fund in 2026. Fees
existed prior to ARPA funds, and we will continue to offset fees using Trust Fund
Support and the Elder & Human Services operating fund.
Division Activities
• Programming Offerings in health, enrichment, exercise, events, trips, art, & more
• Transportation
• Blood Pressure & Flu Clinics
• Social Services (Home Visits, Knox Box, Referrals, Hoarding Task Force, Adopt a
Family)
• Reading Response (Lifeline, Medical Transportation, Adult Day Health)
• EHS Health Fair
• AARP Tax Prep
• SHINE (Servicing the Health Insurance Needs of Everyone) Counseling
Town Meeting Town Manager %
Community Services FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Elder/Human Services 32,339$ 42,329$ 51,700$ 51,700$ -$ 0.0%
Recreation (Revolving Fund)-$ -$ -$ -$ -$ 0.0%
Veteran's Services 69,044$ 61,342$ 128,100$ 107,300$ (20,800)$ -16.2%
Comm Services Expenses 101,383$ 103,671$ 179,800$ 159,000$ (20,800)$ -11.6%
Community Organizations 1,108$ 38$ -$ -$ -$ 0.0%
Meal Delivery 170$ 896$ 15,000$ 15,000$ -$ 0.0%
Programs 7,679$ 14,259$ 13,000$ 13,000$ -$ 0.0%
Volunteer Support 1,158$ 932$ 1,500$ 1,500$ -$ 0.0%
Other 22,223$ 26,204$ 22,200$ 22,200$ -$ 0.0%
Elder/Human Service Expenses 32,339$ 42,329$ 51,700$ 51,700$ -$ 0.0%
Recreation (Revolving Fund)-$ -$ -$ -$ -$ 0.0%
Recreation Expenses -$ -$ -$ -$ -$ 0.0%
Veteran's 69,044$ 61,342$ 128,100$ 107,300$ (20,800)$ -16.2%
Veteran's Expenses 69,044$ 61,342$ 128,100$ 107,300$ (20,800)$ -16.2%
45
• Liaison to the Council on Aging (COA)
Division Highlights
• Total Interactions at the center – 36,459 (7/1/2024 to 6/30/2025)
o 20,977 Program/Event Registrations
o 4,235 Rides (not including medical rides with ATS)
o 401 Large Bus Trips Registrations
• Shared Public Health Nurse – Educational Events and Services
o 27 Blood Pressure Screening Clinics – Over 100 60+ clients served
o Flu Clinics and Homebound Flu Shots – Over 50 60+ clients served
o Health Fair
o Nurture and Nourish
o From Weeds to Wellness
o Impaired Driving Talk
• Volunteer Coordinator
o Coordinated placement of over 55 Volunteers
o Brought back Volunteer Appreciation Day
o Creates Monthly Spotlight for Volunteers
o Coordinated the Property Tax Worker Program along with the Elder &
Human Services Administrator – 9 Residents were placed in various town
departments and divisions such as the Department of Public Works,
Town Clerk, Elder and Human Services, and the School Department
(Barrows and Killam Elementary Schools)
Recreation Division
Division Overview
The mission of Reading Recreation is to provide the community with year-round
recreational activities. The Division believes programs should be broad-based to meet
the recreational needs of all segments of the population. The Recreation Division must
continually strive to update and modify programs to meet the community ’s needs. As
Reading’s participation in and awareness of local recreational programs increase, so
do expectations. The Recreation Division strives to be ready to anticipate and adapt to
these expectations.
46
Recreation continues to grow existing and new programming, garnering over 7,000
registrations with only two full-time staff members: the Recreation Administrator and
the Recreation Coordinator.
New pickleball courts, projected to open in late summer 2026, were funded through a
combination of gifts from the Reading Pickleball Players Association (RPPA), internal
funds, and borrowed funds. As of this writing, the project bids were recently opened ,
and construction work is slated to begin in March 2026.
Division Activities
• Programming for all ages includes sports, enrichment, special events, etc.
• Field & Amplified Use Permitting
• Parks & Fields Planning and Projects
• Community Events
• Liaison to the Recreation Committee & Friends of Reading Recreation
• Scholarship Awards
Division Highlights (FY25 July 1, 2024 – June 30th, 2025)
• 148 Different Program Offerings
• Total Program Registrations: 7,486
• 6846 Resident / 640 Non-Resident
• 6,331 Unique Individual Program Registrants for FY25 (does not include
duplicate registrations)
o 4,261 Ages 0-10
o 1,099 Ages 11-20
o 258 Ages 21-40
o 485 Ages 41-60
o 228 Ages 61+
• Turns back proceeds from revenue generated by the Recreation Revolving Fund
• Community Engagement – Downtown Trick or Treat, Letters to Santa
• Parks & Playground Projects
• Start of Birch Meadow Phase II
• Barrows Field Improvement
• Hunt Field Improvement
47
Veterans Services
Division Overview
The priority of the Veterans' Services Office is to aid and assist all veterans, their widows
or spouses, and/or their dependent children, in the Town of Reading through the
Executive Office of Veterans Services, with short or long-term medical assistance,
financial aid, assistance with state applications for veterans' benefits, and
administration of veteran's benefits provided by the U.S. Department of Veterans'
Affairs. The mission is to support the Veterans residing in Reading by identifying
veterans and their families in need of service and providing information and access to
the services for which they are eligible under the law.
Veterans Services continues to be a “safe place” for many of our Veterans. The Veterans
Services Officer offers Scuttlebutt once a month for Reading Veterans, typically at the
Senior Center, and has also coordinated a few off-site trips, which are well-liked and
well-attended. Ceremonies on Memorial Day and Veterans Day have also seen good
attendance.
Cuts to Veterans Services are in the Accommodated Costs portion of the budget and
are areas currently underutilized. However, the needs of veterans and spouses vary and
can be unpredictable. Funds expended here are eligible for up to 75% reimbursement
by the state for certain approved items.
Division Activities
• Discharge copies and requests for replacement
• Chapter 115, a public assistance program, to eligible veterans and dependents
• VA Healthcare applicant assistance
• Tax exemptions
• Veterans license plates
• Homeless veteran referrals
• Employment initiatives
• Grave markers
• Disability for service-connected or non-service-connected disability
• VA Home Loans, Educational Assistance, Death Pensions
• Monthly Scuttlebutt Meet-ups and/or off-site trips
Division Highlights
• Assisted over 300 Veterans this year
48
• Generated over $100,000 in Federal VA Benefits to Veterans and their surviving
spouses
• Memorial Day and Veterans Day Ceremonies
• Scuttlebutt continues to be well-attended
• Veterans Trip to The USS Constitution “Old Ironsides.”
Future Planning
At the Spring 2025 Town Meeting, preliminary plans for staffing and operational needs
at the Reading Center for Active Living were presented. To effectively run the facility,
additional part-time staff will be needed. Many of these positions will be funded
through Recreation & EHS revolving funds, generated from program fees and rentals.
The Community Services Team is committed to a conservative approach. They plan to
utilize volunteers and property tax workers to cover front desk hours, minimizing
staffing costs where possible.
Certain positions, including a desired part-time Therapeutic Recreation Specialist and
at least one additional full-time custodian, will require support from the general fund
in FY28.
The Community Services Staff and Operations Working Group will continue to provide
monthly updates on operational activities. Financial requests related to these efforts
will also be communicated as they arise.
The Recreation Division is evaluating potential fee adjustments to support the
sustainability of community facilities. They are considering increasing rental fees for
fields and parks, as well as introducing fee-based pickleball memberships. These
measures will be discussed at upcoming Recreation Committee Meetings to ensure
adequate funding for ongoing maintenance and repairs of town fields, parks, and
courts, ultimately helping to preserve high-quality facilities for community enjoyment.
In 2026, the Elder & Human Services Division will begin charging for some
programming, as it did for many years prior to ARPA funding. These fees will go into
the revolving fund account to help offset part-time staff and programming expenses.
49
Finance Department
Department Overview
The Finance Department maintains timely and accurate financial records for all Town
financial activities. The Finance Department also administers internal financial controls,
facilitates the evaluation of the Town’s financial condition, ensures that Town services
are delivered in compliance with Massachusetts General Laws that govern municipal
finance, and safeguards the financial assets of the Town. The Town Accountant also
serves as the Chief Financial Officer and department head.
FY27 Budget Summary
The Finance Department’s budget increased by 2.7% compared to the previous year.
Wages are +3.3% over the prior year. The Finance Department staff will receive a one-
step increase of 2.35% to 2.50%, plus a 1.25% COLA. Staffing levels remain consistent
with the prior year.
Expenses are decreasing by 1.8%; most expense line items are level-funded or decline
from the prior year, except for the Regional Assessor contract, which is projected to
increase by 3% in FY27. The Regional Assessor is now shared among three
communities, reducing Reading’s share, as the expense is divided among Wakefield,
Reading, and Lynnfield.
Department Highlights
• Provides support to Town, School, and Light departments.
• In-house payroll for approx. 1,200 employees – biweekly; 9,401 quarterly
property tax billing; 23,800 yearly bills - motor vehicle excise billing; 26,000
invoices processed and paid annually; 123,000 cash receipts processed yearly.
• Reconciliation of monthly health bills for 1,561 members by person to ensure
accurate deductions and bills.
• Cash Management and Reconciliation for the Town, RMLD, and Retirement
Town Meeting Town Manager %
Divisions FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Accounting 369,546$ 391,860$ 411,350$ 424,400$ 13,050$ 3.2%
Assessor 163,893$ 168,528$ 183,700$ 188,375$ 4,675$ 2.5%
Finance 563,087$ 614,277$ 680,150$ 696,800$ 16,650$ 2.4%
Department Total 1,096,526$ 1,174,665$ 1,275,200$ 1,309,575$ 34,375$ 2.7%
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• State and federal reporting including W-2s, 1099s, 1099Rs, 1095Cs,
unemployment filings and quarterly 941s.
• Plan administration for nine 403B/457plans
• Tax Title management and Foreclosures
• Debt management and issuance – AAA bond rating
• Income and employment verification
Line I91 – FY27 Finance Wages
Line I92 – FY27 Finance Expenses
Accounting Division
Division Overview
This division, under the direction of the CFO/Town Accountant, is responsible for
maintaining financial records for the Town, Schools, and Light Department. Accounting
ensures that all financial transactions comply with legal requirements and are recorded
accurately and on time. The Accounting Division oversees bills paid by the Town,
provides timely and accurate financial reporting services to Town Departments and
other key stakeholders, and manages the Town’s accounting system to conform to
GAAP and comply with Massachusetts General Laws and Regulations.
Division Activities
• Met all reporting requirements {for Massachusetts DLS and Massachusetts DOR}
Town Meeting Town Manager %
Divisions FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Accounting 365,694$ 388,624$ 405,650$ 420,100$ 14,450$ 3.6%
Assessor 81,252$ 76,157$ 88,300$ 91,200$ 2,900$ 3.3%
Finance 516,400$ 556,861$ 629,650$ 649,400$ 19,750$ 3.1%
Department Wages 963,346$ 1,021,643$ 1,123,600$ 1,160,700$ 37,100$ 3.3%
Town Meeting Town Manager %
Divisions FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Accounting 3,853$ 3,236$ 5,700$ 4,300$ (1,400)$ -24.6%
Assessor 82,641$ 92,371$ 95,400$ 97,175$ 1,775$ 1.9%
Finance 46,686$ 57,415$ 50,500$ 47,400$ (3,100)$ -6.1%
Department Expenses 133,180$ 153,023$ 151,600$ 148,875$ (2,725)$ -1.8%
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• Collaborated with the Chief Assessor on setting the annual tax rate set by the
DOR.
• Prepared audit deliverables; maintained ‘clean’ audit opinion from auditors.
• Provided budget oversight and assistance.
• Quarterly updates provided to the Select Board.
• 26,000 payments processed for Town, School, and RMLD.
• Review and update department policies.
Assessing Division
Division Overview
Under the law, the Assessment Division must assess all property at its full and fair
market value as of January 1 of each year for taxation. This process is accomplished by
maintaining and administering all property tax data records.
In addition, the department also administers motor vehicle excise tax, real and
personal taxes, and tax abatements, and all statutory tax exemptions as allowed by law.
Property assessment is the first step in tax revenue collection for the Town of Reading.
The Assessment Division provides fair and equitable assessment of all taxable real and
personal property. A three-member Board of Assessors sets policy for this division.
Mission Statement: The mission of the Reading Assessment Division is to provide
fiscal stability promptly, reasonably, and equitably, determining the valuation of all real
and personal property in the Town of Reading.
Town Meeting Town Manager %
FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
CFO/Town Accountant 152,973$ 158,940$ 165,200$ 171,400$ 6,200$ 3.8%
Asst. Town Accountant 86,462$ 94,169$ 97,700$ 101,200$ 3,500$ 3.6%
Support Staff 119,568$ 130,109$ 135,000$ 140,000$ 5,000$ 3.7%
Budget Stipend 4,615$ 5,216$ 5,000$ 5,000$ -$ 0.0%
Overtime 2,074$ 189$ 2,750$ 2,500$ (250)$ -9.1%
Buyback -$ -$ -$ -$ -$ 0.0%
Division Wages 365,694$ 388,624$ 405,650$ 420,100$ 14,450$ 3.6%
Prof. Development 3,853$ 3,016$ 4,900$ 3,700$ (1,200)$ -24.5%
Office Supplies -$ 219$ 800$ 600$ (200)$ -25.0%
Division Expenses 3,853$ 3,236$ 5,700$ 4,300$ (1,400)$ -24.6%
52
Division Activities
• Advertised and administered the Senior Tax Relief program without additional
staffing.
• Collaborated with the CFO/Town Accountant on the certification and setting of
the annual tax rate.
• Administration of Statutory and Local Property Tax Exemptions.
• Provided online access to our property record database.
• Conducted a state-mandated interim revaluation of all properties.
• Reviewed and adjusted properties to reflect updated market conditions.
• Completed a revaluation of all personal property accounts and canvassed the
town for new accounts.
• Maintained and updated all real estate and personal property tax records.
• Increase public awareness of exemptions through public meetings.
• Updated existing tax maps.
• Conducted ongoing sales verification.
• Implemented new and efficient office policies and procedures as required.
General Finance Division
Division Overview
Collections collect all taxes and other charges (including water/sewer/stormwater
bills). They also receive and process all deposits (such as those for schools and
recreation).
Treasury is responsible for providing the cash needed to operate all Town, School,
and Light Department functions on a timely basis. It also conducts all borrowing and
investing activities.
Town Meeting Town Manager %
FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Assistant Assessor 81,252$ 76,157$ 88,300$ 91,200$ 2,900$ 3.3%
Division Wages 81,252$ 76,157$ 88,300$ 91,200$ 2,900$ 3.3%
Regional Assessor 68,328$ 70,039$ 72,500$ 74,675$ 2,175$ 3.0%
Revaluation -$ -$ -$ -$ -$ 0.0%
Appraisals/Inspections 10,920$ 17,350$ 16,000$ 16,000$ -$ 0.0%
Prof. Development 3,208$ 4,471$ 5,300$ 4,900$ (400)$ -7.5%
Supplies&Mileage 185$ 511$ 1,600$ 1,600$ -$ 0.0%
Division Expenses 82,641$ 92,371$ 95,400$ 97,175$ 1,775$ 1.9%
53
Payroll for the Town, School, and RMLD departments is all processed ‘in-house’
through this division.
Division Activities
• AAA bond rating
• Cash management for Town/School, RMLD, and Retirement
• Processed biweekly payroll for approximately 1,200 employees
• 128,000 payments received and processed
• Compilation of Treasury Procedure Manual
• Debt management and issuance
• Health, Dental, and Life insurance reconciliation
• Income and employment verifications
• Administration of nine 403B/457 plans
• State and federal reporting, including W-2s, 1099s, 1099Rs, 1095Cs,
unemployment reporting and quarterly 941 reporting
Town Meeting Town Manager %
FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Treasurer/Asst. CFO 123,382$ 131,524$ 136,500$ 141,700$ 5,200$ 3.8%
Assistant Treasurer 82,337$ 89,703$ 93,000$ 96,400$ 3,400$ 3.7%
Treasury Analyst -$ 33,176$ 88,800$ 92,000$ 3,200$ 3.6%
Collector 94,134$ 87,912$ 86,950$ 90,100$ 3,150$ 3.6%
Asst. Collector -$ -$ -$ 56,900$ 56,900$
Support Staff 200,869$ 207,663$ 218,900$ 167,300$ (51,600)$ -23.6%
Asst Treasurer Stipend 3,000$ 3,014$ 3,000$ 3,000$ -$ 0.0%
Overtime 360$ -$ 2,500$ 2,000$ (500)$ -20.0%
Buyback 12,319$ 3,871$ -$ -$ -$ 0.0%
Division Wages 516,400$ 556,861$ 629,650$ 649,400$ 19,750$ 3.1%
Printing Services 25,181$ 12,602$ 17,500$ 17,000$ (500)$ -2.9%
Banking Services 5,143$ 24,693$ 11,600$ 9,900$ (1,700)$ -14.7%
Tax Title Services 5,670$ 2,147$ 8,500$ 8,000$ (500)$ -5.9%
Prof. Development 3,868$ 5,852$ 6,400$ 6,000$ (400)$ -6.3%
Office Supplies 6,825$ 12,121$ 6,500$ 6,500$ -$ 0.0%
Division Expenses 46,686$ 57,415$ 50,500$ 47,400$ (3,100)$ -6.1%
54
Public Safety
Department Overview
Public Safety is comprised of three separate departments:
• Public Health
• Fire and Emergency Management
• Police
o Coalition for Prevention & Support
o Dispatch
Town Meeting votes on these budgets with a single bottom line for wages and
expenses.
FY27 Budget Summary
The combined FY27 budgets show a 2.2% increase related to wage changes per
bargaining agreements.
Line J91 – FY27 Budget Public Safety Wages
Town Meeting Town Manager %
Department FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Public Health 335,464$ 399,922$ 535,900$ 543,453$ 7,553$ 1.4%
Fire/EMS 5,993,662$ 6,287,520$ 6,595,397$ 6,786,958$ 191,561$ 2.9%
Police 6,290,869$ 6,872,412$ 6,940,700$ 7,062,100$ 121,400$ 1.7%
Coalition 290,706$ 296,450$ 308,850$ 318,600$ 9,750$ 3.2%
Dispatch 695,782$ 744,896$ 789,200$ 792,700$ 3,500$ 0.4%
DEPARTMENT TOTAL 13,606,482$ 14,601,200$ 15,170,047$ 15,503,811$ 333,764$ 2.2%
Town Meeting Town Manager %
Department FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Public Health 259,624$ 323,504$ 377,400$ 413,200$ 35,800$ 9.5%
Fire/EMS 5,786,347$ 6,080,494$ 6,316,439$ 6,539,000$ 222,561$ 3.5%
Police 5,974,279$ 6,559,709$ 6,566,700$ 6,729,100$ 162,400$ 2.5%
Coalition 225,956$ 256,613$ 267,100$ 276,600$ 9,500$ 3.6%
Dispatch 658,694$ 709,847$ 750,200$ 752,700$ 2,500$ 0.3%
DEPARTMENT WAGES 12,904,900$ 13,930,168$ 14,277,839$ 14,710,600$ 432,761$ 3.0%
55
Line J92 – FY27 Budget Public Safety Expenses
Public Health
Department Overview
The town’s investment in the Public Health Department over the past few years has
contributed significantly to its success and to excellent health outcomes for our
community. With competent leadership and an effective workforce, our department
will continue to maximize opportunities to improve public health within Reading. We
will continue to build our public health capacity and ensure that we meet the needs of
our residents and the people we serve.
Department Activities
We are working to build strong, coordinated collaboration with community partners
and other departments within our town government to ensure our public health
programs are effective. Our schools, places of worship, businesses, nonprofits, and
health professionals are all partners with a vital interest in maintaining a healthy Reading
community. We will continue to improve our collaboration with emergency
management, local officials, healthcare, and community partners to plan for and
respond to emergencies, disasters, health hazards, disease outbreaks, and bioterrorism
threats that can dramatically affect our community's health.
FY27 Budget Summary
The department’s FY26 budget has increased by 1.4% compared to last year. This is
primarily due to scheduled step increases and cost-of-living adjustments.
Town Meeting Town Manager %
Department FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Public Health 75,839$ 76,418$ 158,500$ 130,253$ (28,247)$ -17.8%
Fire/EMS 207,315$ 207,025$ 278,958$ 247,958$ (31,000)$ -11.1%
Police 316,590$ 312,703$ 374,000$ 333,000$ (41,000)$ -11.0%
Coalition 64,750$ 39,836$ 41,750$ 42,000$ 250$ 0.6%
Dispatch 37,088$ 35,049$ 39,000$ 40,000$ 1,000$ 2.6%
DEPARTMENT EXPENSES 701,582$ 671,032$ 892,208$ 793,211$ (98,997)$ -11.1%
56
Fire/Emergency Medical Services/Emergency
Management
Department Overview
The Reading Fire Department is responsible for fire suppression, fire prevention, the
emergency medical system, and emergency management. It is also responsible for
coordinating and applying for all reimbursements for State and Federal disaster
declarations. The department offers Advanced Life Support (ALS) as a benefit to the
community's residents.
The department is organized into four groups, each working two 24-hour shifts every
eight days. Each day, the on-duty shift staffs two engines, a ladder truck, and an
ambulance. Each group is supervised by a Captain, who is the shift commander and
staffs the Command vehicle. Captains are responsible for responding to emergencies,
delivering services, training, scheduling, equipment maintenance, and routine fire
prevention duties. The Lieutenants are responsible for assisting with operational
needs at both stations. The Lieutenants provide supervision, respond to emergencies,
deliver services and training, oversee equipment maintenance, and perform routine
fire prevention duties.
Town Meeting Town Manager %
Public Health FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Health Director 125,718$ 134,324$ 139,500$ 144,700$ 5,200$ 3.7%
Health Inspectors 60,309$ 58,323$ 78,500$ 81,400$ 2,900$ 3.7%
Health Nurse 8,245$ 73,539$ 93,000$ 96,400$ 3,400$ 3.7%
Animal Control -$ -$ -$ 22,000$ 22,000$
Support Staff 63,018$ 56,184$ 66,000$ 68,300$ 2,300$ 3.5%
Overtime 1,094$ 2,535$ 2,500$ 2,500$ -$ 0.0%
Health Buyback 3,341$ 699$ -$ -$ -$ 0.0%
Health Grants/Offsets (2,100)$ (2,100)$ (2,100)$ (2,100)$ -$ 0.0%
Health Services Wages 259,624$ 323,504$ 377,400$ 413,200$ 35,800$ 9.5%
Mosquito Control 45,028$ 45,929$ 48,000$ 48,253$ 253$ 0.5%
Rodent Mitigation -$ -$ 50,000$ 50,000$ -$ 0.0%
Animal Disposal 150$ 234$ 5,000$ 3,000$ (2,000)$ -40.0%
Regional Animal Control 18,150$ 18,743$ 25,000$ -$ (25,000)$ -100.0%
Professional Services 8,051$ 6,058$ 20,500$ 20,500$ -$ 0.0%
Health Other 4,460$ 5,453$ 10,000$ 8,500$ (1,500)$ -15.0%
Health Expenses 75,839$ 76,418$ 158,500$ 130,253$ (28,247)$ -17.8%
57
Department Highlights
Key Performance Data 2023 2024 2025
Total Emergency Responses 4,602 4,579 4,362
Emergency Medical Responses 2,543 2,506 2,457
Fire and Emergency Responses 2,059 2,073 1,905
Mutual Aid Provided ~304 ~299 ~378
Mutual Aid Received ~357 ~315 ~343
Fire Inspections 728 667 679
Permits Issued 762 698 676
Training Hours 672 687 446
Permit Fees Received (Fiscal Year) $20,400 $15,945 $ 21,635
Ambulance Revenue Received (Fiscal Year) $984,900 $950,322 $975,114
~Vehicle responses
Grants in Progress:
• $5,700 SAFE. This is a state program that provides funding to deliver fire safety
instruction to children.
• $2,400 Senior SAFE. This is a state program that provides funding to deliver
fire safety instruction and assistance to our elderly population.
• $93,016 FEMA Assistance to Firefighters Grant. This is a competitive Federal
grant program. Our grant will fund a department-wide incident command
training program that meets key National Fire Protection Association and
Occupational Health and Safety Administration Standards. This grant provides
$84,560 in Federal funds and requires an $8,456 in local matching funds.
FY27 Budget Summary
The department’s FY27 budget has increased 2.9% compared to last year. There are
no changes in the number of personnel. The expense budget has decreased by 11.1%,
and wages are up 3.5%. The increase in wages is union personnel moving through the
step system in accordance with the collective bargaining agreement and non-union
step increases and COLA.
The FY26 budget received a one-time $50,000 increase to install public safety radio
amplifiers in the Reading Memorial High School. This will not be included in future
budgets. FY27 is requesting an increase in expenses of $19,000, or +8.3% above the
FY26 operational budget. The are two areas driving the increase. Ambulance Service
($2,000) due to inflationary increases as well as increased OEMS requirements for
licensing and Ambulance Billing ($17,000) due to increased ambulance revenue.
58
There is a service fee for the work conducted by our ambulance billing provider. The
fee is 4% of the revenue that they collect. Starting September 2025, our billing rates
were increased. Collections depend on the number of billable transports, type of
transport, and type of insurance carried by patient. We are predicting up to $400,000
in increased collections. The increase in the Ambulance Billing line item is to cover the
increased fees for higher revenues collected.
Currently, the department has 52 full-time positions, and this number has not changed.
Our requested budget consists of a Chief, an Assistant Chief, one support staff
position, five Captains, eight Lieutenants, thirty-six Privates, and one support staff
position shared with the Police department. Two firefighters also work after hours as
part-time Fire Alarm Technicians. In FY 26, three Firefighters will retire from the
Department. The process to hire and train replacement personnel has been pressured
by a smaller candidate pool and by delays for new personnel undergoing initial fire
academy training. This has increased the length of the vacant positions.
Throughout the first half of FY26 we executed the largest portion of our Federal
Assistance to Firefighters Grant which provided $93,016 in funding to deliver an
incident command training program throughout the Department. This program has
modernized and streamlined our command and control in addition to our tactical
decision-making. It is intended to increase life safety for our residents, visitors, and
firefighters. Unfortunately, we have had several large incidents since implementation.
At each we have used the improved system and it has already proven to be effective.
59
Town Meeting Town Manager %
FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Fire Chief 201,571$ 223,582$ 190,000$ 195,300$ 5,300$ 2.8%
Assistant Fire Chief 166,108$ 159,258$ 174,500$ 176,100$ 1,600$ 0.9%
EMS Director 12,967$ 12,442$ 12,500$ 12,500$ -$ 0.0%
Support Staff 96,106$ 100,046$ 103,800$ 107,600$ 3,800$ 3.7%
Fire Alarm 8,250$ 7,766$ 20,000$ 20,000$ -$ 0.0%
Captains 680,238$ 711,544$ 748,100$ 773,200$ 25,100$ 3.4%
Lieutenants 904,638$ 1,002,854$ 992,200$ 1,028,900$ 36,700$ 3.7%
Firefighters 3,109,542$ 3,157,253$ 3,544,766$ 3,657,400$ 112,634$ 3.2%
Grant Offset -$ -$ -$ -$ -$
Overtime 560,804$ 597,531$ 530,573$ 568,000$ 37,427$ 7.1%
Buyback 46,122$ 108,219$ -$ -$ -$ 0.0%
FIRE / EMS WAGES 5,786,347$ 6,080,494$ 6,316,439$ 6,539,000$ 222,561$ 3.5%
Town Meeting Town Manager %
FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
ALS Medical Supplies 47,254$ 56,400$ 60,000$ 60,000$ -$ 0.0%
Ambulance Services 32,646$ 30,787$ 28,000$ 30,000$ 2,000$ 7.1%
Billing Services 37,962$ 39,531$ 39,000$ 56,000$ 17,000$ 43.6%
Supplies and Equipment 2,086$ 432$ 3,500$ 3,500$ -$ 0.0%
Equipment Maintenance 10,337$ 7,756$ 69,000$ 19,000$ (50,000)$ -72.5%
Miscellaneous 1,287$ 3,215$ 2,000$ 2,000$ -$ 0.0%
Office Supplies and Equipment 182$ 928$ 1,000$ 1,000$ -$ 0.0%
Professional Development 19,918$ 15,044$ 23,500$ 23,500$ -$ 0.0%
Uniforms and Clothing 55,643$ 52,932$ 52,958$ 52,958$ -$ 0.0%
FIRE /EMS EXPENSES 207,315$ 207,025$ 278,958$ 247,958$ (31,000)$ -11.1%
60
Police
Department Overview
The Reading Police Department is committed to providing the highest public safety
and service to the community's residents, businesses, and visitors. The department is
empowered to enforce the laws of the Commonwealth of Massachusetts and the
Bylaws of the Town of Reading to ensure that the peace and tranquility of our
neighborhoods are maintained, and that crime and the fear of crime are reduced.
The department values integrity, honesty, impartiality, and professionalism among our
members to create an environment that embraces diversity and fosters fairness and
flexibility in achieving our safety mission. The department encourages citizen input and
engagement to help us develop sound, sustainable partnerships between the
community and the police force. Working together, we can enhance the quality of life
for everyone in the town.
Department Highlights
• We are currently fully staffed; however, we have an officer who has been
deployed by the military since July of 2025 and is not expected to return until
December 31, 2026, at the earliest.
• We anticipate an officer retiring in 2027. This officer will need to be replaced.
• We continue our work on public outreach. Daily, our officers, while patrolling
the town, interact with the community. We continue to hold various programs
within the community; our bicycle helmet citation program, child safety seat
inspections, lunchroom, takeover at all the elementary schools, Citizens Police
Academy, RAD (Women’s Self-defense) classes (sponsored by the Women’s
League of Reading), senior citizens dinner (sponsored by Harrow’s), Youth
Police Academy (sponsored by the Trooper Tamar Bucci Memorial Fund), just
to name a small handful of the events we host.
• We continue to focus on training with an emphasis on de-escalation training.
We strive to be one of the best-trained agencies.
FY27 Budget Summary
At the time of this report, we are fully staffed with 46 sworn officers, 11 civilian
dispatchers, 3 administrative staff, 1 parking enforcement officer, 4 Coalition Staff
members, and 15 per-diem school crossing guards.
61
FY27 Budget Police Wages
FY27 Budget Police Expenses
Town Meeting Town Manager %
FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Police Chief 209,801$ 218,374$ 227,100$ 235,700$ 8,600$ 3.8%
Deputy Police Chief 170,087$ 182,478$ 191,700$ 199,000$ 7,300$ 3.8%
Police Support Staff 169,445$ 176,389$ 183,000$ 189,700$ 6,700$ 3.7%
Parking Enforcement 40,082$ 44,080$ 49,200$ 47,400$ (1,800)$ -3.7%
Crossing Guards 105,089$ 119,273$ 182,000$ 140,000$ (42,000)$ -23.1%
Lieutenants 602,226$ 646,349$ 665,300$ 685,200$ 19,900$ 3.0%
Sergeants 862,736$ 999,976$ 1,081,200$ 1,116,000$ 34,800$ 3.2%
Patrol Officers 2,462,630$ 2,389,374$ 2,695,100$ 2,237,000$ (458,100)$ -17.0%
Detectives 654,440$ 772,557$ 829,600$ 1,346,600$ 517,000$ 62.3%
Training 96,607$ 159,849$ 45,000$ 75,000$ 30,000$ 66.7%
Overtime 539,261$ 751,176$ 415,000$ 457,500$ 42,500$ 10.2%
Fitness Stipend -$ -$ -$ -$ -$ 0.0%
Cell Monitors -$ -$ 2,500$ -$ (2,500)$
Buyback 61,876$ 99,834$ -$ -$ -$ 0.0%
POLICE WAGES 5,974,279$ 6,559,709$ 6,566,700$ 6,729,100$ 162,400$ 2.5%
Town Meeting Town Manager %
FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Police Cruisers 137,259$ 146,655$ 140,000$ 94,000$ (46,000)$ -32.9%
Supplies and Equipment 42,323$ 26,650$ 38,000$ 42,000$ 4,000$ 10.5%
Equipment Maintenance 33,219$ 45,010$ 41,000$ 42,000$ 1,000$ 2.4%
Miscellaneous 8,708$ 9,536$ 53,000$ 53,000$ -$ 0.0%
Office Supplies, Equipment 18,901$ 15,305$ 19,000$ 19,000$ -$ 0.0%
Professional Development 56,227$ 60,066$ 59,500$ 59,500$ -$ 0.0%
Uniforms and Clothing 19,952$ 9,481$ 23,500$ 23,500$ -$ 0.0%
POLICE EXPENSES 316,590$ 312,703$ 374,000$ 333,000$ (41,000)$ -11.0%
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Coalition for Prevention and Support
Department Overview
The Reading Coalition for Prevention and Support continues its work with community
partners and residents to build collaborative approaches and to reduce youth
substance abuse. The Coalition promotes a healthy community environment through
a strategic prevention framework, ensuring that everyone who lives, works, or attends
school in Reading can enjoy an optimal quality of life.
FY27 Budget Summary
The Coalition expense budget is level-funded for FY27.
Staff includes a Director, an Outreach Coordinator, a Public Safety Clinician, and a part-
time Child and Adolescent Clinician who is fully funded through the Opioid settlement
funds.
The Director oversees fiscal management, public relations, community planning,
training, coalition communication, data collection and dissemination, reporting, and
program evaluation. The Outreach Coordinator disseminates educational information
to individuals and groups. The Clinician meets with residents and students for brief
therapeutic support and follows up on mental health calls for service.
Town Meeting Town Manager %
FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Coalition Director 101,849$ 106,021$ 110,000$ 113,900$ 3,900$ 3.5%
Clinician & Outreach 124,107$ 150,592$ 157,100$ 162,700$ 5,600$ 3.6%
Grant Offsets -$ -$ -$ -$ -$ 0.0%
COALITION WAGES 225,956$ 256,613$ 267,100$ 276,600$ 9,500$ 3.6%
Mental Health Services 30,000$ 30,001$ 30,000$ 30,000$ -$ 0.0%
Programs 30,883$ 6,111$ 8,000$ 8,000$ -$ 0.0%
Supplies 3,387$ 3,225$ 3,250$ 3,500$ 250$ 7.7%
Professional Development 480$ 500$ 500$ 500$ -$ 0.0%
Grant Offsets -$ -$ -$ -$ -$ 0.0%
COALITION EXPENSES 64,750$ 39,836$ 41,750$ 42,000$ 250$ 0.6%
63
Dispatch
Dispatch Overview
Dispatch provides outstanding Emergency Medical Dispatch, communications, and
coordination for the community and first responders 24 hours a day, 365 days a year.
Dispatch is within the Police Department but provides 911 Call Management for both
Police and Fire/EMS, as well as regional emergencies as needed.
FY27 Budget Summary
The dispatch expense budget is level-funded for FY27. The Dispatch Center is staffed
with 10 civilian Telecommunicators and 1 civilian Head Dispatcher, who oversees the
division's administration and works several shifts per week as a Telecommunicator. In
addition to Town funding, we receive 911 grant funding to offset existing wages. This
grant is not guaranteed and may be discontinued at any time, but it continues to
increase with cell phone use.
Town Meeting Town Manager %
FY24 Actual FY25 Actual FY26 Budget FY27 Budget Change Change
Head Public Safety Dispatcher 88,822$ 91,137$ 95,900$ 92,700$ (3,200)$ -3.3%
Public Safety Dispatchers 572,034$ 606,420$ 674,300$ 680,000$ 5,700$ 0.8%
Overtime 113,847$ 99,678$ 60,000$ 60,000$ -$ 0.0%
Dispatch Temp -$ -$ -$ -$ -$
Buyback 1,008$ 9,789$ -$ -$ -$ 0.0%
E911 Grant Support (117,016)$ (97,177)$ (80,000)$ (80,000)$ -$ 0.0%
DISPATCHER WAGES 658,694$ 709,847$ 750,200$ 752,700$ 2,500$ 0.3%
Supplies and Equipment -$ -$ -$ -$ -$ 0.0%
Equipment Maintenance 13,881$ 7,618$ 13,500$ 13,500$ -$ 0.0%
Professional Services 2,235$ 3,439$ 5,000$ 5,000$ -$ 0.0%
Technology 14,038$ 15,253$ 12,000$ 13,000$ 1,000$ 8.3%
Professional Development 4,694$ 5,683$ 6,000$ 6,000$ -$ 0.0%
Uniforms and Clothing 2,240$ 3,057$ 2,500$ 2,500$ -$ 0.0%
DISPATCHER EXPENSES 37,088$ 35,049$ 39,000$ 40,000$ 1,000$ 2.6%
64
Department of Public Works
Department Overview
The Public Works Department is responsible for all endeavors relating to planning,
designing, operating, maintaining, and managing public ways, parklands, open space,
public grounds, town cemeteries, water distribution systems, sewer collection systems,
and the collection and disposal of solid waste. The Department also provides
engineering support services and motor equipment maintenance services to all town
and school departments.
The Department of Public Works comprises several divisions: administration,
engineering, highway and equipment maintenance, Stormwater (not the enterprise
fund), parks and cemetery, and forestry. The Department also includes three
Enterprise Funds (Water, Sewer, and Stormwater). Beginning with the FY27 budget,
stormwater (general fund) will be eliminated, and all wages and expenses will be
moved to stormwater (enterprise fund).
FY27 Budget Summary
The Department of Public Works FY27 budget increased by 11.5%. While full-time
staffing positions remain unchanged, Stormwater (general fund) wages were reduced
by $180.6K with the reallocation of all Stormwater (general fund) wages to Stormwater
(enterprise fund) wages. All Stormwater (general fund) expenses ($3K) were
reallocated to Stormwater (enterprise fund) as well.
Department Highlights
Received grants from several agencies, including:
• MIIA: Automated Risk Management Grant ($5K)
o Purchase and install backup cameras in DPW vehicles
• DCR: FY26 Community Woodland Grant ($10K)
o Treatment of invasive plantings in Town Forest
• MassDEP: Sustainable Materials Recovery Program: ($4,550)
Department Milestones:
• Distributed over 16,000 trash and recycling carts to Reading residents
• RFP issued a new trash and recycling collection contract (eff. July 2026)
• Resurfaced 4.7 miles of roadway and over 4,300 feet of sidewalk
65
• Designed, bid, and awarded the relocation of the traffic signal on the northeast
corner of Salem/Main Street and a new pedestrian crossing on Salem Street
• Continue to work with MassDOT and consultants on the design for Oakland
Road and the Safe Roads to Schools project (anticipated bid during fall 2026)
• Replaced the water main on Sanborn Street (Woburn St. to Haven St).
• “Tree City USA” for the 40th consecutive year.
• Planted 115 shade trees.
• 578 trees trimmed.
• 144 trees removed (27 Ash trees).
• 24,177 cars visited the Compost Center.
• 20,000 Holiday Lighting bulbs were installed in the Downtown.
• Installed 29 new primary water meters and replaced 78 primary water meters
• Installed 194 new secondary water meters (224 applications)
• Replaced Longwood Road sewer pumping station
• Laid out 169 new burial plots in Woodend Cemetery
• 91 Dig Safe mark outs.
• Performed repairs/maintenance services for 200+ Town/School vehicles.
• Completed NPDES annual permit assessment.
Maintained:
• 111 miles of water main.
• 7,866 residential, 240 commercial, and 71 municipal water connections.
• 75 miles of traffic markings.
• 80 acres of grass and 16 tennis/basketball courts.
• 3,000 catch basins.
• 70 miles of the Town’s drainage pipes.
• 12 sewer pump stations.
FY26 Budget FY27 Budget FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
Administration 512,878$ 465,723$ 502,500$ 520,400$ 17,900$ 3.6%
Engineering 479,314$ 420,749$ 610,100$ 625,700$ 15,600$ 2.6%
Highway & Equipment 1,671,254$ 1,745,444$ 1,914,695$ 1,983,100$ 68,405$ 3.6%
Storm Water (Genl Fund)140,725$ 203,404$ 178,200$ -$ (178,200)$ -100.0%
Forestry*359,427$ 509,261$ 481,250$ 503,150$ 21,900$ 4.6%
Parks & Cemetery*646,437$ 628,231$ 737,040$ 781,150$ 44,110$ 6.0%
DPW OPERATIONS TOTALS 3,810,035$ 3,972,814$ 4,423,785$ 4,413,500$ (10,285)$ -0.2%
Snow/Ice 609,957$ 967,883$ 675,000$ 675,000$ -$ 0.0%
Traffic/Street Lighting 101,780$ 105,179$ 135,000$ 135,000$ -$ 0.0%
Rubbish & Recycling 1,886,901$ 1,961,129$ 2,200,041$ 3,068,709$ 868,668$ 39.5%
SNOW/LIGHT/RUBBISH TOTALS 2,598,638$ 3,034,191$ 3,010,041$ 3,878,709$ 868,668$ 28.9%
DEPARTMENT TOTALS 6,408,672$ 7,007,006$ 7,433,826$ 8,292,209$ 858,383$ 11.5%
66
Line K91 – FY27 Public Works Wages
Line K92 – FY27 Public Works Expenses
Line K93 – Snow & Ice; Line K94 – Traffic/Street Lighting; Line K95
– Rubbish & Recycling
Snow and Ice Funding is level-funded and intended to cover below-average years, as
funding cannot be reduced in future years by law. This is the only budget line that
allows deficit spending by law during difficult years, and overfunding would represent
an opportunity cost for other needs.
Traffic and Street Lighting is level-funded. The Town continues to work with RMLD to
improve efficiency.
FY26 Budget FY27 Budget FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
Administration 493,912$ 451,979$ 482,500$ 500,400$ 17,900$ 3.7%
Engineering 434,045$ 409,402$ 546,100$ 561,700$ 15,600$ 2.9%
Highway & Equipment 931,888$ 1,020,253$ 1,086,800$ 1,124,800$ 38,000$ 3.5%
Storm Water (GenlFd)137,984$ 201,502$ 175,200$ -$ (175,200)$ -100.0%
Forestry*295,357$ 355,825$ 401,250$ 419,150$ 17,900$ 4.5%
Parks & Cemetery*601,786$ 592,759$ 683,800$ 726,950$ 43,150$ 6.3%
DPW OPERATIONS WAGES 2,894,971$ 3,031,721$ 3,375,650$ 3,333,000$ (42,650)$ -1.3%
Snow/Ice 141,466$ 295,141$ 135,000$ 135,000$ -$ 0.0%
Traffic/Street Lighting -$ -$ -$ -$ -$ 0.0%
Rubbish & Recycling -$ -$ -$ -$ -$ 0.0%
SNOW/LIGHT/RUBBISH WAGES 141,466$ 295,141$ 135,000$ 135,000$ -$ 0.0%
DEPARTMENT WAGES 3,036,438$ 3,326,862$ 3,510,650$ 3,468,000$ (42,650)$ -1.2%
FY26 Budget FY27 Budget FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
Administration 18,966$ 13,745$ 20,000$ 20,000$ -$ 0.0%
Engineering 45,270$ 11,347$ 64,000$ 64,000$ -$ 0.0%
Highway & Equipment 739,367$ 725,191$ 827,895$ 858,300$ 30,405$ 3.7%
Storm Water (GenlFd)2,740$ 1,902$ 3,000$ -$ (3,000)$ -100.0%
Forestry*64,069$ 153,436$ 80,000$ 84,000$ 4,000$ 5.0%
Parks & Cemetery*44,651$ 35,472$ 53,240$ 54,200$ 960$ 1.8%
DPW OPERATIONS EXPENSES 915,063$ 941,093$ 1,048,135$ 1,080,500$ 32,365$ 3.1%
Snow/Ice 468,491$ 672,743$ 540,000$ 540,000$ -$ 0.0%
Traffic/Street Lighting 101,780$ 105,179$ 135,000$ 135,000$ -$ 0.0%
Rubbish & Recycling 1,886,901$ 1,961,129$ 2,200,041$ 3,068,709$ 868,668$ 39.5%
SNOW/LIGHT/RUBBISH EXP. 2,457,171$ 2,739,051$ 2,875,041$ 3,743,709$ 868,668$ 30.2%
DEPARTMENT EXPENSES 3,372,235$ 3,680,144$ 3,923,176$ 4,824,209$ 901,033$ 23.0%
*change in grouping from previous years
67
In the spring/summer of 2025, the town solicited RFPs for the next rubbish and
recycling collection contract to take effect in July 2026 (the current manual collection
contract with Republic Services expires in June 2026). In October 2025, the Select
Board selected Republic Services to provide automated rubbish and recycling
collection services for the next 5 years, commencing in July 2026 through June 2031.
The FY27 contract cost will be $2,289,279 resulting in a 39.5% increase in the rubbish
and recycling FY27 budget, and will consist of weekly trash collection, weekly recycling
collection (with options for changing to bi-weekly recycling collection in future years of
the contract), curbside leaf collections, rigid plastics events, burnable bulk collection
events, and paper shredding, with all bulk item collection services being paid for by
the residents. The town entered into a new rubbish disposal contract with Re-World,
LLC in July 2025 for a 6-year term.
DPW Administration
Division Overview
The Administration Division is responsible for DPW payroll and invoice payments,
cemetery administration, engineering support services, DPW dispatch, the water
FY26 Budget FY27 Budget FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
Snow and Ice Regular Wages 34,948$ 31,000$ 35,000$ 35,000$ -$ 0.0%
Snow and Ice Overtime 106,518$ 264,141$ 100,000$ 100,000$ -$ 0.0%
SNOW AND ICE WAGES 141,466$ 295,141$ 135,000$ 135,000$ -$ 0.0%
Snow / Ice Plowing & Hauling 130,454$ 165,634$ 215,000$ 215,000$ -$ 0.0%
Snow / Ice Supplies/Equip. 202,373$ 343,792$ 235,000$ 235,000$ -$ 0.0%
Snow / Ice Fuel 52,357$ 72,092$ 55,000$ 55,000$ -$ 0.0%
Snow & Ice Meal Tickets 8,940$ 12,998$ 10,000$ 10,000$ -$ 0.0%
Snow / Ice Police Details 2,367$ 3,228$ 10,000$ 10,000$ -$ 0.0%
Street Sweeping 72,000$ 75,000$ 15,000$ 15,000$ -$ 0.0%
SNOW AND ICE EXPENSES 468,491$ 672,743$ 540,000$ 540,000$ -$ 0.0%
SNOW AND ICE 609,957$ 967,883$ 675,000$ 675,000$ -$ 0.0%
Traffic Light Electricity 5,890$ 6,497$ 10,000$ 10,000$ -$ 0.0%
Streetlight Electricity 95,477$ 97,384$ 105,000$ 105,000$ -$ 0.0%
Street Light Maint. & Repair 413$ 1,298$ 20,000$ 20,000$ -$ 0.0%
TRAFFIC/STR LIGHT 101,780$ 105,179$ 135,000$ 135,000$ -$ 0.0%
Rubbish Collection 827,846$ 875,184$ 1,055,544$ 1,120,595$ 65,051$ 6.2%
Solid Waste Disposal 666,483$ 674,388$ 654,217$ 719,430$ 65,213$ 10.0%
Curbside Recycling 352,556$ 385,948$ 402,472$ 1,193,684$ 791,212$ 196.6%
Misc. Recycling 40,016$ 25,608$ 87,808$ 35,000$ (52,808)$ -60.1%
RUBBISH/RECYCLING 1,886,901$ 1,961,129$ 2,200,041$ 3,068,709$ 868,668$ 39.5%
68
conservation rebate program, quarterly newsletters to residents, and spring and fall
mailers for recycling events.
FY27 Budget Summary
Staff remains unchanged. Wage increases follow the Town of Reading non-union
compensation plan. Expenses are level-funded.
Division Activities
• Two Household Hazardous Waste collection days
• Two events for paper shredding and rigid plastics
• Two events for burnable bulky items
• Six Town-wide curbside leaf pickups
• One Town-wide Curbside Christmas tree pickup
• Styrofoam and electronics recycling program
• Water Conservation Program
• Waste Zero (Simple Recycling Program)
• Black Earth Composting Program
• Quarterly newsletters to residents
• Spring mailer/event calendar to residents
• Mattress Recycling Program
69
Engineering Division
Division Overview
The Engineering division is responsible for: the preparation of plans, specifications,
estimates, survey layout, inspection and supervision of town construction projects;
review of site plans for accuracy/conformance with subdivision regulations; review of
Conservation submittals; upkeep of all traffic markings/signals; issuance/compliance
of utility, street opening, and Jackie’s law permits and Dig Safe mark outs.
FY27 Budget Summary
Staff remains unchanged. Increases in wages follow contractual obligations. Expenses
were level-funded.
Division Activities
• Annual Road Paving: Approximately 4.1 miles of roadway resurfaced
• Line Painting
• NPDES Annual Permit
FY26 Budget FY27 Budget FY26-27 FY26-27
Engineering FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
Town Engineer 124,114$ 129,705$ 137,000$ 145,300$ 8,300$ 6.1%
Asst. Town Engineer -$ -$ 109,000$ 113,300$ 4,300$
Senior/Civil Engineers 213,500$ 173,844$ 193,900$ 193,200$ (700)$ -0.4%
Field Tech/Surveyor 82,722$ 86,360$ 91,500$ 95,200$ 3,700$ 4.0%
Overtime 13,245$ 12,040$ 14,000$ 14,000$ -$ 0.0%
Out of Grade 465$ 720$ 700$ 700$ -$ 0.0%
Buyback -$ 6,733$ -$ -$ -$ 0.0%
DIVISION WAGES 434,045$ 409,402$ 546,100$ 561,700$ 15,600$ 2.9%
Traffic Control Repairs 27,087$ 17,655$ 30,000$ 30,000$ -$ 0.0%
Professional Services 5,500$ (23,335)$ 3,000$ 3,000$ -$ 0.0%
Supplies and Equipment 7,877$ 11,208$ 14,000$ 14,000$ -$ 0.0%
Police Details 4,806$ 5,819$ 17,000$ 17,000$ -$ 0.0%
DIVISION EXPENSES 45,270$ 11,347$ 64,000$ 64,000$ -$ 0.0%
70
Highway Division
Division Overview
The Highway Division is responsible for street maintenance, catch basin repairs,
roadside mowing, sidewalk maintenance, street sign maintenance, and pothole repair.
This Division also repairs and services over 200 pieces of equipment for Town and
School departments.
FY27 Budget Summary
While staffing levels remain unchanged, salaries are increasing due to contractual
obligations. Police details, equipment maintenance, road/sidewalk repairs,
supplies/equipment, and fuel expenses were all increased. Total division expenses
increased by 3.7%.
Division Activities
• Street sweeping, signage, and tree lawn repair
• Repairs and cleaning of over 3,000 catch basins
• Roadside cutting
• Sidewalk/curbing maintenance and installation
• Street maintenance, pothole repair
• Repairs and services for over 200 pieces of equipment Town-wide
71
FY26 Budget FY27 Budget FY26-27 FY26-27
Highway & Equipment FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
Highway/St. Water Supervisor 77,659$ 87,615$ 85,700$ 90,500$ 4,800$ 5.6%
Managing/Working Foreperson 199,948$ 226,957$ 229,200$ 231,900$ 2,700$ 1.2%
Senior/Junior Operators 258,431$ 234,862$ 318,300$ 326,400$ 8,100$ 2.5%
Laborers 52,282$ 96,654$ 53,400$ 54,500$ 1,100$ 0.0%
Mechanics 253,206$ 292,186$ 309,200$ 330,500$ 21,300$ 6.9%
Out of Grade 2,322$ 648$ 6,000$ 6,000$ -$ 0.0%
Overtime/On Call 88,039$ 80,517$ 85,000$ 85,000$ -$ 0.0%
Buyback -$ 816$ -$ -$ -$ 0.0%
DIVISION WAGES 931,888$ 1,020,253$ 1,086,800$ 1,124,800$ 38,000$ 3.5%
Equipment Parts & Maint. 242,134$ 262,290$ 238,000$ 255,000$ 17,000$ 7.1%
Outsourced Repairs 128,111$ 122,702$ 150,000$ 150,000$ -$ 0.0%
Fuel 171,979$ 155,980$ 235,000$ 240,000$ 5,000$ 2.1%
Line Painting 86,907$ 65,979$ 90,000$ 90,000$ -$ 0.0%
Road and Sidewalk Repairs 55,752$ 64,412$ 55,000$ 60,000$ 5,000$ 9.1%
Supplies and Equipment 26,119$ 21,068$ 24,000$ 26,000$ 2,000$ 8.3%
Outsourced Services 2,635$ 2,951$ 10,000$ 10,000$ -$ 0.0%
Police Details 20,580$ 26,081$ 21,000$ 22,000$ 1,000$ 4.8%
Utilities/Licenses 5,150$ 3,728$ 4,895$ 5,300$ 405$ 8.3%
DIVISION EXPENSES 739,367$ 725,191$ 827,895$ 858,300$ 30,405$ 3.7%
72
Storm Water Division
Division Overview
See the section for the Stormwater Enterprise Fund for an overview of the Stormwater
Division.
FY27 Budget Summary
All stormwater wages and expenses in the General Fund, starting in FY27, will be
transferred to the Enterprise Fund to reduce General Fund expenditures. See the
section on the Stormwater Enterprise Fund for details on wages and expenses.
Division Activities
Please see the Storm Water Enterprise Fund for a complete summary of work done in
this area.
73
Forestry Division
Division Overview
The Forestry Division is responsible for maintaining all trees on public grounds and
within the public right-of-way along streets and easements, and assists Conservation
with tree maintenance in various resource areas.
FY27 Budget Summary
Staff remains unchanged. Increases in wages follow contractual obligations. While
police details were reduced by 8%, stump/brush disposal was increased by 35%. Total
division expenses increased by 5%.
Division Activities
Oversight of all Town trees: Planting, trimming, and removal. In 2025, Town staff
planted 115 trees as street trees, in parks, schools, and cemeteries. There were 578
trees trimmed and 144 trees removed (27 Ash Trees). The Division is also responsible
for all Holiday lighting on the Town Common (over 20,000 bulbs).
FY26 Budget FY27 Budget FY26-27 FY26-27
Forestry*FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
Pks./Frst. Cem. Supervisor 49,993$ 53,100$ 55,200$ 58,300$ 3,100$ 5.6%
Managing/Working Foreperson 83,283$ 124,390$ 161,800$ 169,600$ 7,800$ 4.8%
Senior/Junior Opers/Tr. Clmbr. 131,914$ 144,321$ 151,000$ 158,000$ 7,000$ 4.6%
Laborers -$ 1,814$ -$ -$ -$ 0.0%
Seasonal Staff -$ -$ -$ -$ -$ 0.0%
Out of Grade 300$ 79$ 3,250$ 3,250$ -$ 100.0%
Overtime/On Call 29,867$ 32,122$ 30,000$ 30,000$ -$ 0.0%
Buyback -$ -$ -$ -$ -$ 0.0%
DIVISION WAGES 295,357$ 355,825$ 401,250$ 419,150$ 17,900$ 4.5%
Supplies and Equipment 7,466$ 5,750$ 13,500$ 13,500$ -$ 0.0%
Prof. Svc. and Repairs 18,080$ 97,089$ 22,000$ 22,000$ -$ 0.0%
Shade Trees 18,164$ 15,968$ 17,000$ 17,000$ -$ 0.0%
Stump/Brush Disposal 9,700$ 19,900$ 14,000$ 19,000$ 5,000$ 35.7%
Police Details 8,251$ 11,913$ 12,000$ 11,000$ (1,000)$ -8.3%
Utilities/Licenses 2,409$ 2,816$ 1,500$ 1,500$ -$ 0.0%
Revolving Fund Support -$ -$ -$ -$ -$ 0.0%
DIVISION EXPENSES 64,069$ 153,436$ 80,000$ 84,000$ 4,000$ 5.0%
74
Parks/Cemetery Division
Division Overview
The Parks/Cemetery Division operates four town-owned cemeteries and various Parks,
including 80 acres of grassed areas throughout town, 16 tennis and basketball courts,
11 tot lots, 6 skating rinks, and 13 ballfields.
FY27 Budget Summary
Staff remains unchanged. Increases in wages follow contractual obligations. The
Supervisor position is shared between the Parks/Cemetery and Forestry Divisions. The
Managing Foreperson and the Working Foreperson positions are shared between
Parks and Cemetery. A Veteran’s Trust Fund supports annual flowers for Memorial Day.
Trust fund support also pays a portion of seasonal wages. Equipment repairs were
reduced by 25%, while supplies and equipment expenses increased by 13%. Total
division expenses increased by 1.8%.
Division Activities
• Funeral Arrangements (16,220 total burials); 99 Interments; 28 Lot sales
• Grounds maintenance (51 acres)
• Set Markers/Set foundations for headstones
• Laid out 169 new burial plots in Woodend Cemetery
• Record keeping
• Assist with Memorial Day preparations
• Oversight of the Compost Center
75
FY26 Budget FY27 Budget FY26-27 FY26-27
Parks/Cemetery*FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
Pks./Frst. Cem. Supervisor 49,993$ 53,100$ 55,200$ 58,300$ 3,100$ 5.6%
Managing/Working Foreperson 148,264$ 157,728$ 166,100$ 174,000$ 7,900$ 4.8%
Senior/Junior Opers/Tr. Clmbr. 318,151$ 339,605$ 381,900$ 455,100$ 73,200$ 19.2%
Laborers 55,324$ 93,857$ 101,600$ 51,800$ (49,800)$ -49.0%
Seasonal Staff 19,855$ 64,987$ 61,500$ 61,500$ -$ 0.0%
Overtime 49,689$ 43,482$ 37,500$ 46,250$ 8,750$ 23.3%
Buyback 510$ -$ -$ -$ -$ 0.0%
Revolving Fund Support (40,000)$ (160,000)$ (120,000)$ (120,000)$ -$ 0.0%
DIVISION WAGES 601,786$ 592,759$ 683,800$ 726,950$ 43,150$ 6.3%
Supplies and Equipment 32,368$ 33,147$ 36,000$ 40,900$ 4,900$ 13.6%
Repairs 3,562$ 1,807$ 14,000$ 10,500$ (3,500)$ -25.0%
Lot Repurchase 12,100$ 2,000$ 2,000$ 2,000$ -$ 0.0%
Fuel 7,571$ 9,540$ 10,000$ 10,000$ -$ 0.0%
Utilities/Licenses 9,051$ 8,979$ 11,240$ 10,800$ (440)$ -3.9%
Veterans Flowers -$ -$ 4,700$ 4,700$ -$ 0.0%
Trust/Revolving Fund Support (20,000)$ (20,000)$ (24,700)$ (24,700)$ -$ 0.0%
DIVISION EXPENSES 44,651$ 35,472$ 53,240$ 54,200$ 960$ 1.8%
76
Reading Public Library
Department Overview
FY27 is the second year of a five-year strategic plan. The plan, available at
readingpl.org, has three areas of focus:
• Customer Convenience and Accessibility
• Community Learning and Engagement
• The Library as Space and Place
The strategic plan is based on our Vision, Mission, and Core Values:
Vision
Evolving together to strengthen communication, equity, collaboration, and
learning.
Mission
Building Community, Creating Connections.
Reading Public Library’s mission is to connect all people with opportunities to
grow and learn and to provide resources to support a welcoming and engaged
community.
Core Values
Education: To help all people reach their full potential.
Equity: Ensuring everyone has the opportunity and support to participate fully in
society while maintaining their authentic identities.
Access: Providing open access and reducing barriers to services and resources.
Accountability: Sharing collective responsibility for addressing challenges and
building a just community.
Department Highlights
In FY25, the library was open for 52 weeks for 3,076 hours. This includes 64 hours per
week from October to May and 60 hours per week from June through September. Our
dedicated employees (25 FTE) provide in-person services at four public desks across
77
three floors of a 38,000 SF building. Additional services include programs, reference,
research support, and instruction for onsite and virtual services and collections.
The library averages more than 14,000 visitors per month. In addition to serving as a
welcoming space for study, work, and leisure reading, the venue hosted over 700
programs in FY25. These programs ranged from one-to-one genealogy sessions to
large community cultural events, including the annual Dr. Martin Luther King, Jr. Day
celebration and the first annual Green Communities Garden Party.
Beyond physical visits and programs, library usage demonstrates strong community
engagement. In FY25, library services provided over $9 million in value to residents—
a 315% return on the taxpayer budget investment.
FY27 Budget Summary (+2.3%)
The Board of Trustees recommends a budget request of $2,311,300, which is an
overall 2.3% increase over FY26 in salaries and expenses.
The primary drivers for this budget:
• Employee retention through Step + 1.25% COLA increase for non-union salaries
• Maintaining certification and eligibility for State Aid
Library Wages L91 (+2.5%) and Library Expenses L92 (+1.5%)
The 2.5% increase in L91 Library Wages reflects the Step + 1.25% COLA for non-union
employees. L92 Library Expenses increase by 1.5% or $6,750.
FY26 Budget FY27 Budget FY26-27 FY26-27
Divisions FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
Administration 853,784$ 895,192$ 935,300$ 966,150$ 30,850$ 3.3%
Public Services 671,628$ 751,052$ 787,400$ 789,500$ 2,100$ 0.3%
Collection Services 528,987$ 517,808$ 537,350$ 555,650$ 18,300$ 3.4%
LIBRARY TOTALS 2,054,399$ 2,164,053$ 2,260,050$ 2,311,300$ 51,250$ 2.3%
FY26 Budget FY27 Budget FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
Administration 446,909$ 468,292$ 485,300$ 509,400$ 24,100$ 5.0%
Public Services 671,628$ 751,052$ 787,400$ 789,500$ 2,100$ 0.3%
Collection Services 528,987$ 517,808$ 537,350$ 555,650$ 18,300$ 3.4%
LIBRARY WAGES 1,647,524$ 1,737,153$ 1,810,050$ 1,854,550$ 44,500$ 2.5%
Administration 406,875$ 426,900$ 450,000$ 456,750$ 6,750$ 1.5%
Public Services -$ -$ -$ -$ -$ 0.0%
Collection Services -$ -$ -$ -$ -$ 0.0%
LIBRARY EXPENSES 406,875$ 426,900$ 450,000$ 456,750$ 6,750$ 1.5%
78
Administration Division (+3.3%)
The Administration Division is responsible for the library's overall management,
finance, communications, and strategic planning. This budget reflects the Office of
Equity within the Administration Division. The Office of Equity is an inward and
outward-facing position that works with Town departments and the Reading
community to foster a culture of diversity, belonging, and inclusion.
The Administration budget includes expected Step and COLA increases, as well as an
increase in the substitutes line. Substitutes cover planned and unplanned leaves and
reduce the need for overtime.
All department expenses fall under the Administrative Division. This modest 1.5%
increase in the expense budget reflects only level services, maintaining current
operations, without enhancements or new offerings. The net dollar increase of $6750
addresses unavoidable cost increases for software licensing and other essential
services, requiring reductions in other expense areas to stay within fiscal constraints. A
3% increase would be needed to fully fund current services and support any modest
growth, but this 1.5% request reflects RPL's sensitivity to town-wide budget pressures
and our commitment to responsible resource management during this challenging
cycle.
FY26 Budget FY27 Budget FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
Library Director 120,764$ 125,809$ 130,800$ 135,700$ 4,900$ 3.7%
Library Assistant Director 90,422$ 94,195$ 97,900$ 101,600$ 3,700$ 3.8%
Dir of Equity & Social Justice 71,166$ 91,532$ 95,600$ 99,100$ 3,500$ 3.7%
Communications Specialist 44,689$ 45,396$ 46,500$ 48,200$ 1,700$ 3.7%
Support Staff 102,320$ 102,146$ 104,500$ 109,800$ 5,300$ 5.1%
Library Substitutes 13,198$ 9,215$ 10,000$ 15,000$ 5,000$ 50.0%
Library OT 18$ -$ -$ -$ -$
Sick/Vacation Buyback 4,333$ -$ -$ -$ -$ 0.0%
ADMINISTRATION WAGES 446,909$ 468,292$ 485,300$ 509,400$ 24,100$ 5.0%
FY26 Budget FY27 Budget FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
Library Materials 277,255$ 292,810$ 294,000$ 300,500$ 6,500$ 2.2%
Equipment Contract/Repair 22,929$ 22,656$ 24,000$ 24,000$ -$ 0.0%
Software License & Support 65,342$ 73,311$ 74,000$ 79,500$ 5,500$ 7.4%
Technology Supplies 6,833$ 6,269$ 9,000$ 8,000$ (1,000)$ -11.1%
General Supplies 10,902$ 10,608$ 14,000$ 12,250$ (1,750)$ -12.5%
Professional Development 20,513$ 17,076$ 14,000$ 12,000$ (2,000)$ -14.3%
OESJ Professonial Services -$ -$ 17,000$ 17,000$ -$
Library Programs 3,101$ 4,172$ 4,000$ 3,500$ (500)$ -12.5%
LIBRARY EXPENSES 406,875$ 426,900$ 450,000$ 456,750$ 6,750$ 1.5%
79
Public Services Division (+0.3%)
The Public Services Division is responsible for all library programs and services.
Programs include budgeting, planning, and the implementation of classes, lectures,
meetups, and special events for all ages. Services include research, readers’ advisory,
one-to-one instruction, technology assistance, home delivery services, and support for
Reading Public Schools.
Collection Services Division (+3.4%)
The Collection Services Division is responsible for acquiring and accessing all
materials. Materials include all physical and digital items that are borrowed, streamed,
or downloaded. Acquisitions include budgeting, purchasing, licensing, and payment
for all materials. Access includes processing, cataloging, patron account management,
interlibrary loan services, and all aspects of circulation control. This budget reflects the
transition of a full-time paraprofessional position to the Librarian I position. The change
does not impact hours or benefits.
FY26 Budget FY27 Budget FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
Public Services Division Head 69,481$ 83,480$ 87,200$ 86,200$ (1,000)$ -1.1%
Librarian II 138,504$ 148,929$ 154,200$ 154,400$ 200$ 0.1%
Librarian 437,321$ 445,422$ 460,400$ 461,500$ 1,100$
Support Staff 4,541$ 46,738$ 51,600$ 53,400$ 1,800$ 0.0%
Sunday Hours 21,782$ 26,483$ 34,000$ 34,000$ -$ 0.0%
PUBLIC SERVICES WAGES 671,628$ 751,052$ 787,400$ 789,500$ 2,100$ 0.3%
FY26 Budget FY27 Budget FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
Collection Services Division Head 90,675$ 94,312$ 97,900$ 101,400$ 3,500$ 3.6%
Librarian II 72,267$ 75,018$ 78,900$ 81,800$ 2,900$ 3.7%
Librarian I -$ -$ -$ 65,900$ 65,900$ 0.0%
Support Staff 348,116$ 335,882$ 346,900$ 292,900$ (54,000)$ -15.6%
Sunday Hours 17,929$ 12,596$ 13,650$ 13,650$ -$ 0.0%
COLLECTION SERVICES WAGES 528,987$ 517,808$ 537,350$ 555,650$ 18,300$ 3.4%
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Facilities Department
Department Overview
The Facilities Department supports the Town's Educational and Municipal Government
functions by delivering Facilities Services in a quality-driven, timely, and cost-effective
manner, along with exceptional customer service.
Facilities staff members strive to maintain an efficient, safe, clean, attractive, and
inviting environment for all public buildings. The Facilities Department also provides
the necessary services to facilitate building use for internal and external users.
The Core budget covers all systems, equipment, and large-scale operational needs for
all buildings; the Town and School Buildings budgets include items unique to those
facilities.
Department Preventive Maintenance Program
• (17) buildings: Service fire extinguisher/suppression systems; exit signs and
emergency lighting; provide monthly pest control services
• (336) Exhaust Fans - Serviced annually
• (299) Unit Ventilators - Serviced three times/year
• (55) Roof Top Equipment - Serviced 2-3 times/year
• (41) Boilers - Serviced annually
• (12) Elevator and Lift Service - Serviced monthly
• (11) In and outside Grease Traps - Serviced annually
• (9) Emergency Generators - Serviced twice per year
• (2) Acid Waste Tanks - Serviced annually
• (13) buildings: Sprinkler/Fire - Serviced annually
• (15) buildings: Fire Alarm - Serviced three times/year
FY27 Budget Summary
The Town Meeting votes directly on two lines: M91 for the total of Core Facilities and
M92 for the total of Town Buildings. The School Building costs are part of the School
Committee budget, which is voted on by the Town Meeting as a single bottom-line
figure.
In FY27, Core Facilities’ budgets show a 1.0% decrease, and Town Buildings budgets
show a 2.6% increase.
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Line M91: Core Facilities
Wages
Expenses
FY26 Budget FY27 Budget FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
Core Facilities (M91)3,301,975$ 3,563,880$ 4,072,432$ 4,030,847$ (41,585)$ -1.0%
Town Buildings (M92)364,711$ 360,598$ 389,936$ 400,236$ 10,300$ 2.6%
School Buildings see School Budget
FACILITIES DEPT. TOTALS 3,666,686$ 3,924,478$ 4,462,368$ 4,431,083$ (31,285)$ -0.7%
Core Facilities 689,527$ 723,759$ 780,600$ 809,900$ 29,300$ 3.8%
Town Buildings 243,155$ 248,213$ 271,800$ 282,100$ 10,300$ 3.8%
School Buildings see School Budget
FACILITIES DEPT. WAGES TOTAL 932,683$ 971,972$ 1,052,400$ 1,092,000$ 39,600$ 3.8%
Core Facilities 2,612,448$ 2,840,121$ 3,291,832$ 3,220,947$ (70,885)$ -2.2%
Town Buildings 121,556$ 112,385$ 118,136$ 118,136$ -$ 0.0%
School Buildings see School Budget
FACILITIES DEPT. EXPENSES TOTALS 2,734,003$ 2,952,505$ 3,409,968$ 3,339,083$ (70,885)$ -2.1%
FY26 Budget FY27 Budget FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
Facilities Director 156,416$ 162,948$ 169,300$ 178,300$ 9,000$ 5.3%
Facilities Assistant Director 117,520$ 122,419$ 127,200$ 134,000$ 6,800$ 5.3%
Facilites Support Staff 75,608$ 78,655$ 81,600$ 84,600$ 3,000$ 3.7%
Maintenance Staff 321,491$ 338,543$ 366,200$ 376,700$ 10,500$ 2.9%
Overtime 18,492$ 21,195$ 36,300$ 36,300$ -$ 0.0%
Buyback -$ -$ -$ -$ -$ 0.0%
CORE FACILITIES WAGES 689,527$ 723,759$ 780,600$ 809,900$ 29,300$ 3.8%
FY26 Budget FY27 Budget FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
Core Energy Expenses 1,513,151$ 1,801,556$ 2,226,366$ 2,134,011$ (92,355)$ -4.1%
Core Maint. & Repairs 534,079$ 570,572$ 455,930$ 471,730$ 15,800$ 3.5%
Core HVAC Expenses 132,388$ 79,173$ 246,109$ 246,109$ -$ 0.0%
Core Plumbing Expenses 46,422$ 48,021$ 31,500$ 32,760$ 1,260$ 4.0%
Core Electrical Expenses 18,142$ 16,662$ 44,500$ 44,500$ -$ 0.0%
Core Elevator Expenses 39,443$ 88,287$ 79,000$ 81,700$ 2,700$ 3.4%
Core Alarm Expenses 121,523$ 81,128$ 106,377$ 106,377$ -$ 0.0%
Core Fire Equip. Expenses 29,515$ 66,782$ 35,000$ 36,380$ 1,380$ 3.9%
Core Pest Mgmt. Expenses 18,072$ 22,889$ 18,350$ 18,680$ 330$ 1.8%
Core Misc 159,713$ 65,052$ 48,700$ 48,700$ -$ 0.0%
CORE FACILITIES EXPENSES 2,612,448$ 2,840,121$ 3,291,832$ 3,220,947$ (70,885)$ -2.2%
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Energy Budgets
Line M92: Town Buildings
Wages
Expenses
FY26 Budget FY27 Budget FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
School Bldg. Electricity 533,713$ 559,567$ 820,200$ 701,379$ (118,821)$ -14.5%
Town Bldg. Electricity 204,199$ 225,235$ 272,800$ 270,700$ (2,100)$ -0.8%
Conservation-Electric 17,127$ 17,802$ 17,128$ 17,128$ -$ 0.0%
ELECTRICITY EXPENSES 755,039$ 802,603$ 1,110,128$ 989,207$ (120,921)$ -10.9%
School Bldg. Natural Gas 470,061$ 606,708$ 675,000$ 709,304$ 34,304$ 5.1%
Town Bldg. Natural Gas 100,364$ 167,078$ 221,376$ 205,000$ (16,376)$ -7.4%
NATURAL GAS EXPENSES 570,425$ 773,786$ 896,376$ 914,304$ 17,928$ 2.0%
School Bldg. Wtr/Swr/Stwtr.160,553$ 197,692$ 184,192$ 200,750$ 16,558$ 9.0%
Town Bldg. Wtr/Swr/Stwtr.27,133$ 27,475$ 35,670$ 29,750$ (5,920)$ -16.6%
W/S/SW EXPENSES 187,686$ 225,166$ 219,862$ 230,500$ 10,638$ 4.8%
ENERGY EXPENSES TOTALS 1,513,151$ 1,801,556$ 2,226,366$ 2,134,011$ (92,355)$ -4.1%
FY26 Budget FY27 Budget FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
Custodians 217,615$ 219,001$ 244,300$ 254,600$ 10,300$ 4.2%
Buyback -$ 554$ -$ -$ -$ 0.0%
Overtime 25,540$ 28,658$ 27,500$ 27,500$ -$ 0.0%
TOWN BLDG. WAGES 243,155$ 248,213$ 271,800$ 282,100$ 10,300$ 3.8%
FY26 Budget FY27 Budget FY26-27 FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager $ Change % Change
Outsourced Cleaning Services 93,120$ 91,280$ 100,911$ 100,911$ -$ 0.0%
Building Supplies 24,436$ 19,315$ 12,225$ 12,225$ -$ 0.0%
Other 4,000$ 1,790$ 5,000$ 5,000$ -$ 0.0%
TOWN BLDG. EXPENSES 121,556$ 112,385$ 118,136$ 118,136$ -$ 0.0%
TOWN FACILITIES BUDGET 364,711$ 360,598$ 389,936$ 400,236$ 10,300$ 2.6%
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School Department Budget
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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 School Committee's FY27
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 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
Shawn Brandt, Chairperson
Carla Nazzaro, Vice Chairperson
Thomas Wise, School Committee Member
Sarah McLaughlin, School Committee Member
Erin Gaffen, School Committee Member
Lara Durgavich, 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 School Committee’s FY27 Recommended Budget 2
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District Leadership Team
Central Office Administrators
Sarah Hardy, Ed.D., Assistant Superintendent for Learning & Teaching
Philip Littlehale, CPA, 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 (ML) Department Coordinator
Joseph Huggins, Director of Facilities for Town and School Buildings
Mary Anne Lynn, STEM Curriculum Coordinator
Cindy Marte, METCO Co-Director
Jerika Santiago, METCO Co-Director
Christopher Nelson, Director of Extended Day, Drivers Education, and Adult and Community Education
Alanna Shone, RISE Preschool Director
Allison Wright, Special Education Director
The School Committee’s FY27 Recommended Budget 3
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School Administrators
Reading Memorial High School
Jessica Callanan, Principal
Kadi Buckley, Assistant Principal
James Flynn, Assistant Principal
Jessica Theriault, Assistant Principal
Thomas Zaya, Assistant Principal, Athletics & Extracurricular 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 School Committee’s FY27 Recommended Budget 4
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Table of Contents
INTRODUCTORY SECTION 6
Superintendent's Message 7
Finance Committee’s Budget Guidelines 8
School Committee’s Budget Guidance & Investment Priorities 8
Mission, Vision, Statement of Equity, and Portrait of a Graduate 8
Budget Development Process and Timeline 9
FY27 Recommended Budget Investments 12
FINANCIAL SECTION 13
The School Committee’s FY27 Recommended Budget by Cost Center 14
Administration Cost Center Summary 18
Regular Day Cost Center Summary 20
Special Education Cost Center Summary 23
School Facilities Cost Center Summary 25
District Wide Programs Summaries (Athletics, Extracurricular, Health Services, Technology) 27
OTHER FUNDING SOURCES 36
Offset Summary 37
Special Revenue Funds 38
Federal and State Grants 40
Five-Year Capital Plan 43
APPENDICES 44
APPENDIX A: Student Enrollment 45
APPENDIX B: Acronyms 51
The School Committee’s FY27 Recommended Budget 5
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INTRODUCTORY SECTION
RMHS DECA students participating in the 2025 State Career Development Conference
The School Committee’s FY27 Recommended Budget 6
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Superintendent’s Message
Dear Reading Community,
As we share the recommended budget for FY27, I would like to begin by expressing our deep appreciation to every
member of our community for the continued support of our schools. Your financial investment, along with the time,
engagement, and advocacy you provide, remains essential to the success of our students. The collective
commitment to public education in Reading is a true strength of our community and I am grateful for the trust and
partnership you consistently demonstrate in support of our schools.
The FY27 budget reflects a level-service approach, with no recommended additions, as we focus on maintaining the
key programs, services, and personnel that support our students each day. We recognize that the overall financial
outlook for our town is tighter in the coming years and the schools will continue to do our part by serving as strong
financial stewards and strategically allocating resources to best support our students and schools. As financial
pressures increase, we remain committed to thinking creatively, as we have over the past several years, to reduce
costs and identify opportunities to increase revenue without negatively impacting services. Similar to last year,
these strategies will be discussed transparently at upcoming budget presentations at School Committee, the
Finance Committee, and Town Meeting.
We are especially proud of the impact the Town’s funding continues to have on our students, as evidenced by
ongoing gains in student achievement and the incredible academic, personal, extracurricular, and community
successes demonstrated by Reading Public Schools (RPS) students. As we look ahead to FY27, our focus remains on
sustaining and building upon the roles, programs, and initiatives implemented over the past several fiscal years to
support strong student outcomes. In the coming weeks, Reading community members will also receive the 2026
RPS Annual Community Report highlighting the impact of these investments.
As always, we remain committed to using resources responsibly and thoughtfully to best serve our students and
schools. With the continued support of the Reading community, we are confident that Reading Public Schools will
continue to provide an environment where students are challenged, supported, and able to thrive both
academically and personally.
In partnership for our students,
Dr. Thomas Milaschewski
Superintendent
The School Committee’s FY27 Recommended Budget 7
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Finance Committee’s Budget Guidelines
In October 2025, the Finance Committee voted for a FY27 School Department budget guideline of 3.14%, over the
FY26 Appropriated Budget. The increase amounted to $1,635,896. Special Education Accommodated Costs were
decreased by 7.33%, or $462,888. The total School Department budget increased from $58,491,591 in FY26, to
$59,664,599 in FY27; an overall increase of 2.01%.
School Committee’s Budget Guidance & Investment Priorities
While presenting a level-service budget, we also aim to provide guidance for future resource planning. 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 FY27 Recommended Budget and in considering potential
priorities for future planning:
● Preserving classroom resources
● Evaluating METCO funding and adjustment counselor roles
● Emphasizing efficiency and alignment
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
The School Committee’s FY27 Recommended Budget 8
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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 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.
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, the Central Office Leadership Team committed to conduct a
productive and effective FY27 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.
● 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
The School Committee’s FY27 Recommended Budget 9
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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.
● 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 FY27 budget development process was designed to:
● Engage stakeholders in a collaborative process.
● Ensure all contractual and legal obligations will be met.
● Identify spending priorities to support teaching and learning.
● Maximize existing resources through redeployment of existing resources and leveraging all funds.
● Consider enrollment projections, class sizes and teacher to student ratios, and learners’ needs.
The School Committee’s FY27 Recommended Budget 10
94
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-
November
Early
December
● Craft enrollment projections
○ FY27 class sizes, groupings,
staffing ratios
● Work on financial forecasts
○ Examine FY25, FY26
expenditures
○ Anticipated FY27 needs,
investments, sustainability
of request
● Build budgets
○ Personnel & non personnel -
person by person, item by
item
● Collaborate on budget priorities
○ Meeting with all Budget
Managers
○ Meeting student anticipated
needs
○ Maximizing revenues across
program/level
● Evaluate budget requests
○ Solicit feedback on
necessary FY27 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
Late
December
January
February
April-May
● Finalize budget priorities and requests
● Finalize/publish Superintendent’s
Recommended FY27 Budget Book
● January 8, 2026
○ School Committee Budget Night
○ Q&A on Cost Center Presentations
● January 22, 2026
○ FY27 Public Hearing
● January 27, 2026
○ Questions and Responses published
● January 29, 2026
○ School Committee vote on the
Superintendent’s Recommended FY27
Budget
● January 30, 2026
○ Publish School Committee’s
Recommended FY27 Budget Book
○ School Committee’s FY27 Budget
submitted to the Town Manager
● February 25, 2026
○ School Committee FY27 Budget
Presentation to Finance Committee
● Town Meeting Vote on FY27 Budget
○ April 27, April 30, May 4, & May 7
The School Committee’s FY27 Recommended Budget 11
95
FY27 Recommended Budget Investments
At this time, the proposed budget maintains existing programs and services and does not include additional
initiatives or positions.
The School Committee’s FY27 Recommended Budget 12
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FINANCIAL SECTION
Barrows fourth grader Reagan Reardon’s traditional tale, Henrietta, published by American Reading Company (ARC)
The School Committee’s FY27 Recommended Budget 13
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FINANCIAL SECTION
In summary, the FY27 Budget is defined into the following sections:
● Operating Funds ($53,815,771):
○ An increase of $1,635,896 over FY26 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 ($5,848,828):
○ A decrease of $462,888 from FY26 is allocated to Accommodated Costs, which includes
out-of-district special education expenses.
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 FY27
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 FY27 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 FY26 Appropriated and FY27 Recommended Budgets by org and object codes,
in comparison with actual expenditures for FY23, FY24 and FY25, for each Cost Center
The School Committee’s FY27 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 FY23, FY24, FY25, the Appropriated FY26 Budget and the School
Committee’s FY27 Recommended Budget are noted. The totals are separated by eight Cost Centers: Administration,
The School Committee’s FY27 Recommended Budget 14
98
Regular Day, Special Education, School Facilities, Athletics, Extracurricular, Health Services, and Technology. The
table below also provides the percentage change between the FY27 Recommended Budget and the FY26
Appropriated Budget by Cost Center:
Summary of FY27 Recommended Budget by Cost Center Compared with Prior Fiscal Years:
Proportion of Spending, FY27 Recommended Budget by Cost Center Compared with Prior Fiscal Years:
The School Committee’s FY27 Recommended Budget 15
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The pie chart below provides a visual representation of expenditures attributed to each Cost Center in the School
Committee’s FY27 Recommended Budget.
Cost Center Percentage to Total Budgets and Expenditures:
In the table below, personnel and non-personnel actual expenditures are reflected for FY23 through FY25, the FY26
Appropriated Budget and the FY27 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)
The School Committee’s FY27 Recommended Budget 16
100
FY27 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
FTE changes from FY26 to FY27:
The School Committee’s FY27 Recommended Budget 17
101
Administration Cost Center Summary
FY26 Appropriated Budget: $1,447,959
FY27 School Committee’s Recommended Budget: $1,503,723
% Change: 3.85%
Primary Function: The Administration Cost Center includes the salaries and expenses for Central Office and some
District-wide administration which includes the following primary functions: School Committee, Superintendent,
Assistant Superintendent, Business and Finance, Human Resources, and District-wide Data and Information
Management. The Administration Cost Center currently accounts for 2.52% of the total district budget. The FY27
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.
FY27 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:
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102
Budget Detail, Administration Cost Center:
The School Committee’s FY27 Recommended Budget 19
103
Regular Day Cost Center Summary
FY26 Appropriated Budget: $33,615,465
FY27 School Committee’s Recommended Budget: $34,987,057
% Change: 4.08%
Primary Function: The Regular Day Cost Center encompasses all personnel and non-personnel expenses related to
delivering core, general education instructional programs to our students. Personnel costs for school principals,
instructional and support staff, as well as non-personnel costs related to curriculum materials; professional
development; instructional materials, supplies, and equipment; instructional technology; library materials and
technology; and other instructional services are captured in this Cost Center budget. The Regular Day Cost Center
budget accounts for 58.64% of the total School Committee’s FY27 Recommended Budget. The FY27 Recommended
Budget for the Regular Day Cost Center summary is as follows, with a comparison provided for previous years.
FY27 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
Cost Center (Regular Day) Percentage to Total Budgets and Expenditures:
The School Committee’s FY27 Recommended Budget 20
104
Budget Detail, Regular Day Cost Center:
The School Committee’s FY27 Recommended Budget 21
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Budget Detail, Regular Day Cost Center (continued):
The School Committee’s FY27 Recommended Budget 22
106
Special Education Cost Center Summary
FY26 Appropriated Budget: $19,191,231
FY27 School Committee’s Recommended Budget: $18,552,731
% Change: -3.33%
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. The Special Education Cost Center makes up 31.10% of
the School Committee’s FY27 Recommended Budget.
FY27 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
Cost Center (Special Education) Percentage to Total Budget and Expenditures:
The School Committee’s FY27 Recommended Budget 23
107
Budget Detail, Special Education Cost Center:
The School Committee’s FY27 Recommended Budget 24
108
Budget Detail, Special Education Cost Center (continued):
School Facilities Cost Center Summary
FY26 Appropriated Budget: $1,585,460
FY27 School Committee’s Recommended Budget: $1,778,406
% Change: 12.17%
Primary Function: The Town of Reading’s Facilities Department supports the Reading Public Schools. The School
Building Facilities budget funds the salaries and expenses necessary to clean and maintain our eight school
buildings, preschool program, and central office spaces, which makes up 85% of the square feet of all municipal
buildings, or a total of 935,000 square feet. The Facilities Department also provides the necessary services to
facilitate building use for internal and external users. The School Building Facilities budget accounts for 2.98% of the
School Committee’s FY27 Recommended Budget.
FY27 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
The School Committee’s FY27 Recommended Budget 25
109
Cost Center (School Facilities) Percentage to Total Budget and Expenditures:
Budget Detail, School Facilities Cost Center:
The School Committee’s FY27 Recommended Budget 26
110
Athletics Cost Center Summary
FY26 Appropriated Budget: $811,079
FY27 School Committee’s Recommended Budget: $817,590
% Change: 0.80%
Primary Function: The Athletics program budget funds the salaries and expenses necessary to operate the High
School athletics program. The Athletics budget accounts for 1.37% of the School Committee’s FY27
Recommended Budget.
FY27 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
Cost Center (Athletics) Percentage to Total Budget and Expenditures:
The School Committee’s FY27 Recommended Budget 27
111
Budget Detail, Athletics Cost Center:
The School Committee’s FY27 Recommended Budget 28
112
Student Participation in Athletics:
Note: “*” depicts sports that have not had their season yet.
The School Committee’s FY27 Recommended Budget 29
113
Extracurricular Cost Center Summary
FY26 Appropriated Budget: $85,801
FY27 School Committee’s Recommended Budget: $92,503
% Change: 7.81%
Primary Function: The Extracurricular Activities Program budget funds the salaries, stipends, and a small portion of
the expenses necessary to offer extracurricular activities at the high school. The Extracurricular budget accounts for
0.16% of the School Committee’s FY27 Recommended Budget.
FY27 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
Cost Center (Extracurricular) Percentage to Total Budget and Expenditures:
The School Committee’s FY27 Recommended Budget 30
114
Budget Detail, Extracurricular Cost Center:
Student Participation in Extracurriculars:
The School Committee’s FY27 Recommended Budget 31
115
Health Services Cost Center Summary
FY26 Appropriated Budget: $1,042,252
FY27 School Committee’s Recommended Budget: $1,129,296
% Change: 8.35%
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 1.89% of the School Committee’s FY27
Recommended Budget.
FY27 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
Cost Center (Health Services) Percentage to Total Budget and Expenditures:
The School Committee’s FY27 Recommended Budget 32
116
Budget Detail, Health Services Cost Center:
The School Committee’s FY27 Recommended Budget 33
117
Technology Cost Center Summary
FY26 Appropriated Budget: $712,344
FY27 School Committee’s Recommended Budget: $803,294
% Change: 12.77%
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 1.35% of the School Committee’s FY27 Recommended Budget.
FY27 Recommended Budget by Categories of Spending Compared with Prior Fiscal Years:
Cost Center (Technology) Percentage to Total Budget and Expenditures:
The School Committee’s FY27 Recommended Budget 34
118
Budget Detail, Technology Cost Center:
The School Committee’s FY27 Recommended Budget 35
119
OTHER FUNDING SOURCES
RMHS Football takes the field at Fenway Park for the 2024 Thanksgiving Day game
The School Committee’s FY27 Recommended Budget 36
120
Offset Summary
Several fee-based Special Revenue Funds 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 FY27 Recommended Budget Offsets
by Special Revenue Fund compared with FY26’s Appropriated Budget and the allocation of FY27 Recommended
Offsets by Cost Center:
The School Committee’s FY27 Recommended Budget 37
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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 FY25 and FY26 beginning year balances
are provided in the table below with the calculated FY25 Gain/Loss:
Special Revenue Funds
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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.
● RISE Preschool: Fees are paid by families for enrollment in the RISE preschool program.
● Special Education Tuition: Fees paid by another public school district for students to attend special
education programs in Reading.
● School Choice: Allows families to enroll their children in schools in communities other than the city or town
in which they reside. Tuition is paid by the sending district to the receiving district.
● School Lunch: Revenues are generated through state and federal reimbursements and lunch-time a la carte
sales.
● Transportation: Fees are paid by families for students to ride existing bus routes, based on seats available.
● Use of School Property: Some community organizations which use school facilities pay a fee for space
and/or custodial coverage.
The School Committee’s FY27 Recommended Budget 39
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● Lost Books/Tech: Fees are collected and used to replace lost or damaged books and technology devices.
● 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
● Special Education Reserve Fund: Fund is used for unanticipated or unbudgeted costs of Special Education,
Recovery High School programs, Out-of-district tuition, and Out-of-district transportation
Federal and State Grants
In addition to the Operating and Special Revenue Funds, our district is supported in FY26 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 FY26 Quarter 2 balances for each grant awarded
between FY25 and FY26 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
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program coordination, transportation, instructional services, and community engagement related to Boston
resident students attending Reading Public Schools through participation in the METCO program.
● METCO BBI: The METCO Boston Bridges Initiative grant was awarded to support three Reading METCO
program activities. The grant specifically funded our Roller World event in March 2025, along with funding
our Boston Bowling event and Salsa night, both in October 2025.
● Department of Public Health: Provides for mandated screenings, professional development, and substitute
coverage for nurses.
● Financial Education Innovation Fund: Provides for supplies and materials for the Credit for Life Fair for all
RMHS grade 11 students.
● English Learner Education Support: Provides for new curriculum materials and professional development to
meet curricular objectives and ensure alignment with WIDA and content standards.
● Genocide Education: Provides for new curriculum materials and professional development to establish a
consistent, research-based approach to genocide education within the context of the social studies scope
and sequence, equip students with critical thinking skills to combat prejudice, and align with Chapter 98 of
the Acts of 2021 concerning genocide education.
● 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.
● Innovation Career Pathways Planning: Provides for additional staff work completed outside of their
traditional job responsibilities in the development and planning of the new pathway, as well as covering
costs for necessary professional development, material creation, and community engagement.
● 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.
● Fair Share Earmark- DW Technology Equipment: Provides for materials, equipment and capital
improvements for Public Schools in the town of Reading. The funds will be used to refresh our aging
devices (over five years old) with new, individualized computers for our students.
● Skills Capital Technology & Equipment: Provides for instructional materials to enhance hands-on learning
opportunities and upgrade equipment and technology, further developing the Clean Energy Innovation
Career Pathway program at RMHS.
● RMHS Equipment Earmark: Provides for instructional materials that provide direct support to the high
school arts and science departments, both of which are deeply engaged in the DESE Innovation Career
Pathways programs in the areas of Information – Digital Media, Advanced Manufacturing – Engineering,
Healthcare and Social Assistance – Public Health, and Clean Energy.
Federal Grants:
● Title I A&D: 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
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other school leaders; Increase the number of teachers, principals, and other school leaders who are
effective in improving student academic achievement in schools; and provide low-income and minority
students greater access to effective teachers, principals, and other school leaders. These funds are allocated
to provide professional development for teachers.
● Title III A: Provides supplemental resources to ensure that Multilingual learners (MLs) attain English
proficiency and meet state academic standards. Title III funds are allocated to support language instruction
programs that strengthen effective teaching and learning, professional development for educators to
enhance instruction for MLs, and family and community engagement initiatives that help parents and
guardians participate more fully in their children’s education.
● Title IV A: 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.
● Project Bread Summer Eats: Supported the expansion of our Summer Meal program to include two
additional meal sites this past summer, helping us reach more students in need. Funds were used to cover
the cost of additional staff and supplies (both food and paper goods) needed to operate these new sites and
ensure that more children have access to nutritious meals when school is out.
● Computer Science Professional Development: Support Massachusetts public school teachers in learning
Computer Science content. Funds were used to attend a summer Professional Learning workshop run by
DESE’s CS professional development provider CSforMA.
● Work-based Learning Implementation: Provides support to build capacity within our Guidance Department
to integrate and utilize the MEFA Pathway portal effectively, thereby supporting our robust internship
program and enhancing student reflection and career planning. Funds will support the creation of a
seamless, data-driven approach to career exploration and Work-Based Learning, significantly increasing the
depth and quality of experiences for our students.
The School Committee’s FY27 Recommended Budget 42
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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 School Committee’s FY27 Recommended Budget 43
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APPENDICES
RMHS Drama Club’s Winter 2025 presentation of An Unoriginal Original
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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 a decrease of 60 students compared to projected enrollment. These figures are
being compared to FY25 numbers reported to the School Committee on November 7, 2024. Projections are made
by rolling each grade level up to the next school year. For example, actual fifth-grade enrollment of 345 students led
us to project 345 sixth-grade students at Coolidge and Parker.
The School Committee’s FY27 Recommended Budget 45
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Schools that saw an increase in enrollment over projections include Birch Meadow (+2%, 8 students), Joshua Eaton
(+2%, 8 students), Wood End (+3%, 6 students), Coolidge (+0%, 1 student), and Parker (+1%, 6 students). While
these schools experienced increases, overall projected enrollment is down by 2% (60 students). A few factors
contribute to this:
1. RISE Enrollment – Enrollment in the RISE Preschool program is difficult to project because a specific number
of seats are reserved for students receiving special education services, while the remaining seats are for
tuition-paying students. Currently, all tuition-based spots are filled, and we have seats available for students
enrolling for special education services, which we are required to maintain. We believe the slight drop in
overall enrollment is due to a large group of students who moved on to kindergarten for the 2025–2026
school year. We continue to project 120 students annually, which has remained consistent over the last
several enrollment cycles. We anticipate these numbers will increase as the year moves forward and
students become eligible.
2. Kindergarten Enrollment – The projection for FY26 kindergarten enrollment was higher than recent trends
have supported. Although projections were based on the town census and students who delayed
enrollment from the previous year, actual kindergarten enrollment came in 36 students below projection.
As discussed during the spring School Committee meetings, we prepared for the higher enrollment, but
anticipated it would come in lower than projections.
3. Overall Impact – The enrollment shortfall in RISE and kindergarten accounts for a decrease of
approximately 57 projected students. However, when comparing FY26 actuals to FY25 actuals, the district is
up 20 students overall.
Second and sixth grades continue to have larger cohorts, which we will monitor as student movement occurs
throughout the year.
The category with the largest increase was School Choice enrollment, which rose from 51 students last year to 77
this year (+26 students). We continue to see high interest in the program from staff and surrounding districts, with
15 families already inquiring about the lottery process for the 2026–2027 school year.
Boston resident enrollment decreased by two students, special education enrollment decreased by 106 students,
and Multi-Lingual Learner enrollment decreased by 17 students. The special education decrease is due to a data
cleanup that resolved an issue where systems were not accurately communicating, causing students who were no
longer eligible for services to be included. This cleanup does not impact student services; it simply corrected
previously inflated reporting numbers. The Multi-Lingual Learner decrease is mostly due to 16 students passing the
ACCESS testing meaning they are still enrolled with Reading Public Schools, but have exited the program.
The tables below note our official October 1st student enrollments by grade for Special Education, School Choice,
Multi-Lingual Learners and Boston Residents:
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The School Committee’s FY27 Recommended Budget 47
131
Additional Student Enrollment Data:
The School Committee’s FY27 Recommended Budget 48
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The School Committee’s FY27 Recommended Budget 49
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The School Committee’s FY27 Recommended Budget 50
134
APPENDIX B: Acronyms
This section contains some of the acronyms in the Budget Book
● Adj: Adjustment
● ATS: Add to staff
● BCBA: Board Certified Behavioral Analyst
● DESE: Department of Elementary and Secondary Education (MA)
● DPH: Department of Public Health
● DTS: Decrease to staff
● 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
● ML: 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
● SEPAC: Special Education Parent Advisory Council
● SOAR: Social Skills Organizational Skills Academics in Real World Situations
● WIDA: World-Class Instructional Design & Assessment for Multilingual Learner (ML)
The School Committee’s FY27 Recommended Budget 51
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Enterprise Funds
Water Enterprise Fund
FY27 Budget
Water Supply is responsible for administrative management, operation, technical
support, maintenance, and security of the drinking water supply in accordance with all
Federal, State, and local regulations. Water Distribution maintains and operates the
municipal water distribution system in accordance with industry standards and all
applicable laws. In addition, this division oversees water meter installation, repair, and
meter reading, as well as the maintenance of all fire hydrants.
Local costs are projected to decrease by 2.7% in FY27, while the FY27 MWRA
assessment is estimated to grow by 3.0%. Overall, the gross budget would decrease
by 0.8% over the prior year.
WATER ENTERPRISE FUND FY26 Budget FY27 Budget FY26-27
FY24 Actual FY25 actual Town Meeting Town Manager Change
Wages 801,359$ 879,448$ 945,900$ 989,800$ 4.6%
Overhead Expenses 510,808$ 541,494$ 645,429$ 688,162$ 6.6%
Operational Expenses 363,885$ 385,036$ 765,500$ 793,700$ 3.7%
General Fund Support 681,107$ 708,370$ 733,163$ 755,172$ 3.0%
Water Operational Costs 2,357,158$ 2,514,348$ 3,089,992$ 3,226,834$ 4.4%
Capital 26,312$ 118,853$ 725,000$ 600,000$ -17.2%
Debt 3,140,100$ 2,609,686$ 2,512,325$ 2,329,000$ -7.3%
Water Local Costs 5,523,570$ 5,242,887$ 6,327,317$ 6,155,834$ -2.7%
MWRA Assessment 2,826,508$ 2,854,927$ 3,089,421$ 3,182,104$ 3.0%
Water Gross Costs 8,350,078$ 8,097,814$ 9,416,738$ 9,337,938$ -0.8%
ARPA Grant Support - -
(1,700,000)$ (1,650,000)$ -2.9%
Water Net Costs 7,716,738$ 7,687,938$ -0.4%
Town Meeting votes: 9,337,938$ (755,172)$ 8,582,766$
Use of Financial Reserves (FY27 pending Select Board vote)
136
Salaries
There is no change in staffing levels or significant changes in related costs.
Expenses
Local overhead expenses are up by 6.6%. General Fund support costs increased by
about 3%, according to a methodology developed by the Town Accountant.
Operating costs are up 3.7%.
Capital & Debt
Spending consists of paying existing debt and capital items. Capital spending includes
$150,000 for developing a water capital master plan, $100,000 for water main lining,
and $350,000 to replace a dump truck.
Debt in the water enterprise fund decreased by 7.3% compared with the prior year.
Please refer to the capital plan and debt schedule for more details.
FY26 Budget FY27 Budget FY26-27
FY24 Actual FY25 actual Town Meeting Town Manager Change
Water/Sewer Supervisor 53,040$ 55,374$ 58,600$ 62,100$ 6.0%
Water Quality & Safety Admin 91,478$ 95,150$ 95,200$ 100,000$ 5.0%
Managing/Working Forepersons 215,318$ 240,621$ 253,200$ 264,200$ 4.3%
Senior/Junior Operators 234,698$ 200,243$ 327,700$ 343,400$ 4.8%
Laborers 64,790$ 140,686$ 50,800$ 51,800$ 0.0%
W/S Assistant Collector 33,910$ 35,311$ 36,600$ 9,500$ -74.0%
W/S Admin Specialist -$ -$ -$ 33,700$
Support Staff 30,247$ 31,630$ 32,800$ 34,100$ 4.0%
Seasonal Staff 4,357$ 5,672$ 7,500$ 7,500$ 0.0%
On Call/Out of Grade 12,663$ 10,726$ 16,000$ 16,000$ 0.0%
Overtime 60,257$ 64,034$ 75,000$ 75,000$ 0.0%
Buyback 599$ -$ -$ -$ 0.0%
Snow Removal -$ -$ (7,500)$ (7,500)$ 0.0%
Water EF Wages 801,359$ 879,448$ 945,900$ 989,800$ 4.6%
137
FY26 Budget FY27 Budget FY26-27
FY24 Actual FY25 actual Town Meeting Town Manager Change
Retirement Assessment 193,420$ 223,901$ 246,287$ 240,162$ -2.5%
OPEB Contributions 85,000$ 85,000$ 85,000$ 130,000$ 52.9%
Health Insurance 163,346$ 174,295$ 236,142$ 242,000$ 2.5%
Medicare Payments 11,777$ 13,992$ 14,500$ 15,000$ 3.4%
Legal Expenses -$ -$ -$ -$ 0.0%
P/C Insurance Premiums 43,425$ 31,951$ 47,500$ 45,000$ -5.3%
Life Insurance Premiums -$ -$ -$ 16,000$
Worker Comp. Ins. Premiums 13,840$ 12,356$ 16,000$ -$ -100.0%
Water EF Overhead Expenses 510,808$ 541,494$ 645,429$ 688,162$ 6.6%
Water Parts & Maintenance 108,681$ 207,720$ 393,000$ 403,000$ 2.5%
Water Supplies & Equipment 81,552$ 54,772$ 70,000$ 75,000$ 7.1%
Water Quality & Safety 14,957$ 10,890$ 26,000$ 26,000$ 0.0%
Water Conservation Promotion 7,557$ 6,021$ 20,000$ 20,000$ 0.0%
Outsourced Prof Services 44,989$ 24,857$ 115,000$ 115,000$ 0.0%
Gas & Utilities 38,248$ 42,817$ 65,500$ 78,700$ 20.2%
Office Supplies & Equipment 20,990$ 7,019$ 23,000$ 23,000$ 0.0%
Professional Development 8,138$ 5,526$ 13,000$ 13,000$ 0.0%
Police Details 38,773$ 25,415$ 40,000$ 40,000$ 0.0%
Water EF Operating Exp.363,885$ 385,036$ 765,500$ 793,700$ 3.7%
Wage Support - Adm Services 35,194$ 20,940$ 21,673$ 22,331$ 3.0%
Wage Support - Technology -$ 15,700$ 16,250$ 16,737$ 3.0%
Wage Support - Finance 30,238$ 31,450$ 32,550$ 33,526$ 3.0%
Wage Support - DPW 450,497$ 468,500$ 484,898$ 499,447$ 3.0%
Expense Support - Adm Services 22,823$ 1,670$ 1,728$ 1,780$ 3.0%
Expense Support - Technology -$ 22,050$ 22,822$ 23,507$ 3.0%
Expense Support - Finance 6,209$ 6,460$ 6,686$ 6,891$ 3.1%
Expense Support - DPW 136,146$ 141,600$ 146,556$ 150,953$ 3.0%
Water EF Genl Fund Support 681,107$ 708,370$ 733,163$ 755,172$ 3.0%
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Water Enterprise Fund
Capital Debt
February 2026
Page 1 of 4
Projected ==>Legend: DEBT (Issued); debtani (Approved, Not Issued) and debtna (not yet approved)FY25-44
Water Ent. Fund Capital & Debt FY-2025 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY-2034 FY-2035 FY-2036 FY-2037 FY-2038 FY-2039 FY-2040 FY-2041 FY-2042 FY-2043 FY-2044 TOTAL
Water Capital 635,000 725,000 600,000 380,000 270,000 340,000 300,000 340,000 384,000 257,000 150,000 290,000 525,000 150,000 175,000 175,000 175,000 295,000 - 6,166,000
Water Debt 2,635,500 2,512,325 2,329,000 3,706,717 3,258,633 3,165,800 3,075,617 2,670,609 2,299,151 2,074,318 2,003,885 1,533,452 1,475,519 787,586 761,153 734,720 703,337 479,004 110,000 36,421,330
Total Capital & Debt 3,270,500 3,237,325 2,929,000 4,086,717 3,528,633 3,505,800 3,375,617 3,010,609 2,683,151 2,331,318 2,153,885 1,823,452 2,000,519 937,586 936,153 909,720 878,337 774,004 110,000 105,000 42,587,330
Water CAPITAL 635,000 725,000 600,000 380,000 270,000 340,000 300,000 340,000 384,000 257,000 150,000 290,000 525,000 150,000 175,000 175,000 175,000 295,000 - - 6,166,000
MWRA ($3.18mil partial join)1 Debt Debt Debt -
MWRA ($7.8mil full join)2 Debt Debt Debt Debt -
Well Abandonment 225,000 225,000
Auburn Tank $4.5 mil/20yr 3 Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt -
Auburn Tank $2.0 mil/20yr 3a Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt -
Aub Tank used $0.5 mil EF rsrvs 3b -
WM:Hvrhll&Howard ($2.05m)4 -
WM(M):loan to be used 5 -
WM(M) Ph 1 R#1 $4.012mil/10yr 6 -
WM Ph 1 R#2 $1.165mil/10yr 7a Debt Debt -
WM Ph 1 R#2 $3.106 mil/10yr 7b Debt Debt Debt -
WM Grove St $1.0mil/5yrs 8 Debt -
WM Gazebo $1.1mil/10yr 9 Debt Debt Debt Debt Debt Debt Debt -
Water Main Repairs (WBrk #1)-
Water Main Repairs - - -
Emerson Ave WM -
WM Downtown I $2.8 mil/10yr 10a Debt Debt Debt Debt Debt Debt Debt -
WM(M) Downtown I $1.5mil 10b Debt Debt Debt Debt Debt Debt Debt Debt -
WM(M) Downtown I $1.544mil 10c.Debt Debt Debt Debt Debt Debt Debt Debt Debt -
Lead Removal (M) $1.5mil 11 Debt Debt Debt Debt Debt Debt Debt Debt -
Replace Meters $2.0mil/8yr 12 debtna debtna debtna debtna debtna debtna debtna debtna -
WM Downtown II $5.2 mil/15yr 13 debtna debtna debtna debtna debtna debtna debtna debtna debtna debtna debtna debtna debtna debtna debtna -
WM Sanborn Street (Woburn St to Haven St)14 560,000
WM Hopkins Street (Bear Hill Rd to Main St)15 600,000
Water Capital Master Plan 150,000
WM Van Norden $2.8 mill/10yrs 16 debtna debtna debtna debtna debtna debtna debtna debtna debtna debtna
WM Franklin St $3.5 mill/10yrs 17 debtna debtna debtna debtna debtna debtna debtna debtna debtna debtna
Water Distribution
Unidirectional Flushing Program 40,000 40,000 40,000 45,000 165,000
WM Lining Program 75,000 75,000 100,000 100,000 100,000 100,000 125,000 125,000 125,000 125,000 150,000 150,000 150,000 150,000 175,000 175,000 175,000 175,000 2,350,000
SCADA Upgrade (every 5 yrs)50,000 75,000 75,000 75,000 275,000
Water Vehicles
WS-01 Replace Pickup Truck #12 (2021)100,000 100,000
W-02 Replace Pickup #15 (2020)100,000 100,000
W-03 Replace Pickup Truck #3 (2021)100,000 100,000
W-05 Replace Utility Truck #5 (2016)280,000 280,000
W-06 Replace Truck #6 (2020)300,000 300,000
W-07 Replace Truck #14 (2015)350,000 350,000
W-10 Replace Cat 440 Backhoe (2019)175,000 175,000
W-11 Replace CAT 430 Backhoe (2017)170,000 170,000
W-12 Bobcat Skidsteer 100,000 100,000
W-14 Trailer signboard (2018)19,000 19,000
W-15 Trailer signboard (2018)19,000 19,000
W-16 Trailer signboard (2018)19,000 19,000
W-17 Trailer signboard (2017)19,000 19,000
W-18 Trailer light tower (2014)15,000 15,000
W-20 Trailer (1999)-
W-26 Trailer signboard (2020)20,000 20,000
W-27 Trailer signboard (2020)20,000 20,000
139
Water Enterprise Fund
Capital Debt
February 2026
Page 2 of 4
Projected ==>Legend: DEBT (Issued); debtani (Approved, Not Issued) and debtna (not yet approved)FY25-44
Water Ent. Fund Capital & Debt FY-2025 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY-2034 FY-2035 FY-2036 FY-2037 FY-2038 FY-2039 FY-2040 FY-2041 FY-2042 FY-2043 FY-2044 TOTAL
Engineering Vehicle (split w/ Swr)35,000 35,000
140
Water Enterprise Fund
Capital Debt
February 2026
Page 3 of 4
Projected ==>Legend: DEBT (Issued); debtani (Approved, Not Issued) and debtna (not yet approved)FY25-44
Water Ent. Fund Capital & Debt FY-2025 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY-2034 FY-2035 FY-2036 FY-2037 FY-2038 FY-2039 FY-2040 FY-2041 FY-2042 FY-2043 FY-2044 TOTAL
Water DEBT 2,635,500 2,512,325 2,329,000 3,706,717 3,258,633 3,165,800 3,075,617 2,670,609 2,299,151 2,074,318 2,003,885 1,533,452 1,475,519 787,586 761,153 734,720 703,337 479,004 110,000 105,000 36,421,330
Join MWRA(partial $3.18m)1 169,900 153,700 149,350 472,950
Join MWRA(full $7.8m) ®2 402,750 388,350 370,825 355,250 1,517,175
Auburn Tank $4.5 mil/20yr 3 312,525 302,275 292,025 281,775 271,525 261,275 252,050 244,875 239,750 235,650 231,550 205,000 205,000 205,000 205,000 205,000 200,000 - 4,150,275
Auburn Tank $2.0 mil/20yr 3a 200,000 195,000 190,000 185,000 180,000 175,000 170,000 165,000 160,000 155,000 150,000 145,000 140,000 135,000 130,000 125,000 120,000 115,000 110,000 105,000 3,050,000
WM:Hvrhll&Howard ($2.05m)4 -
WM(M):loan to be used 5 -
WM(M) Ph 1 R#1 $4.012mil/10yr 6 - - - - - - - - - - - -
WM Ph 1 R#2 $1.165mil/10yr 7a 121,900 117,300 - - - - - - - - - 239,200
WM Ph 1 R#2 $3.106 mil/10yr 7b 347,200 334,800 322,400 - - - - - - - - 1,004,400
WM Grove St $1.0mil/5yrs 8 188,700 - - - - - - - - - - 188,700
WM Gazebo $1.1mil/10yr 9 123,975 119,225 114,475 104,850 100,350 95,850 91,800 - - - - 750,525
WM Downtown I $2.8 mil/10yr 10a 314,150 297,275 285,525 273,775 262,025 250,275 239,700 - - - - 1,922,725
WM(M) Downtown I $1.5mil 10b 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 - - - 1,200,000
WM(M) Downtown II $1.5mil 10b 154,400 154,400 154,400 154,400 154,400 154,400 154,400 154,400 154,400 - - 1,389,600
Lead Removal (M) $1.5mil 11 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,200,000
Lead Removal (M) Phase II $1.5mil 11a 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,500,000
Replace Meters $2.0mil/8yr 12 350,000 337,500 325,000 312,500 300,000 287,500 275,000 262,500 2,450,000
WM Downtown II $5.2 mil/15yr 13 606,667 589,333 572,000 554,667 537,334 520,001 502,668 485,335 468,002 450,669 433,336 416,003 398,670 381,337 364,004 7,280,030
WM Van Norden $2.8 mill/10yrs 16 140,000 406,000 392,000 378,000 364,000 350,000 336,000 322,000 308,000 294,000 3,290,000
WM Franklin St $3.5 mill/10yrs 17 525,000 507,500 490,000 472,500 455,000 437,500 420,000 402,500 385,000 367,500 4,462,500
Repayment of Principal:2,219,400 2,169,400 2,049,400 2,811,067 2,461,067 2,461,067 2,461,067 2,136,067 1,836,067 1,681,667 1,681,667 1,281,667 1,281,667 651,667 651,667 651,667 646,667 446,667 100,000 100,000 29,779,600
Join MWRA(partial $3.18m)1 155,000 145,000 145,000 445,000
Join MWRA(full $7.8m) ®2 360,000 360,000 355,000 350,000 1,425,000
Auburn Tank $4.5 mil/20yr 3 205,000 205,000 205,000 205,000 205,000 205,000 205,000 205,000 205,000 205,000 205,000 205,000 205,000 205,000 205,000 205,000 200,000 3,480,000
Auburn Tank $2.0 mil/20yr 3a 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 2,000,000
WM:Hvrhll&Howard ($2.05m)4 -
WM(M):loan to be used 5 -
WM(M) Ph 1 R#1 $4.012mil/10yr 6 -
WM Ph 1 R#2 $1.165mil/10yr 7a 115,000 115,000 230,000
WM Ph 1 R#2 $3.106 mil/10yr 7b 310,000 310,000 310,000 930,000
WM Grove St $1.0mil/5yrs 8 185,000 185,000
WM Gazebo $1.1mil/10yr 9 95,000 95,000 95,000 90,000 90,000 90,000 90,000 645,000
WM Downtown I $2.8 mil/10yr 10a 240,000 235,000 235,000 235,000 235,000 235,000 235,000 1,650,000
WM(M) Downtown I $1.5mil 10b 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,200,000
WM(M) Downtown II $1.544mil 11 154,400 154,400 154,400 154,400 154,400 154,400 154,400 154,400 154,400 1,389,600
Lead Removal (M) $1.5mil 11 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,200,000
Lead Removal (M) Phase II $1.5mil 11a 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,500,000
Replace Meters $2.0mil/8yr 12 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 2,000,000
WM Downtown II $5.2 mil/15yr 13 346,667 346,667 346,667 346,667 346,667 346,667 346,667 346,667 346,667 346,667 346,667 346,667 346,667 346,667 346,667 5,200,000
WM Van Norden $2.8 mill/10yrs 16 280,000 280,000 280,000 280,000 280,000 280,000 280,000 280,000 280,000 280,000 2,800,000
WM Franklin St $3.5 mill/10yrs 17 350,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 3,500,000
Interest on Long Term Debt:416,100 342,925 279,600 895,650 797,567 704,734 614,551 534,543 463,085 392,652 322,219 251,786 193,853 135,920 109,487 83,054 56,671 32,338 10,000 5,000 6,641,730
Join MWRA(partial $3.18m)1 14,900 8,700 4,350 27,950
Join MWRA(full $7.8m) ®2 42,750 28,350 15,825 5,250 92,175
Auburn Tank $4.5 mil/20yr 3 107,525 97,275 87,025 76,775 66,525 56,275 47,050 39,875 34,750 30,650 26,550 22,450 18,350 14,250 10,150 6,050 2,000 743,525
Auburn Tank $2.0 mil/20yr 3a 100,000 95,000 90,000 85,000 80,000 75,000 70,000 65,000 60,000 55,000 50,000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 1,050,000
WM(M) Ph 1 R#1 $4.012mil/10yr 6 -
WM Ph 1 R#2 $1.165mil/10yr 7a 6,900 2,300 9,200
WM Ph 1 R#2 $3.106 mil/10yr 7b 37,200 24,800 12,400 74,400
WM Grove St $1.0mil/5yrs 8 3,700 3,700
WM Gazebo $1.1mil/10yr 9 28,975 24,225 19,475 14,850 10,350 5,850 1,800 105,525
WM Downtown I $2.8 mil/10yr 10a 74,150 62,275 50,525 38,775 27,025 15,275 4,700 272,725
WM(M) Downtown I $1.5mil 10b -
WM(M) Downtown II $1.544mil 10c.-
141
Water Enterprise Fund
Capital Debt
February 2026
Page 4 of 4
Projected ==>Legend: DEBT (Issued); debtani (Approved, Not Issued) and debtna (not yet approved)FY25-44
Water Ent. Fund Capital & Debt FY-2025 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY-2034 FY-2035 FY-2036 FY-2037 FY-2038 FY-2039 FY-2040 FY-2041 FY-2042 FY-2043 FY-2044 TOTAL
Lead Removal (M) $1.5mil 11 -
Lead Removal (M) Phase II $1.5mil 11a
Replace Meters $2.0mil/8yr 12 100,000 87,500 75,000 62,500 50,000 37,500 25,000 12,500 450,000
WM Downtown II $5.2 mil/15yr 13 260,000 242,667 225,334 208,001 190,668 173,335 156,002 138,669 121,336 104,003 86,670 69,337 52,004 34,671 17,338 2,080,030
WM Van Norden $2.8 mill/10yrs 16 140,000 126,000 112,000 98,000 84,000 70,000 56,000 42,000 28,000 14,000 770,000
WM Franklin St $3.5 mill/10yrs 17 175,000 157,500 140,000 122,500 105,000 87,500 70,000 52,500 35,000 17,500 962,500
142
Sewer Enterprise Fund
FY27 Budget
The Sewer Division is responsible for operating municipal sewer collection systems in
accordance with all applicable state, federal, and MWRA regulations governing
wastewater collection and discharge. This includes maintaining and repairing more
than 100 miles of sewer mains and 12 pumping stations, and responding to customer
service requests for individual sewer issues.
Local costs are projected to be down by 19.5% in FY27. For budgeting purposes, the
MWRA assessment is typically estimated to increase annually by 3% over the prior
year's budgeted amount. Due to a transposition error in the FY26 budgeted amount,
the MWRA sewer assessment for FY27 will be reduced by 11.2%. This therefore
reduces the gross budget by 14.1%.
SEWER ENTERPRISE FUND FY26 Budget FY27 Budget FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager Change
Wages 472,743$ 495,185$ 520,100$ 540,800$ 4.0%
Overhead Expenses 195,306$ 230,436$ 254,500$ 279,482$ 9.8%
Operational Expenses 227,901$ 187,091$ 296,500$ 306,500$ 3.4%
General Fund Support 283,567$ 294,885$ 305,207$ 314,383$ 3.0%
Sewer Operational Costs 1,179,517$ 1,207,597$ 1,376,307$ 1,441,165$ 4.7%
Capital 24,812$ 160,190$ 715,000$ 300,000$ -58.0%
Debt 906,625$ 873,725$ 1,035,725$ 327,275$ -68.4%
Sewer Local Costs 2,110,954$ 2,241,512$ 3,127,032$ 2,068,440$ -33.9%
MWRA Assessments 5,245,406$ 5,198,653$ 5,912,971$ 5,250,000$ -11.2%
Sewer Gross Costs 7,356,360$ 7,440,165$ 9,040,003$ 7,318,440$ -19.0%
Use of Financial Reserves (FY27 pending Select Board vote) (1,200,000)$ (1,000,000)$ -16.7%
Sewer Net Costs 7,840,003$ 6,318,440$ -19.4%
Town Meeting votes: 7,318,440$ (314,383)$ 7,004,057$
143
Salaries
There is no change in staffing levels or significant changes in related costs.
Expenses
Local overhead expenses are up 9.8%, driven primarily by increases in retirement
assessments, health insurance, and insurance premiums. General Fund support costs
increased by about 3% according to a methodology developed by the Town
Accountant. Operating costs are up 3.4%. This is driven by increases in
Inflow/Infiltration prevention, safety equipment, sewer station supplies, and sewer
distribution system maintenance. All other operating expense line items are level
funded.
Capital & Debt
Spending consists of paying existing debt and capital items. Capital spending includes
$100,000 for sewer main projects, $110,000 for a pickup truck, and $90,000 for a tow
behind generator.
Debt in the sewer enterprise fund decreased by 7.3% compared with the prior year.
Please refer to the capital plan and debt schedule for more details.
FY26 Budget FY27 Budget FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager Change
Water/Sewer Supervisor 53,040$ 55,374$ 58,600$ 62,100$ 6.0%
Managing/Working Foreperson 75,899$ 80,806$ 85,000$ 88,900$ 4.6%
Senior/Junior Operators 167,604$ 181,937$ 192,800$ 244,000$ 26.6%
Laborers 44,200$ 33,977$ 50,800$ -$ 0.0%
W/S Assistant Collector 33,911$ 35,311$ 36,600$ 9,500$ -74.0%
W/S Admin Specialist -$ -$ -$ 33,700$
Support Staff 30,247$ 31,630$ 32,800$ 34,100$ 4.0%
On Call/Out of Grade 3,000$ 5,400$ 6,000$ 6,000$ 0.0%
Overtime 64,662$ 68,240$ 60,000$ 65,000$ 8.3%
Buyback 180$ 2,511$ -$ -$ 0.0%
Snow Removal -$ -$ (2,500)$ (2,500)$ 0.0%
Sewer EF Wages 472,743$ 495,185$ 520,100$ 540,800$ 4.0%
144
FY26 Budget FY27 Budget FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager Change
Retirement Assessment 80,066$ 110,519$ 122,000$ 131,482$ 7.8%
OPEB Contributions 25,000$ 25,000$ 25,000$ 25,000$ 0.0%
Health Insurance 70,084$ 73,282$ 70,000$ 85,000$ 21.4%
Medicare Payments 3,767$ 3,499$ 12,500$ 12,500$ 0.0%
P/C Insurance Premiums 2,235$ 2,983$ 6,000$ 6,500$ 8.3%
Worker Comp. Ins. Premiums 14,154$ 15,153$ 19,000$ 19,000$ 0.0%
Sewer EF Overhead Expenses 195,306$ 230,436$ 254,500$ 279,482$ 9.8%
Sewer Parts & Maintenance 107,432$ 32,110$ 128,000$ 134,000$ 4.7%
Sewer Supplies & Equipment 17,380$ 83,488$ 54,000$ 56,000$ 3.7%
Sewer Quality & Safety 47,476$ 29,927$ 41,000$ 43,000$ 4.9%
Gas & Utilities 42,154$ 39,052$ 44,500$ 44,500$ 0.0%
Office Supplies & Equipment -$ -$ -$ -$ 0.0%
Professional Development 9,597$ 2,514$ 21,000$ 21,000$ 0.0%
Police Details 3,862$ -$ 8,000$ 8,000$ 0.0%
Sewer EF Operating Exp.227,901$ 187,091$ 296,500$ 306,500$ 3.4%
Wage Support - Adm Services 14,664$ 8,280$ 8,570$ 8,827$ 3.0%
Wage Support - Technology -$ 6,950$ 7,193$ 7,409$ 3.0%
Wage Support - Finance 12,600$ 13,100$ 13,559$ 13,967$ 3.0%
Wage Support - DPW 187,418$ 194,915$ 201,737$ 207,802$ 3.0%
Expense Support - Adm Services 9,558$ 700$ 725$ 747$ 3.0%
Expense Support - Technology -$ 9,240$ 9,563$ 9,850$ 3.0%
Expense Support - Finance 2,590$ 2,700$ 2,795$ 2,884$ 3.2%
Expense Support - DPW 56,737$ 59,000$ 61,065$ 62,897$ 3.0%
Sewer EF Genl Fund Support 283,567$ 294,885$ 305,207$ 314,383$ 3.0%
145
Sewer Enterprise Fund
Capital + Debt
February 2026
1 of 2
3/9/2026 11:25 Legend: DEBT (Issued); debtani (Approved, Not Issued) and debtna (not yet approved)FY25-36
Sewer Ent. Fund Capital & Debt FY-2025 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY-2034 FY-2035 FY-2036 FY-2037 TOTAL
Sewer Capital 675,000 715,000 300,000 130,000 375,000 350,000 625,000 125,000 125,000 275,000 1,800,000 - 5,495,000
Sewer Debt 873,575 596,525 327,275 1,095,825 1,469,825 1,395,325 1,342,350 1,190,500 1,146,250 777,000 749,000 414,000 11,377,450
Total Capital & Debt 1,548,575 1,311,525 627,275 1,225,825 1,844,825 1,745,325 1,967,350 1,315,500 1,271,250 1,052,000 2,549,000 414,000 16,872,450
Sewer CAPITAL 675,000 715,000 300,000 130,000 375,000 350,000 625,000 125,000 125,000 275,000 1,800,000 - 6,030,000
Sewer Main projects 75,000 75,000 100,000 100,000 100,000 100,000 125,000 125,000 125,000 125,000 150,000 1,350,000
Station: Chas St. $2.4mil/8yrs 2 debt -
Station: Sturges $2 mil/5yrs 4 debt debt -
Station: Sturges additional funding -
Station: Joseph's Way $1.5 mil ($1 million debt 5 yrs)6 125,000 debtna debtna debtna debtna debtna 125,000
Station: Brewer Lane $1.5 mil (1 million debt 5yrs)7 125,000 debtna debtna debtna debtna debtna 125,000
Station: Collins Ave. $1.775mill. ($1.5 mill. debt over 10 yrs)275,000 debtna debtna debtna debtna debtna debtna 275,000
Portable Generator - Collins $30k 30,000 30,000
Station: Small Lane $1.4 mill ($1.15 million debt 10 years)250,000 debtna debtna debtna debtna debtna 250,000
Station: Grove St. $1.67mil ($1.5 debt over 10 years)270,000 debtna debtna debtna debtna debtna debtna debtna debtna debtna 270,000
Station: Strout Ave. $1.67 mil ($1.5 debt over 10 years)270,000 debtna debtna debtna debtna debtna debtna debtna debtna debtna 270,000
SCADA Upgrade
Portable Generator - Grove $30k -
Station: Longwood Rd. $200k 200,000
Station: Pitman Drive $1.8mil 150,000 1,650,000 1,800,000
MWRA Inflow & Infiltration debt debt debt debt debt debt debt debt debt debt debt debt -
Downtown Improve II design -
Downtown Improve II $1.0mil/10yrs 3 debt debt debt debt debt debt debt -
Downtown Improve II add'l funding -
Meter Replacements $2.0mil/8yrs 5 debtna debtna debtna debtna debtna debtna debtna debtna -
S-02 Pickup #8 (2016)110,000 110,000
S-03 Pickup #6 (2020)100,000 100,000
S-04 Pickup #10 (2020)100,000 100,000
S-05 Pickup #17 (2015)100,000 100,000
S-06 Truck #17 (2015)300,000 300,000
S-07 Vacuum Truck #1 (split w/StWtr 2018)425,000 425,000
S-08 Vacuum Truck (split w/StWtr)350,000 350,000
S-10 Portable Pump - trailer (2020)-
S-11 Generator Tow behind (1994)90,000 90,000
Engineering Vehicle (split w/Wtr)35,000 35,000
Sewer DEBT 873,575 596,525 327,275 1,095,825 1,469,825 1,395,325 1,342,350 1,190,500 1,146,250 777,000 749,000 414,000 11,377,450
MWRA Inflow & Infiltration 1 68,200 68,200 68,200 26,000 26,000 256,600
Station: Charles St. $2.4mil/8yrs 2 280,800 280,800
Downtown Improve II $1.0mil/10yrs 3 111,575 107,325 218,900
Station: Sturges $2 mil/5yrs 4 387,000 369,000 756,000
Meter Replacements $2.0mil/8yrs 5 350,000 337,500 325,000 312,500 300,000 287,500 275,000 262,500 - 2,450,000
Station: Joseph's Way $1.03mil ($915k debt 5 yrs)6 - - 77,500 224,750 217,000 209,250 201,500 193,750 186,000 178,250 170,500 1,658,500
Station: Brewer Lane $1.03mil (915k debt 5yrs)7 - - 77,500 224,750 217,000 209,250 201,500 193,750 186,000 178,250 170,500 1,658,500
146
Sewer Enterprise Fund
Capital + Debt
February 2026
2 of 2
Station: Collins Ave. $1.75m ($1.625 million debt over 5 yrs)406,250 390,000 373,750 357,500 341,250 1,868,750
Repayment of Principal:809,200 565,200 309,200 827,000 1,152,000 1,126,000 1,121,000 1,015,000 1,015,000 690,000 690,000 414,000 9,733,600
MWRA Inflow & Infiltration P7 1a -
MWRA Inflow & Infiltration P9 1c 42,200 42,200 42,200 126,600
MWRA Inflow & Infiltration P11 1d 26,000 26,000 26,000 26,000 26,000 130,000
MWRA Inflow & Infiltration P12 1d 26,000 26,000 26,000 26,000 26,000 26,000 26,000 182,000
MWRA Inflow & Infiltration P13 104,000 104,000 104,000 104,000 104,000 104,000 104,000 104,000 104,000 104,000 1,040,000
MWRA Inflow & Infiltration P14 1d 26,000 26,000 26,000 26,000 26,000 26,000 26,000 26,000 26,000 26,000 260,000
Station: Chas St. $2.4mil/8yrs 2 270,000 270,000
Downtown Improve II $1.0mil/10yrs 3 85,000 85,000 85,000 85,000 85,000 85,000 80,000 590,000
Station: Sturges $2 mil/5yrs 4 360,000 360,000 720,000
Meter Replacements $2.0mil/8yrs 5 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 2,000,000
Station: Joseph's Way $1.675mil ($1.55 mill debt 10 yrs)6 155,000 155,000 155,000 155,000 155,000 155,000 155,000 155,000 155,000 155,000 1,550,000
Station: Brewer Lane $1.675mil ($1.55 mill debt 10 yrs)7 155,000 155,000 155,000 155,000 155,000 155,000 155,000 155,000 155,000 155,000 1,550,000
Station: Collins Ave. $1.75m ($1.625 million debt over 5 yrs)325,000 325,000 325,000 325,000 325,000 1,625,000
Interest on Long Term Debt:64,375 31,325 18,075 268,825 317,825 269,325 221,350 175,500 131,250 87,000 59,000 1,643,850
MWRA Inflow & Infiltration 1 -
Station: Chas St. $2.4mil/8yrs 2 10,800 10,800
Downtown Improve II $1.0mil/10yrs 3 26,575 22,325 18,075 13,825 9,575 5,325 1,600 97,300
Station: Sturges $2 mil/5yrs 4 27,000 9,000 36,000
Meter Replacements $2.0mil/8yrs 5 100,000 87,500 75,000 62,500 50,000 37,500 25,000 12,500 450,000
Station: Joseph's Way $1.675 mil ($1.55 mill debt 10 yrs)6 77,500 69,750 62,000 54,250 46,500 38,750 31,000 23,250 15,500 7,750 426,250
Station: Brewer Lane $1.675 mil ($1.55 million debt 10 yrs)7 77,500 69,750 62,000 54,250 46,500 38,750 31,000 23,250 15,500 7,750 426,250
Station: Collins Ave. $1.75m ($1.625 million debt over 5 yrs)81,250 65,000 48,750 32,500 16,250 243,750
147
Storm Water Enterprise Fund
FY27 Budget
The Storm Water Division is responsible for constructing, maintaining, and repairing
all catch basins and storm drainage systems throughout the Town. Starting in FY27, all
wages and expenses for the stormwater division shall become part of the Enterprise
Fund as a mechanism to reduce expenditures in the General Fund.
Salaries
While there is no change in staffing levels for FY27 within the stormwater division, all
wages formerly found under Stormwater General Fund will now be incorporated within
the Stormwater Enterprise Fund resulting in an increase to wages of 143%.. All wage
increases follow contractual obligations.
STORM WATER ENTERPRISE FUND FY26 Budget FY27 Budget FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager Change
Wages 121,591$ 75,034$ 131,300$ 319,900$ 143.6%
Overhead Expenses 19,481$ 20,633$ 32,000$ 42,500$ 32.8%
Operational Expenses 26,504$ 33,572$ 111,000$ 114,000$ 2.7%
General Fund Support 113,375$ 117,920$ 122,047$ 125,711$ 3.0%
Storm Water Operational Costs 280,951$ 247,158$ 396,347$ 602,111$ 51.9%
Capital 99,632$ 3,428$ 200,000$ 200,000$ 0.0%
Debt 136,907$ 111,575$ 107,325$ 103,075$ -4.0%
Storm Water Local Costs 517,489$ 362,161$ 703,672$ 905,186$ 28.6%
MWRA Expenses -$ -$ -$ -$ 0.0%
Storm Water Gross Costs 517,489$ 362,161$ 703,672$ 905,186$ 28.6%
*Use of Financial Reserves (FY27 pending Select Board vote)(75,000)$ (275,000)$ 0.0%
Storm Water Net Costs 628,672$ 630,186$ 0.2%
Town Meeting votes: 905,186$ (125,711)$ 779,475$
*suggested use of $275,000 of $.83 million of reserves to keep rates unchanged
FY26 Budget FY27 Budget FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager Change
Supervisor - - - 22,700$
Working Forement - - - 14,900$
Senior/Junior Operators 62,733$ 66,774$ 125,300$ 202,600$ 61.7%
Laborers 48,184$ 1,001$ -$ 54,500$
Mechanic -$ -$ -$ 8,700$
On Call/Out of Grade -$ 300$ 1,000$ 2,500$ 150.0%
Overtime 10,675$ 6,958$ 5,000$ 14,000$ 180.0%
Storm Water EF Wages 121,591$ 75,034$ 131,300$ 319,900$ 143.6%
148
Expenses
Local overhead expenses increased by 32.8%, as shown in the table below, and are
driven primarily by increases in health insurance and Medicare payments.
General Fund support costs increased by 3% according to a methodology developed
by the Town Accountant. Operating costs are up 2.7%. This is due to the $3,000 in
supplies/equipment (level-funded) formerly in the Stormwater General Fund, which
were transferred to the Stormwater Enterprise Fund. All other operating expense line
items remain level-funded.
FY26 Budget FY27 Budget FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager Change
Retirement Assessment -$ -$ 2,000$ 2,000$ 0.0%
OPEB Contributions 10,500$ 10,500$ 10,500$ 10,500$ 0.0%
Legal Expenses -$ -$ -$ -$ 0.0%
Health Insurance 7,138$ 8,077$ 17,000$ 25,000$ 47.1%
Medicare Payments 1,843$ 2,056$ 2,500$ 5,000$ 100.0%
Storm Water Overhead Expenses 19,481$ 20,633$ 32,000$ 42,500$ 32.8%
FY26 Budget FY27 Budget FY26-27
FY24 Actual FY25 Actual Town Meeting Town Manager Change
Drainage Maintenance 3,629$ 10,551$ 23,000$ 23,000$ 0.0%
St. Water Supplies & Equip.14,062$ 14,674$ 69,000$ 72,000$ 4.3%
St. Water Quality & Safety 496$ 2,654$ 5,000$ 5,000$ 0.0%
Gas & Utilities 4,603$ 4,772$ 10,000$ 10,000$ 0.0%
Professional Development 3,713$ 921$ 4,000$ 4,000$ 0.0%
Storm Water EF Operating Exp.26,504$ 33,572$ 111,000$ 114,000$ 2.7%
Wage Support - Adm Services 5,881$ 6,120$ 6,334$ 6,524$ 3.0%
Wage Support - Technology -$ -$ -$ -$ 0.0%
Wage Support - Finance 5,049$ 5,250$ 5,433$ 5,597$ 3.0%
Wage Support - DPW 97,614$ 101,530$ 105,084$ 108,237$ 3.0%
Expense Support - Adm Services 3,791$ 3,940$ 4,078$ 4,202$ 3.0%
Expense Support - Technology -$ -$ -$ -$ 0.0%
Expense Support - Finance 1,040$ 1,080$ 1,118$ 1,151$ 3.0%
Expense Support - DPW -$ -$ -$ -$ 0.0%
Storm Water EF Genl Fund Support 113,375$ 117,920$ 122,047$ 125,711$ 3.0%
149
Capital & Debt
Spending consists of paying existing debt and capital items. In FY27, $200,000 is
requested for drainage improvements.
Debt expenses are down by 4% from the prior year.
Please refer to the capital plan and debt schedule for more details.
150
Storm Water Enterprise Fund
Capital + Debt
February 2026
1 of 1
Legend: DEBT (Issued); debtani (Approved, Not Issued) and debtna (not yet approved)FY25-35 FY33-35 not shown
Storm Water Ent. Fund Capital & Debt FY-2025 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY-2034 FY-2035 TOTAL
Storm Water Capital 650,000 200,000 200,000 200,000 200,000 200,000 200,000 300,000 300,000 300,000 300,000 3,050,000
Storm Water Debt 111,575 107,325 103,075 98,825 94,575 90,325 81,600 - - - - 687,300
Total Capital & Debt 761,575 307,325 303,075 298,825 294,575 290,325 281,600 300,000 300,000 300,000 300,000 3,737,300
Storm Water CAPITAL 650,000 200,000 200,000 200,000 200,000 200,000 200,000 300,000 300,000 300,000 300,000 3,050,000
Drainage Improvm. (projects)200,000 200,000 200,000 200,000 200,000 200,000 200,000 100,000 100,000 300,000 300,000 2,200,000
Downtown Improve II $1.0mil/10yrs 1 debt debt debt debt debt debt debt -
Memorial Park project (lining)-
Drainage Master Plan 100,000 100,000
Maillet Sommes Project -
Saugus River Design/Permit 200,000 200,000
Saugus Rvr Improvements TBD 3 -
Aberjona River Design/Permit 200,000 200,000
Aberjona Rvr Improvements TBD 4 -
S-07 Vacuum Truck #1 (split with Sewer)-
S-08 Vacuum Truck #2 (split with Sewer)350,000 350,000
SW-02 Catch Basin truck (2020)-
SW-03 Sweeper (2020)-
SW-04 Mini Excavator (2012)-
SW-05 Trailer for mini ex. (2012)-
Storm Water DEBT 111,575 107,325 103,075 98,825 94,575 90,325 81,600 - - - - 687,300
Downtown Improve II $1.0mil/10yrs 1 111,575 107,325 103,075 98,825 94,575 90,325 81,600 - - - - 687,300
DPW Bldg Project/25 yrs TBA 2 -
Saugus Rvr Improvements TBD 3 -
Aberjona Rvr Improvements TBD 4 -
-
Repayment of Principal:85,000 85,000 85,000 85,000 85,000 85,000 80,000 - - - - 590,000
Downtown Improve II $1.0mil/10yrs 1 85,000 85,000 85,000 85,000 85,000 85,000 80,000 590,000
Saugus Rvr Improvements TBD 3 -
Aberjona Rvr Improvements TBD 4 -
-
Interest on Long Term Debt:26,575 22,325 18,075 13,825 9,575 5,325 1,600 - - - - 97,300
Downtown Improve II $1.0mil/10yrs 1 26,575 22,325 18,075 13,825 9,575 5,325 1,600 97,300 DPW Bldg Project/25 yrs TBA 2 -
Saugus Rvr Improvements TBD 3 -
Aberjona Rvr Improvements TBD 4 -
151
PEG Cable Access Enterprise Fund
FY27 Budget
The Public, Educational, and Governmental (PEG) Cable Access enterprise fund
receives quarterly revenue from Reading’s cable providers (Comcast and Verizon).
These funds are earmarked for PEG cable access. The Town does not have an
established department to provide PEG services. Over the last 20+ years, the Town has
outsourced PEG services to RCTV. Appropriating these funds will allow the Town to
use PEG access fees collected from its cable providers to support the necessary PEG
services.
In prior years, the PEG Access fees were collected by the Town and paid to RCTV
through an Agency fund. The Massachusetts Department of Revenue now requires that
these funds be appropriated by Town Meeting.
Reading Community Television Inc. (RCTV) was incorporated in 1998 as a non-profit
organization in Massachusetts pursuant to cable television renewal license agreements
for the Town of Reading. RCTV’s purpose is to operate Public, Educational, and
Governmental (PEG) access channels, manage the annual funding thereof, conduct
Projected Projected
FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY27 5 yr Ave 10 Yr Ave
Comcast 233,001 248,340 261,345 279,553 286,324 282,892 306,204 305,728 314,101 321,890 314,303 292,704 292,000 282,000 309,745 296,504
Comcast Captial - - - - - 97,500 32,500 32,500 32,500 - - - - - 13,000 19,500
Verizon 284,657 298,382 303,624 303,583 297,655 284,055 270,740 248,253 236,753 222,021 224,963 228,179 228,000 225,000 232,034 261,983
Verizon Captial - - - - - - - - 48,750 48,750 48,750 - - - 29,250 14,625
Total 517,658 546,722 564,969 583,136 583,979 664,447 609,443 586,481 632,104 592,661 588,016 520,883 520,000 507,000 584,029 592,612
PEG ACCESS REVENUES RECEIVED
-
50,000
100,000
150,000
200,000
250,000
300,000
350,000
FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY27
Comcast
Comcast Captial
Verizon
Verizon Captial
Projected FY27 BUDGET FY26-27
FY23 Actual FY24 Actual FY25 Actual FY26 Town Manager Change
GENERAL FUND SUPPORT 1,000$ 1,000$ 1,000$ 1,000$ 1,000$ 0.0%
PROFESSIONAL SERVICES 592,662$ 587,017$ 519,883$ 519,000$ 506,000$ -2.5%
PEG EXPENSES 593,662$ 588,017$ 520,883$ 520,000$ 507,000$ -2.5%
152
training programs in the skills necessary to produce quality PEG access programming,
establish rules, procedures, and guidelines for the use of PEG access channels, provide
publicity, fundraising, outreach, and other support services to PEG access users, and
produce or assist PEG users in the production of original, noncommercial use video
programming of interest to subscribers focusing on town issues, events and activities.
153
Landfill Enterprise Fund
FY27 Budget
The Town Meeting created the Landfill enterprise fund on December 9, 2002, to
establish a financial assurance mechanism in accordance with Department of
Environmental Protection requirements for the landfill's closure, post-closure
maintenance, and monitoring costs.
During the 30-year post-closure period, the developer shall contribute the estimated
annual post-closure monitoring funds to complete the year's monitoring, not to exceed
$37,000. Any surplus remains in the Enterprise Account until the end of the post-
closure period. This practice ensures compliance with the post -closure requirements
of 310CMR 19.00 for the Landfill.
The Developer must provide monitoring of the Landfill up to and including the $40,000
annual limit, with a 3% cost-of-living adjustment applied each year. The Town's
obligation is appropriately escalated for amounts above $40,000 per year. The Landfill
Post-Closure table below shows the Town's and Developer's expense share. The Town
hasn't had an obligation relative to Landfill monitoring since December 2011.
In prior years, the Town collected contributions to the Landfill Enterprise fund and
treated them like performance deposits within the enterprise fund. Reimbursements
were made to the Developer upon submission of proof of monitoring to the Town. The
Department of Revenue requires these funds to be appropriated by the Town Meeting
because an Enterprise Fund was established. Thus, the Town will annually appropriate
the Developer's performance deposit.
Projected FY27 BUDGET FY26-27
FY23 Actual FY24 Actual FY25 Actual FY26 Town Manager Change
LANDFILL MONITORING REIMB 37,000$ 37,000$ 37,000$ 37,000$ 37,000$ 0.0%
LANDFILL EXPENSES 37,000$ 37,000$ 37,000$ 37,000$ 37,000$ 0.0%
154
Landfill Post Closure Financial Assurance Mechanism
MONTH 6/30/2025
OBLIGATION CALCULATION CASH BALANCE ANALYSIS
A B C D E F G H I J K
Monitoring Date Accrued Savings Property Owner Maximum Total costs Property Owner Share Town share Funds Interest Available cash
Year E-G Obligation Obligation Calendar Year Paid from cash balance F-E (not <0)Received Calendar Year K (From previous year)
from previous year Current Year C+D Invoices Paid Lesser of E or F plus I plus J minus G
January-03 74,000 4,063 78,063
1 January-05 40,000 40,000 47,407 40,000 7,407 40,000 *1,221 79,285
2 January-06 0 41,200 41,200 58,824 41,200 17,624 37,000 3,159 78,244
3 January-07 0 42,436 42,436 56,681 42,436 14,245 37,000 4,838 77,646
4 January-08 0 43,709 43,709 62,097 43,709 18,388 37,000 3,067 74,003
5 January-09 0 45,020 45,020 46,899 45,020 1,878 37,000 770 66,753
6 January-10 0 46,371 46,371 48,434 46,371 2,063 37,000 269 57,650
7 January-11 0 47,762 47,762 55,695 47,762 7,933 37,000 172 47,061
8 January-12 0 49,195 49,195 46,052 46,052 0 37,000 183 38,191
9 January-13 3,143 50,671 53,814 36,670 36,670 0 37,000 104 38,626
10 January-14 17,143 52,191 69,334 45,246 45,246 0 37,000 87 30,467
11 January-15 24,088 53,757 77,845 52,958 52,958 0 37,000 103 14,611
12 January-16 24,887 55,369 80,256 40,435 40,435 0 37,000 195 11,372
13 January-17 39,821 57,030 96,852 49,546 49,546 0 37,000 100 -1,074
14 January-18 47,306 58,741 106,047 37,533 37,533 0 37,000 176 -1,431
15 January-19 68,514 60,504 129,018 36,970 36,970 0 37,000 440 -960
16 January-20 92,048 62,319 154,366 29,097 29,097 0 37,000 193 7,135
17 January-21 125,269 64,188 189,457 44,140 44,140 0 37,000 8 4
18 January-22 105,316 66,114 171,430 37,012 37,012 0 37,000 662 654
19 January-23 134,418 68,097 202,516 37,293 37,293 0 37,000 1,352 1,713
20 January-24 160,190 70,140 230,330 43,051 43,051 0 37,000 6,448 2,110
21 January-25 187,279 72,244 259,524 0 0 0 37,000 1,861 40,971
22 January-26 259,524 74,412 333,935 0 0 40,971
23 January-27 333,935 76,644 410,580 0 0 40,971
24 January-28 410,580 78,943 489,523 0 0 40,971
25 January-29 489,523 81,312 570,835 0 0 40,971
26 January-30 570,835 83,751 654,586 0 0 40,971
27 January-31 654,586 86,264 740,850 0 0 40,971
28 January-32 740,850 88,852 829,701 0 0 40,971
29 January-33 829,701 91,517 921,218 0 0 40,971
30 January-34 921,218 94,263 1,015,481 0 0
*Bills paid directly by developer so
funds were only "effectively" received
155
Capital & Debt Service
Capital Overview
Increased equipment costs are significantly impacting our FY27 capital budget. Our
departments are continuing to see unprecedented purchase price increases and
excessive lead times for construction and equipment.
Each project/purchase has an individual sheet with specific details and itemized
funding sources. We will continue to expand this practice to provide readers with more
detailed descriptions of our annual budget.
The Capital budget for FY27 is $2,961,500, a 27.7% decrease from FY26 funding. This
decrease is due to a temporary reduction in debt and capital spending from 5% to
4.5% to reduce the free cash required to balance the budget.
FY27 Capital (2,961,500); -27.7%
$589,000 for Core Facilities: $50,000 for use by the Permanent Building Committee,
$300,000 for an elevator replacement at Main St. Fire Station, $55,000 for a carpenter’s
pickup truck, $144,000 for an ARC Flash Hazard Study for Town buildings, and $40,000
for doors and windows for schools.
$260,000 for Schools: $10,000 for ongoing phone system work and $250,000 for
large-scale technology projects.
$205,000: $125,000 for Technology for large-scale technology projects, and $80,000
for servers for the town and school building security system.
$510,000 $50,000 for AEDs for police and fire #2, and $60,000 for a rescue tool,
$30,000 breathing air bottles, $20,000 for multi-gas meters, and $350,000 for fire
turnout gear.
$1,397,500 for Public Works: $100,000 for Tractor for Parks #18, $30,000 SKAG
mower, $697,500 for road paving, $100,000 for skim coating & seal crack road repairs;
$120,000 in general curb and sidewalk repairs for pedestrian safety; $50,000 for
general parking lot improvements; $50,000 for general fence improvements;
$100,000 for rock wall repairs; $100,000 for field and court improvements; and
$50,000 for design work for Forest Street crosswalk improvements.
156
Debt Overview
Our debt budget for FY27 is $8,255,087, representing a 250.8% increase from FY26
spending. This significant increase is due to the addition of $5,195,837 in excluded
debt for the Killam and ReCAL projects. This is the first tranche of debt for these
projects. We expect to issue two debt tranches for these projects. The intent is to
structure the second tranche of debt so that it is reflected on the tax rolls in FY29. As
the projects enter the construction phase, we will closely monitor cash flows to ensure
actual spending aligns with the expected timeline and adjust our plans accordingly.
The Town has an AAA bond rating, which enabled it to issue $50 million in debt for the
Killam project and $20 million for the ReCAL project at 3.317% on December 3, 2025.
Debt within the levy continues to be balanced against capital expenditure, and our
FinCom policy is to allocate 5% of the budget to debt and capital. In FY27, 5% was
reduced to 4.5% for one year. This was done to reduce the free cash required to
balance the budget and defer the need for an override by another year.
157
Appendix A
Capital Plan
158
Capital Improvement Plan (CIP)
2/26/2026 12:59 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY-2034 FY-2035 FY-2036 FY26-36
TOTAL CAPITAL REQUESTS 4,176,000 2,961,500 4,454,000 4,800,000 3,684,500 4,549,000 4,953,000 6,429,000 4,492,500 2,224,000 4,445,000 47,168,500
Capital & Debt Policy 5.00%4.48%5.24%5.13%5.00%4.99%5.02%5.03%5.00%5.00%5.00%
Annual Surplus (Deficit)- - - - - - - - 2,287,622 4,873,826 2,978,650
Cumulative Surplus (Deficit)- - - - - - - - 2,287,622 7,161,448 10,140,098
Capital Projects Identified but there is no proposed funding yet in the Capital Plan (shading/boldcrossout indicates a change from last Town Meeting)
3. DPW Bldg improvements (scope changed)
4. Community projects (no formal capital requests yet)
Legend: xDebt has been approved by the voters as excluded from the Prop 2-1/2 levy; debtni has been authorized by Town Meeting but not yet issued; debtna has not yet been authorized by Town Meeting
159
Capital Improvement Plan (CIP)
2/26/2026 12:59 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY-2034 FY-2035 FY-2036 FY26-36
Facilities - CORE 510,000 405,000 1,025,000 400,000 245,000 195,000 105,000 750,000 362,500 - - 3,997,500
Energy (Performance Contract) $4.95mil debt -
Energy Improvements II OPM/Design -
Energy Improvements II $5.0mil/15yr Debt Debt Debt Debt Debt Debt Debt Debt -
Energy (Green Repairs) $1.05mil debt -
Bldg Security - $4.0mil debt Debt Debt Debt Debt Debt -
Bldg Sec. - window film (schools)-
Facilities Master Plan 200,000 200,000
Permanent Bld Committee 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 450,000
RMHS Building project ~$55mil debt -
RMHS Bldg proj - $6 mil Litig. some debt Debt Debt -
RMHS Retaining Wall - $0.5mil debt -
RMHS Lighting Control Upgrade 200,000 200,000
RMHS Turf 2 - $2.225 mil debt Debt Debt Debt Debt Debt -
RMHS Stadium OPM/Design -
RMHS Glycol Reclamation & Installation -
RMHS Building Management System (Green Communities Grant $150k?)-
RMHS Stadium Turf/Track $3 mil/10yr Debt Debt Debt Debt Debt Debt Debt -
RMHS Ropes Course 97,500 97,500
RMHS/RISE playground design -
RMHS/RISE playground improvements -
RMHS Fldhouse floor/bleachers $3.2 mil TBD debt ($200K design; $3.0 mil project )Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt -
Parker MS roof project OPM/design -
Parker MS Roofing project $2.7mil/10yr Debt Debt Debt Debt Debt Debt Debt -
Parker MS Auditorium Lighting Upgrade 230,000 230,000
Coolidge MS roof project design 450,000 450,000
Coolidge MS Roofing project $3.7mil/10yr Debtna Debtna Debtna Debtna Debtna -
Modular Classrooms $1.2m debt -
Killam Building project $130,011,783/ $85,829,556 Town's app share 20 years xDebt xDebt xDebt xDebt xDebt xDebt xDebt xDebt xDebt xDebt -
Barrows/Wd End Bldg projects $0.8mil debt -
-
Birch Meadow ES roof project design 230,000 230,000
Birch Meadow Roofing project $1.9 mil/10yr Debtna Debtna Debtna Debtna -
Library Building project $18.4 mil debt -
Police Sta. project $1.5mil/10yr Debt Debt Debt Debt Debt Debt Debt -
Fire Station #1 Main Street Elevator Replacement 300,000 300,000
Town Hall Roofing project design $55k design and $550k (slate and asphalt shingels)design 55,000 550,000 605,000
Town Hall Upper Roof Project $30k (rubber)30,000
Town Hall Restroom Improvements -
Town Hall Elevator Replacement 325,000 325,000
Police Station . Roof $15k design and $150k design 15,000 150,000 165,000
Reading Center for Active Living $27.9 mil/15 years xDebt xDebt xDebt xDebt xDebt xDebt xDebt xDebt xDebt xDebt -
Community Center Heating System $700k -
DPW Garage Roof Project $102k design and $1.3 million -
DPW Bldg project TBD -
160
Capital Improvement Plan (CIP)
2/26/2026 12:59 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY-2034 FY-2035 FY-2036 FY26-36
Electrician Van Ford E350 Econoline (2014)55,000 55,000
Carpenter's Pickup Ford F-350 (2013)55,000 55,000
Carpenter's Cut-away Van (2017)60,000 60,000
Plumber's Cut-away Van (2017)60,000 60,000
Pickup Truck Chevy 2500HD (2016)10 75,000 75,000
Pickup Truck Chevy 2500HD (2017)10 75,000 75,000
2019 Ford Transit Van 10 55,000 55,000
2021 Bobcat L28 Mini Loader (15 years)10 - 100,000 100,000
Bobcat Skid S130 (2008)15 65,000 65,000
Bobcat Utility UV56 (2024)15 115,000 115,000
Buildings - Schools (Total)120,000 40,000 - 145,000 40,000 205,000 875,000 100,000 1,100,000 - - 2,625,000
Arc Flash Hazard Study 105,000 105,000
HVAC - Elementary schools Barrows -> 80,000 775,000 855,000
design(yr1)/project(yr2)Wood End ->100,000 1,100,000 1,200,000
Coolidge MS HVAC - Steam Traps Coolidge ->75,000 75,000
Coolidge Generator 125,000 125,000
Carpet/Flooring 70,000 60,000 130,000
Doors & Windows 40,000 40,000 40,000 120,000
Birch Meadow Food Service Line - paid by School Lunch Revolving fund -
Barrows Food Service Line - paid by School Lunch Revolving fund -
Wood End Water Heater 15,000 15,000
Parker Carpet/Flooring -
Buildings - Town (Total)50,000 144,000 164,000 - 30,000 - - 303,000 - - - 691,000
Arc Flash Hazard Study 144,000 144,000
DPW Garage Generator 164,000 164,000
Police Department Generator 303,000 303,000
RTH-01 Reading Town Hall AC Unit Replacement 50,000 50,000
Carpet/Flooring 30,000 30,000
Doors & Windows -
161
Capital Improvement Plan (CIP)
2/26/2026 12:59 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY-2034 FY-2035 FY-2036 FY26-36
Schools - General 160,000 260,000 260,000 735,000 260,000 300,000 260,000 310,000 260,000 225,000 225,000 3,255,000
Food Service Van E-250 (2014)-
Driver's Education Vehicle (2014)-
Card readers for all the schools -
Vehicle Barriers for all schools 475,000 475,000
Bob Utility UV34 (2021)50,000 50,000
Courier Vehicle (2019)40,000 40,000
District-wide Telephone systems 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 90,000
Design for Technology wiring projects -
District-wide Technology Wiring projects -
District-wide Technology projects 150,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 225,000 225,000 2,600,000
Technology 100,000 205,000 150,000 158,500 150,000 166,000 175,000 175,000 200,000 200,000 200,000 1,879,500
Water Tank Town telco equip replace/relocate -
Remote access multi factor authentication -
Internal segmentation firewall -
Servers for building security system for towns and schools 80,000 80,000
CAD System (Computer Aided Dispatch)-
Firewall Upgrade -
GIS flyover - planimetrics -
Technology projects 100,000 125,000 150,000 158,500 150,000 166,000 175,000 175,000 200,000 200,000 200,000 1,799,500
Admin Services - - - 60,000 - - - - - - 20,000 80,000
Election Ballot Tabulators 60,000 60,000
Election Ballot Tabulators 20,000 20,000
Finance - - - - - - - 600,000 - - - 600,000
Financial System 600,000 600,000
Library - - - - - - - - - - - -
Equipment - - - - - - - - - - - -
Public Services 150,000 - - - - 220,000 250,000 335,000 325,000 - - 1,280,000
Maillett Sommes Morgan $1.0mil/10yrs Debt Debt Debt Debt Debt Debt Debt Debt -
Downtown Improvements II $4.0mil/ 20yrs Debtna Debtna Debtna Debtna Debtna Debtna Debtna Debtna Debtna -
Downtown Improvements II $3.75 mil Bond Bill -
Downtown Energy Efficient projects -
PARC: Kiosks(4) handheld devices(2)-
Land Use planning (CC & Symonds)-
Sr/Community Center planning -
Parks & Fields space study -
Rehab Playgrounds Program -
Sturges -
162
Capital Improvement Plan (CIP)
2/26/2026 12:59 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY-2034 FY-2035 FY-2036 FY26-36
Birch Meadow Master Plan -
Birch Meadow Master Plan Design -
Phase 1 $2.3 mill ($1.5mil ARPA grant & $800k debt)-
Support & general Circulation $750k-$1.2mil -
Imagination Station Parking $450-550k -
Phase 2 $2.14mil/10yr debt ($245k design)Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt -
Lacrosse Wall $100-150k -
Tennis Courts, Playground, Parking $800k-$1.0mil -
Basketball Courts $500-650k -
Phase 2A Driscoll Field Lighting (Birch Meadow) $500k Debtna Debtna Debtna Debtna Debtna
Phase 3 $1.6mil/10yr debt -
Morton Field improvements $600-950k -
Castine Field $75-100k -
Higgins Farm Conserv Area $100-150k -
Birch Meadow Drive Improvements $250-400k -
Phase 4 $6.0mil/10yr debt -
Softball/Multi purpose new turf field $3.2-3.6mil -
Coolidge Field turf $2.2-2.4 mil.-
Artificial Turf @Parker MS (replace) design to 2027 debt 2028 $1.7 mill 10 yrs 150,000 Debtna Debtna Debtna Debtna Debtna Debtna Debtna Debtna Debtna Debtna 150,000
Pickleball Courts $1.50 million (225k donations)(100k FY26 Capital)($200k Ice Arena Fund) Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt -
Barrows Basketball, Tennis Court and Playground Replacement ($2.3 million)Debtna Debtna Debtna Debtna Debtna Debtna Debtna Debtna -
Killam Field improve, drainage, repaving ($350k) held for Killam project decision -
Wood End Field Repairs 325,000 325,000
(*) below indicates $950k in state bond bill details TBA ($805k identified below)-
*Wash Pk:Replace backstop & shift field 150,000 150,000
*Wash Pk:Walking Paths 100,000 100,000
*Mem Pk: Replace Band Stand 50,000 50,000
*Mem Pk:Court resurface 20,000 20,000
*Symonds:Replace backstop 150,000 150,000
*Hunt Pk:Replace backstop 125,000 125,000
Sturges Pk:Tennis court repairs 75,000 75,000
Sturges Pk:Basketball court repairs 85,000 85,000
Sturges Pk:Backstop repairs 50,000 50,000
Public Safety - Fire/EMS 1,610,000 485,000 1,005,000 - 200,000 485,000 350,000 766,000 - - 2,100,000 7,001,000
Ladder Trk #1 (2008: $800k, next FY22) (15 years)-
Ladder Truck & Equipment -
Pumper Eng #1 (2010-$525k; next FY30)Debtna -
Pumper Eng #2 (2007-$410k; next FY25)1,300,000 1,300,000
163
Capital Improvement Plan (CIP)
2/26/2026 12:59 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY-2034 FY-2035 FY-2036 FY26-36
Pumper Eng #3 (2016 $630k; next FY36)1,700,000 1,700,000
Pumper Eng #4 (2020 $800k; next FY40)-
Ambulance #1 (2017- 10 yrs)500,000 500,000
Ambulance #2 (2010 - 10yrs) & equip 575,000 575,000
Ambulance equipment 45,000 45,000 90,000
Passenger Car#1 (2023 - 10yrs)75,000 75,000
Passenger Car#2 (2022 - 10yrs)75,000 75,000
Passenger Car#3 (2023 - 10yrs)71,000 71,000
Passenger Car#4 (2018 - 10yrs)85,000 85,000
Pickup Truck #1 (2019 - 10yrs)85,000 85,000
Pickup Truck #2 (2012 - 10yrs)80,000 80,000
Alarm Truck (2023 - 20yrs)-
ALS Defibrillator Monitor (2026 - 10yrs) transition Zoll Monitor System 310,000 - 400,000 710,000
BLS AEDs (2020-8yrs)25,000 - 25,000
Rescue Tool 60,000 60,000
Simulation Mannequin for Training 300,000 300,000
Breathing Apparatus (2017-12yrs)400,000 400,000
Breathing Air Compressor -
Breathing Air Bottles 30,000 30,000
CPR Compression Device 20,000 20,000
Thermal Imaging (2018 - 10yrs)60,000 60,000
Fire Hose 40,000 40,000
Multigas meters 20,000 20,000
Turnout Gear (2022 - 5yrs)350,000 350,000 700,000
Public Safety - Police/Dispatch - 25,000 - 80,000 222,000 - - 680,000 65,000 144,000 - 1,216,000
Police Unmarked Vehicles 80,000 80,000 160,000
Police Parking Enforcement Vehicle (2024)65,000 65,000
Police equipment (tasers) (7 years) ( 2021)192,000 192,000
Firearms Replacement (12 years) (2023)144,000 144,000
Radios (Police & Fire 2022 - 12yrs)600,000 600,000
Dispatch Center Equipment Upgrade (2019)-
AEDs 25,000 30,000 55,000
Public Works - Equipment 300,000 130,000 515,000 1,746,500 1,162,500 1,418,000 1,420,000 810,000 580,000 55,000 300,000 8,437,000
Large Trucks Life 275,000 - 515,000 - 600,000 740,000 1,070,000 240,000 3,440,000
C-03 Dump Truck C3 (2016)10 140,000 140,000
C-04 Dump Truck C2 (2012)10 120,000 120,000
H-05 Small Dump Truck #7 (2012)10 120,000 120,000
H-06 Aerial Pickup Truck #14 (2017)10 100,000 100,000
H-07 Truck #10 (2018)15 240,000 240,000
H-08 Truck #9 - Sander (2017)15 275,000 275,000
H-09 Truck #8 - 10 wheeler (2016)15 245,000 245,000
H-10 Truck #22 -Sander (2015)15 275,000 275,000
164
Capital Improvement Plan (CIP)
2/26/2026 12:59 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY-2034 FY-2035 FY-2036 FY26-36
H-11 Truck #4 - Sander (2014)15 275,000 275,000
H-12 Truck #16 - Sander (2011)15 300,000 300,000
H-14 Truck #3 - Sander (2010)15 300,000 300,000
H-15 Truck #5 (2008)15 300,000 300,000
H-16 Truck # 7 (2024)15 250,000 250,000
H-17 Truck # 11 (2024)15 250,000 250,000
H-18 Truck #19 - Sander (2007)15 275,000 275,000
H-19 Truck #18 - Sander (2006)15 275,000 275,000
P-03 Dump truck #24 Parks (2017)15 100,000 100,000
P-04 Dump truck #12 Parks (2015)15 100,000 100,000
Pick-ups/Cars/Vans - - - 995,000 - - - 345,000 280,000 - - 1,620,000
C-02 Pickup Ford Utility #C1 (2014)10 100,000 100,000
C-06 Cem. #4 Ford SUV (2024)10 60,000 60,000
CAR 2 Ford Escape (2016)10 65,000 65,000
CAR 1 Car #3 Hyundia Sante FE HYBRID (2023)10 60,000 60,000
E-01 Chevy Traverse (2019)10 65,000 65,000
F-02 Pickup Chevy #9 Parks (2023)10 110,000 110,000
H-01 Pickup #16 (2015)10 100,000 100,000
H-02 Pickup #18 (2024)10 110,000 110,000
H-03 Pickup #4 (2020)10 120,000 120,000
H-04 Pickup Ford Utility #11 (2014)10 120,000 120,000
M-02 Pickup #1 (2020)10 175,000 175,000
E-03 Ford Escape (2017)10 65,000 65,000
P-02 Pickup Ford #2 Parks (2015)10 120,000 120,000
R-01 Recreation Van (2014)10 80,000 80,000
EHS-01 Elder Service Van (2016)10 80,000 80,000
EHS-02 Elder Service Van (2018)10 80,000 80,000
C-01 Pickup (2024)10 110,000 110,000
Backhoes/Loaders/Heavy Equipment - 100,000 - 300,000 550,000 60,000 - - 300,000 - - 1,310,000
C-07 Backhoe Loader (2020)10 150,000 150,000
H-20 Loader JD 624 (2020)10 250,000 250,000
H-21 Loader JD 624 (2017)10 300,000 300,000
H-48 Loader JD624 (2024)10 300,000 300,000
H-22 Backhoe JD 710L HWY (2020)10 150,000 150,000
H-23 Bobcat Loader (2015)10 -
P-05 Ventrac tractor (2020)10 60,000 60,000
P-06 Tractor JD4520 (Parks) (2012)15 100,000 100,000
Specialty Equipment - Heavy Duty - - - 180,000 - 163,000 350,000 - - - 300,000 993,000
F-04 Bucket Truck #21 Forestry (2024)15 300,000 300,000
F-05 Log LoaderTruck #23 (2008)15 350,000 350,000
F-06 Chipper Truck #23A (2024)15 -
H-24 Forklift (2016)15 -
165
Capital Improvement Plan (CIP)
2/26/2026 12:59 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY-2034 FY-2035 FY-2036 FY26-36
H-25 Crawler Dozer (2003)15 -
H-26 Snow Primoth SW4S (2016)15 113,000 113,000
H-27 Snow Trackless (2015)15 180,000 180,000
H-28 Snow Holder #1 c992 (2015)15 -
H-29 Snow Holder #2 c480 (2013)15 -
H-31 Leeboy Pavement Sprd (2014)15 -
H-32 Hamm Roller, Large (2014)15 -
H-33 Hamm Roller, Small (2016)15 50,000 50,000
H-34 Leeboy Roller, Small (1998)15 -
H-41 Screener (2018)15 -
I-50 Vehicle Lift Replacement 15 -
Blower unit for Loader 15 -
W-23 Sicard HD Snowblower (1999)-
Specialty Equipment - Light Duty 25,000 - - 10,000 - 445,000 - 225,000 - 55,000 - 760,000
C-14 SmithCo 48" Sweeper (2025)10 55,000 55,000
C-15 SKAG Leaf Vac (Cem) (2015)10 25,000 25,000
C-16 Carmate Trailer (2019)20,000 20,000
C-17 Big Tex Trailer (2013)10,000 10,000
E-00 Engineering Plotter (15 yrs)25,000 25,000
F-06 Woodman Chipper (2004) kept as backup when 2018 purchased 225,000 225,000
F-06 Vemeer Chipper (2018)225,000 225,000
F-08 Stump Grinder new (2021) (replace 20 yrs)20 -
F-09 Trailer Dump Trailer (2015)50,000 50,000
F-10 Truck Mount Sprayer 500gal (2015)20,000 20,000
H-35 Tack Machine for Paving (2004)-
H-36 Curb-builder for Paving (2010)-
H-37 HotBox for Paving (2020)-
H-38 Cement Mixer Tow Behind (2005)-
H-39 Mobile Compressor (1) (2019)10 -
H-40 Mobile Compressor (2) (2020)-
H-42 Trailer (2012)-
H-43 Trailer, Roller (1998)-
H-44 Eager beaver Trailer #2 (1996)-
P-11 Smithco SuperStar (2016)15 30,000 30,000
P-12 Smithco 60 Turf Sweeper (2016)15 40,000 40,000
P-14 Leaf Vac SKAG (2016)25,000 25,000
P-15 Trailer (2016)10,000 10,000
166
Capital Improvement Plan (CIP)
2/26/2026 12:59 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY-2034 FY-2035 FY-2036 FY26-36
P-16 Trailer (2013)-
F-11 Trailer (stump grinder) (2022)-
P-18 Trailer Enclosed (2007)-
R-01 Rubbish Barrells for automated pickup -
Lawnmowers - 30,000 - 261,500 12,500 10,000 - - - - - 314,000
C-08 Mwr SKAG TT #2 (2017)24,000 24,000
C-09 Mwr (Cem.) SKAG 48" (2016)12,500 12,500
C-10 Mower SKAG 61" (2024)-
C-11 Mwr (Cem.) Scag 52" Stander (2021)10,000 10,000
C-12 Mwr SKAG 36" (2012)12,500 12,500
C-13 Mwr SKAG TT 61" #3 (2011)30,000 30,000
P-07 Mwr SKAG TT #5 (2017)30,000 30,000
P-08 Mwr SKAG 20,000 20,000
P-09 Mwr (Pks) TORO 5910N (2014)175,000 175,000
P-10 Mower - TORO Gang (2024)-
DPW: Parks & Cemetery 300,000 300,000 400,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 3,400,000
Gen'l Fence Replacement 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 550,000
Fencing around play area adjacent to Wood End School -
DPW Yard Improvements -
Strout Avenue Improvements -
School Site Improvements -
Birch Meadow (parking lots, sidewalks, walkways)-
Town Common Electrical Upgrades 100,000 100,000
Field, Playground and Court Improvements 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 1,100,000
Pickleball Courts $1.0k (10 years)Debt Debt Debt Debt Debt Debt Debt Debt Debt Debt -
Rock Wall repairs - Memorial Park -
Rock Wall Repair Program 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 1,100,000
Rock Wall repairs - Laurel Hill -
Rock Wall repairs - Joshua Eaton -
Grove Street Parking Lot Improvements -
Gen'l Parking Lot Improvements 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 550,000
DPW: Roads -
Track Road Bridge #1 -
Track Road Bridge #2 -
Salem Street Crosswalk Improvements 100,000 100,000
Salem and Main Traffic Signal Improvements -
Forest Street Crosswalk Improvements - Design Work 50,000 50,000
Sidewalk/Curb/Ped. Safety 100,000 120,000 125,000 200,000 200,000 200,000 200,000 300,000 300,000 300,000 300,000 2,345,000
Skim Coating & Crack Seal Patch 100,000 100,000 125,000 175,000 175,000 200,000 200,000 200,000 200,000 200,000 200,000 1,875,000
West Street - Local shr ($1.3mil)-
Lowell Street $500k + $600k -
General Fund - various roads 576,000 697,500 685,000 800,000 700,000 860,000 818,000 800,000 800,000 800,000 800,000 8,336,500
TOTAL GENL FUND VOTED - ROADS 876,000 967,500 935,000 1,175,000 1,075,000 1,260,000 1,218,000 1,300,000 1,300,000 1,300,000 1,300,000 12,706,500
Grants - various roads 1,142,253 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 7,142,253
TOTAL ROAD CAPITAL 2,018,253 1,567,500 1,535,000 1,775,000 1,675,000 1,860,000 1,818,000 1,900,000 1,900,000 1,900,000 1,900,000 19,848,753
167
Capital Improvement Plan (CIP)
2/26/2026 12:59 FY-2026 FY-2027 FY-2028 FY-2029 FY-2030 FY-2031 FY-2032 FY-2033 FY-2034 FY-2035 FY-2036 FY26-36
Biggest Changes in Capital since April Town Meeting Concerns
Killam ES - any costs not Excluded debt should be identified very soon
Sr. Center -
168
Appendix B
Debt Schedule
169
Debt Schedule
Town of Reading Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected
Debt Service Schedule FY - 2026 FY - 2027 FY - 2028 FY - 2029 FY - 2030 FY - 2031 FY - 2032 FY - 2033 FY - 2034 FY - 2035 FY - 2036 FY - 2037 FY - 2038 FY - 2039 FY - 2040 FY - 2041 FY - 2042 FY - 2043 FY - 2044 FY - 2045 FY - 2046
2/26/26 12:59
General Fund:2,353,475 8,257,735 12,217,894 11,949,144 13,107,331 12,475,281 12,356,956 11,150,856 11,010,606 10,956,731 10,900,444 13,187,694 12,815,756 12,935,556 0 0 0 0 0 0 0
.1,790,000 3,605,000 6,620,000 6,660,000 7,925,000 7,645,000 7,875,000 7,010,000 7,180,000 7,445,000 7,720,000 10,340,000 10,300,000 10,755,000 0 0 0 0 0 0
Within Levy Limit 1,790,000 2,283,000 2,310,000 2,150,000 3,200,000 2,695,000 2,695,000 1,590,000 1,495,000 1,495,000 1,495,000 1,020,000 560,000 560,000
Excluded Debt 0 1,322,000 4,310,000 4,510,000 4,725,000 4,950,000 5,180,000 5,420,000 5,685,000 5,950,000 6,225,000 9,320,000 9,740,000 10,195,000
Interest 563,475 4,652,735 5,597,894 5,289,144 5,182,331 4,830,281 4,481,956 4,140,856 3,830,606 3,511,731 3,180,444 2,847,694 2,515,756 2,180,556
Within Levy Limit 563,475 778,899 592,700 486,200 591,225 461,175 345,475 248,000 192,875 141,625 90,375 51,000 26,400 13,200
Excluded Debt 0 3,873,837 5,005,194 4,802,944 4,591,106 4,369,106 4,136,481 3,892,856 3,637,731 3,370,106 3,090,069 2,796,694 2,489,356 2,167,356
Within Levy Limit 2,353,475 3,061,899 2,902,700 2,636,200 3,791,225 3,156,175 3,040,475 1,838,000 1,687,875 1,636,625 1,585,375 1,071,000 586,400 573,200 0 0 0 0 0 0 0
Issued 2,258,475 2,668,500 2,442,825 2,209,450 2,690,350 2,126,250 2,081,500 1,449,850 1,345,300 1,339,500 1,333,700 1,022,900 560,000 560,000 0 0 0 0 0 0 0
Approved not issued (ANI)95,000 308,399 204,875 180,250 155,875 131,625 107,375 83,250 59,375 35,625 11,875 0 0 0
Not yet approved (NYA)0 85,000 255,000 246,500 945,000 898,300 851,600 304,900 283,200 261,500 239,800 48,100 26,400 13,200
Excluded Debt 0 5,195,837 9,315,194 9,312,944 9,316,106 9,319,106 9,316,481 9,312,856 9,322,731 9,320,106 9,315,069 9,316,694 9,314,356 9,322,356 9,321,894 9,313,931 7,638,781 6,412,544 6,416,459 6,414,213 6,410,313
Issued 0 5,195,837 9,315,194 9,312,944 9,316,106 9,319,106 9,316,481 9,312,856 9,322,731 9,320,106 9,315,069 9,316,694 9,314,356 9,322,356 9,321,894 9,313,931 7,638,781 6,412,544 6,416,459 6,414,213 6,410,313
Approved not issued (ANI)
Not yet approved (NYA)
Debt Summary
Inside Tax Levy 2,353,475 3,061,899 2,902,700 2,636,200 3,791,225 3,156,175 3,040,475 1,838,000 1,687,875 1,636,625 1,593,875 1,079,500 586,400 573,200 0 0 0 0 0 0 0
Energy/Safety Improvements 831,875 803,125 774,375 740,750 712,250 340,750 327,700 317,550 310,300 304,500 298,700 292,900 0 0 0 0 0 0 0 0 0
School Buildings 1,064,525 1,460,506 1,396,050 1,338,775 1,968,850 1,752,050 1,695,725 1,176,275 1,141,325 1,106,375 1,079,925 786,600 586,400 573,200 0 0 0 0 0 0 0
Town Buildings 164,375 158,125 151,875 145,625 139,375 133,125 127,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Trucks/Vehicles 575,000 550,000 525,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Community Improvements 292,700 640,143 580,400 411,050 395,750 380,250 364,550 344,175 236,250 225,750 215,250 0 0 0 0 0 0 0 0 0 0
Excluded From Tax Levy 0 5,195,837 9,315,194 9,312,944 9,316,106 9,319,106 9,316,481 9,312,856 9,322,731 9,320,106 9,315,069 9,316,694 9,314,356 9,322,356 9,321,894 9,313,931 7,638,781 6,412,544 6,416,459 6,414,213 6,410,313
Energy/Safety Improvements 0 0 0 0 0 0 0 0 0 0 0 0 0 0
School Buildings 0 3,515,684 6,414,194 6,413,769 6,412,131 6,414,031 6,414,006 6,411,806 6,417,181 6,414,456 6,413,719 6,414,294 6,410,806 6,417,881 6,418,694 6,414,294 6,416,781 6,412,544 6,416,459 6,414,213 6,410,313
Town Buildings 0 1,680,153 2,901,000 2,899,175 2,903,975 2,905,075 2,902,475 2,901,050 2,905,550 2,905,650 2,901,350 2,902,400 2,903,550 2,904,475 2,903,200 2,899,638 1,222,000 0 0 0 0
Community Improvements 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
170
Debt Schedule
Town of Reading Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected
Debt Service Schedule FY - 2026 FY - 2027 FY - 2028 FY - 2029 FY - 2030 FY - 2031 FY - 2032 FY - 2033 FY - 2034 FY - 2035 FY - 2036 FY - 2037 FY - 2038 FY - 2039 FY - 2040 FY - 2041 FY - 2042 FY - 2043 FY - 2044 FY - 2045 FY - 2046
2/26/26 12:59
Principal + Interest
Within Levy Limit 2,353,475 3,061,899 2,902,700 2,636,200 3,791,225 3,156,175 3,040,475 1,838,000 1,687,875 1,636,625 1,585,375 1,071,000 586,400 573,200 0 0 0 0 0 0 1,428,500
Issued 2,258,475 2,668,500 2,442,825 2,209,450 2,690,350 2,126,250 2,081,500 1,449,850 1,345,300 1,339,500 1,333,700 1,022,900 560,000 560,000 0 0 0 0 0 0 0
Approved not issued (ANI)95,000 308,399 204,875 180,250 155,875 131,625 107,375 83,250 59,375 35,625 11,875 0 0 0 0 0 0 0 0 0 0
Not yet approved (NYA)0 85,000 255,000 246,500 945,000 898,300 851,600 304,900 283,200 261,500 239,800 48,100 26,400 13,200 0 0 0 0 0 0 1,428,500
Bldng Security $4mil/10yr 413,000 399,000 385,000 371,000 357,000
Bldg Energy Improv I $5m/15yr
Bldg Energy Improv II $5m/15yr 418,875 404,125 389,375 369,750 355,250 340,750 327,700 317,550 310,300 304,500 298,700 292,900
Killam Green Repair
Birch Mdw Green Repair
RMHS Turf II $2.225mil/10yr 188,600 182,200 175,800 169,400 158,100
RMHS Turf I $3.0mil/10yr 334,125 321,375 303,750 291,250 278,750 266,250 255,000
RMHS Fieldhouse Improvements $2.677 mil/10yrs 95,000 446,906 388,125 369,500 351,125 337,875 324,625 311,375 298,125 284,875 271,625
RMHS/TLT $1.5mil/10yr 145,800 140,400
Turf @ Parker MS $1.7 mill/10 years 85,000 255,000 246,500 238,000 229,500 221,000 212,500 204,000 195,500 195,500 187,000
RMHS Ret. Wall $500k/5yr
Parker MS Roof $2.7mil/10yr 301,000 284,625 273,375 262,125 250,875 239,625 229,500
Coolidge MS Roof $2.9mil/10yr 457,000 448,300 439,600 430,900 422,200 413,500 404,800 396,100 387,400 378,700
Birch Mdw ES roof $1.5mil/10yr 235,000 230,500 226,000 221,500 217,000 212,500 208,000 203,500 199,000 194,500
ES Mod. class $1.2 mil/8yr
Barrows/Wd End®
Wood End®
Barrows®
Police Sta Improve $1.5mil/10yr 164,375 158,125 151,875 145,625 139,375 133,125 127,500
Pumper Engine #1 $1.5mil/3yr 575,000 550,000 525,000
West St. $1.3 mil
Comm. Sustainability $1.0mil/10yr 129,400 124,700 120,000 110,300 106,000 101,500 96,800 92,300 0 0 0 0 0 0
Pickleball Courts $781.5million /10yr 0 131,237 113,000 109,000 105,000 101,000 97,000 88,125 84,375 80,625 76,875 0 0 0
Haven St. Streetscape $750k/5yr 163,300 155,950 148,650 0 0 0 0 0 0 0 0 0 0 0
Bch Mdow Phase II $1.385 mil/10yr 0 228,256 198,750 191,750 184,750 177,750 170,750 163,750 151,875 145,125 138,375 0 0
Excluded Debt 0 5,195,837 9,315,194 9,312,944 9,316,106 9,319,106 9,316,481 9,312,856 9,322,731 9,320,106 9,315,069 9,316,694 9,314,356 9,322,356 9,321,894 9,313,931 7,638,781 6,412,544 6,416,459 6,414,213 6,410,313
Issued 0 5,195,837 9,315,194 9,312,944 9,316,106 9,319,106 9,316,481 9,312,856 9,322,731 9,320,106 9,315,069 9,316,694 9,314,356 9,322,356 9,321,894 9,313,931 7,638,781 6,412,544 6,416,459 6,414,213 6,410,313
Approved not issued (ANI)
Not yet approved (NYA)
Killam 3,515,684 6,414,194 6,413,769 6,412,131 6,414,031 6,414,006 6,411,806 6,417,181 6,414,456 6,413,719 6,414,294 6,410,806 6,417,881 6,418,694 6,414,294 6,416,781 6,412,544 6,416,459 6,414,213 6,410,313
Reading Center for Active Living 1,680,153 2,901,000 2,899,175 2,903,975 2,905,075 2,902,475 2,901,050 2,905,550 2,905,650 2,901,350 2,902,400 2,903,550 2,904,475 2,903,200 2,899,638 1,222,000
Library Project $10+mil
Library Project $2.115mil
171
Debt Schedule
Town of Reading Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected
Debt Service Schedule FY - 2026 FY - 2027 FY - 2028 FY - 2029 FY - 2030 FY - 2031 FY - 2032 FY - 2033 FY - 2034 FY - 2035 FY - 2036 FY - 2037 FY - 2038 FY - 2039 FY - 2040 FY - 2041 FY - 2042 FY - 2043 FY - 2044 FY - 2045 FY - 2046
2/26/26 12:59
Principal
Within Levy Limit 1,790,000 2,283,000 2,310,000 2,150,000 3,200,000 2,695,000 2,695,000 1,590,000 1,495,000 1,495,000 1,495,000 1,020,000 560,000 560,000
Issued 1,790,000 2,283,000 2,140,000 1,980,000 2,530,000 2,025,000 2,025,000 1,420,000 1,325,000 1,325,000 1,325,000 1,020,000 560,000 560,000
Approved not issued (ANI)0 0 0 0 0 0 0 0 0 0 0
Not yet approved (NYA)0 0 170,000 170,000 670,000 670,000 670,000 170,000 170,000 170,000 170,000
Bldng Security $4mil/10yr 350,000 350,000 350,000 350,000 350,000
Bldg Energy Improv I $5m/15yr
Bldg Energy Improv II $5m/15yr 295,000 295,000 295,000 290,000 290,000 290,000 290,000 290,000 290,000 290,000 290,000 290,000
Killam Green Repair
Birch Mdw Green Repair
RMHS Turf II $2.225mil/10yr 160,000 160,000 160,000 160,000 155,000
RMHS Turf I $3.0mil/10yr 255,000 255,000 250,000 250,000 250,000 250,000 250,000
RMHS Fieldhouse $2.677 mil/10yrs 276,500 275,000 270,000 265,000 265,000 265,000 265,000 265,000 265,000 265,000
RMHS/TLT $1.5mil/10yr 135,000 135,000
RMHS Ret. Wall $500k/5yr
Parker MS Roof $2.7mil/10yr 230,000 225,000 225,000 225,000 225,000 225,000 225,000
Turf @ Parker MS $1.70 mill/10 yrs 170,000 170,000 170,000 170,000 170,000 170,000 170,000 170,000 170,000 170,000
Coolidge MS Roof $3.7mil/10yr 370,000 370,000 370,000 370,000 370,000 370,000 370,000 370,000 370,000 370,000
Birch Mdw ES roof $1.9mil/10yr 190,000 190,000 190,000 190,000 190,000 190,000 190,000 190,000 190,000 190,000
ES Mod. class $1.2 mil/8yr
Barrows/Wd End®
Wood End®
Barrows®
Police Sta Improve $1.5mil/10yr 125,000 125,000 125,000 125,000 125,000 125,000 125,000
Pumper Engine #1 $1.5mil/3yr 500,000 500,000 500,000
West St. $1.3 mil
Comm. Sustainability $925k/10yr 95,000 95,000 95,000 90,000 90,000 90,000 90,000 90,000
Pickleball Courts 781.5k /10yr 81,500 80,000 80,000 80,000 80,000 80,000 75,000 75,000 75,000 75,000 - - -
Haven St. Streetscape $730k/5yr 145,000 145,000 145,000
Bch Mdow Phase II $1.385mil/10yr 140,000 140,000 140,000 140,000 140,000 140,000 140,000 135,000 135,000 135,000
Excluded Debt 0 1,322,000 4,310,000 4,510,000 4,725,000 4,950,000 5,180,000 5,420,000 5,685,000 5,950,000 6,225,000 9,320,000 9,740,000 10,195,000 10,640,000 11,065,000 9,815,000 7,770,000 8,095,000 8,430,000 8,775,000
Issued 0 1,322,000 2,370,000 2,490,000 2,620,000 2,755,000 2,895,000 3,045,000 3,205,000 3,370,000 3,535,000 6,520,000 6,825,000 7,155,000 7,470,000 7,770,000 6,380,000 5,415,000 5,640,000 5,870,000 6,110,000
Approved not issued (ANI)1,940,000 2,020,000 2,105,000 2,195,000 2,285,000 2,375,000 2,480,000 2,580,000 2,690,000 2,800,000 2,915,000 3,040,000 3,170,000 3,295,000 3,435,000 2,355,000 2,455,000 2,560,000 2,665,000
Not yet approved (NYA)
Killam 1st tranche $46.293 million 763,000 1,500,000 1,575,000 1,655,000 1,740,000 1,830,000 1,925,000 2,025,000 2,130,000 2,235,000 2,350,000 2,470,000 2,600,000 2,720,000 2,830,000 2,945,000 3,060,000 3,185,000 3,310,000 3,445,000
Killam 2nd tranche $35.83 million 1,260,000 1,315,000 1,370,000 1,430,000 1,490,000 1,550,000 1,620,000 1,685,000 1,760,000 1,835,000 1,910,000 1,995,000 2,080,000 2,165,000 2,260,000 2,355,000 2,455,000 2,560,000 2,665,000
ReCAL 1st tranche $17.779 million 559,000 870,000 915,000 965,000 1,015,000 1,065,000 1,120,000 1,180,000 1,240,000 1,300,000 1,370,000 1,440,000 1,515,000 1,580,000 1,645,000
ReCAL 2nd tranche $7.9 million 680,000 705,000 735,000 765,000 795,000 825,000 860,000 895,000 930,000 965,000 1,005,000 1,045,000 1,090,000 1,130,000 1,175,000
Library Project $10+mil
Library Project $2.115mil
172
Debt Schedule
Town of Reading Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected
Debt Service Schedule FY - 2026 FY - 2027 FY - 2028 FY - 2029 FY - 2030 FY - 2031 FY - 2032 FY - 2033 FY - 2034 FY - 2035 FY - 2036 FY - 2037 FY - 2038 FY - 2039 FY - 2040 FY - 2041 FY - 2042 FY - 2043 FY - 2044 FY - 2045 FY - 2046
2/26/26 12:59
Interest
Within Levy Limit 563,475 778,899 592,700 486,200 591,225 461,175 345,475 248,000 192,875 141,625 90,375 51,000 26,400 13,200 0 0 0 0 0 0 204,737
Issued 468,475 385,500 302,825 229,450 160,350 101,250 56,500 29,850 20,300 14,500 8,700 2,900 0 0
Approved not issued (ANI)95,000 308,399 204,875 180,250 155,875 131,625 107,375 83,250 59,375 35,625 11,875 0 0
Not yet approved (NYA)0 85,000 85,000 76,500 275,000 228,300 181,600 134,900 113,200 91,500 69,800 48,100 26,400 13,200 0 0 0 0 0 0 204,737
Bldng Security $4mil/10yr 63,000 49,000 35,000 21,000 7,000
Bldg Energy Improv I $5m/15yr
Bldg Energy Improv II $5m/15yr 123,875 109,125 94,375 79,750 65,250 50,750 37,700 27,550 20,300 14,500 8,700 2,900
Killam Green Repair
Birch Mdw Green Repair
RMHS Turf II $2.225mil/10yr 28,600 22,200 15,800 9,400 3,100
RMHS Turf I $3.0mil/10yr 79,125 66,375 53,750 41,250 28,750 16,250 5,000
RMHS Fieldhouse $2.677 mil/10yrs 95,000 170,406 113,125 99,500 86,125 72,875 59,625 46,375 33,125 19,875 6,625
RMHS/TLT $1.5mil/10yr 10,800 5,400
RMHS Ret. Wall $500k/5yr
Parker MS Roof $2.7mil/10yr 71,000 59,625 48,375 37,125 25,875 14,625 4,500
Coolidge MS Roof $2.9mil/10yr 87,000 78,300 69,600 60,900 52,200 43,500 34,800 26,100 17,400 8,700
Birch Mdw ES roof $1.5mil/10yr 45,000 40,500 36,000 31,500 27,000 22,500 18,000 13,500 9,000 4,500
ES Mod. class $1.2 mil/8yr
Barrows/Wd End®
Wood End®
Barrows®
Police Sta Improve $1.5mil/10yr 39,375 33,125 26,875 20,625 14,375 8,125 2,500
Pumper Engine #1 $1.5mil/3yr 75,000 50,000 25,000
West St. $1.3 mil
Comm. Sustainability $925k/10yr 34,400 29,700 25,000 20,300 16,000 11,500 6,800 2,300
Haven St. Streetscape $730k/5yr 18,300 10,950 3,650
Pickleball Courts $781.5k /10yr 49,737 33,000 29,000 25,000 21,000 17,000 13,125 9,375 5,625 1,875
Turf @ Parker MS $1.50 mill/10 years 85,000 85,000 76,500 68,000 59,500 51,000 42,500 34,000 25,500 17,000 8,500
Bch Mdow Phase II $1.385mil/10yr 88,256 58,750 51,750 44,750 37,750 30,750 23,750 16,875 10,125 3,375
Excluded Debt 0 3,873,837 5,005,194 4,802,944 4,591,106 4,369,106 4,136,481 3,892,856 3,637,731 3,370,106 3,090,069 2,796,694 2,489,356 2,167,356 1,851,894 1,543,931 1,258,781 997,544 776,459 544,213 300,313
Issued 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Approved not issued (ANI)3,873,837 5,005,194 4,802,944 4,591,106 4,369,106 4,136,481 3,892,856 3,637,731 3,370,106 3,090,069 2,796,694 2,489,356 2,167,356 1,851,894 1,543,931 1,258,781 997,544 776,459 544,213 300,313
Not yet approved (NYA)
Killam 1st tranche $46.293 million 2,752,684 2,016,244 1,939,369 1,858,619 1,773,744 1,684,494 1,590,619 1,491,869 1,387,994 1,278,869 1,164,244 1,043,744 916,994 797,594 686,594 571,094 452,906 331,909 204,000 68,900
Killam 2nd tranche $38.54 million 1,637,950 1,584,400 1,528,513 1,470,288 1,409,513 1,346,188 1,280,313 1,211,463 1,139,850 1,065,050 987,063 905,888 821,100 732,700 640,688 544,638 444,550 340,213 231,413
ReCAL 1st tranche $17.779 million 1,121,153 807,000 762,375 715,375 665,875 613,875 559,250 501,750 441,250 377,750 311,000 240,750 166,875 97,400 32,438
ReCAL 2nd tranche $13.6 million 544,000 516,800 488,600 459,200 428,600 396,800 363,800 329,400 293,600 256,400 217,800 177,600 135,800 92,200 47,000
Library Project $10+mil
Library Project $2.115mil
173
COMMONWEALTH OF MASSACHUSETTS
Middlesex, ss. Officer's Return, Town of Reading:
By virtue of this Warrant, I ______________________________, on ____________, 20 26
notified and warned the inhabitants of the Town of Reading, qualified to vote on Town affairs, to
meet at the place and at the time specified by posting attested copies of this Town Meeting
Warrant, in the following public places within the Town of Reading:
Precinct 1 J. Warren Killam School, 333 Charles Street
Precinct 2 Reading Police Station, 15 Union Street
Precinct 3 Reading Municipal Light Department, 230 Ash Street
Precinct 4 Joshua Eaton School, 365 Summer Avenue
Precinct 5 Reading Public Library, 64 Middlesex Avenue
Precinct 6 Barrows School, 16 Edgemont Avenue
Precinct 7 Birch Meadow School, 27 Arthur B Lord Drive
Precinct 8 Wood End School, 85 Sunset Rock Lane
Town Hall, 16 Lowell Street
The date of posting being not less than fourteen (14) days prior to April 7, 2026, the date set for
Town Meeting in this Warrant.
_____________________________________________
A true copy Attest:
_____________________________________________
Laura Gemme, Town Clerk
TOWN WARRANT
COMMONWEALTH OF MASSACHUSETTS
Middlesex, ss.
To any of the Constables of the Town of Reading, Greetings:
In the name of the Commonwealth of Massachusetts, you are hereby required to notify and warn
the inhabitants of the Town of Reading, qualified to vote in the Local Elections and Town affairs,
to meet in the following place designated for the eight precinct s in said Town, namely:
Precincts 1, 2, 3, 4, 5, 6, 7 and 8
Reading Memorial High School, Hawkes Field House, Oakland Road
TUESDAY, the SEVENTH DAY OF APRIL, A.D., 2026
from 7:00 a.m. to 8:00 p.m. to act on the following Articles, viz:
ARTICLE 1 To elect by ballot the following Town Officers:
A Moderator for one year;
Two members of the Board of Selectmen for three years;
Two members of the Board of Library Trustees for three years;
One member of the Municipal Light Board for three years;
Two members of the School Committee for three years;
Sixty-eight Town Meeting Members shall be elected to represent each of the following
precincts:
Precinct 1 Eight members for three years;
Precinct 2 Eight members for three years;
Precinct 2 One member for two years;
Precinct 3 Eight members for three years;
Precinct 3 One member for one year;
Precinct 4 Eight members for three years;
Precinct 4 One member for one year;
Precinct 5 Eight members for three years;
Precinct 6 Eight members for three years;
Precinct 6 One member for one year;
Precinct 7 Eight members for three years; and
Precinct 8 Eight members for three years
QUESTION 1: Shall this town approve the charter amendment proposed by the town
meeting, as summarized below?
__ YES
__ NO
The proposed Charter amendment retains the representative Town Meeting form of
government. Proposed changes include updates to conform more closely to existing state law;
to reflect current municipal practice; and to simplify, clarify and modernize languag e. The
proposed updates also include technical corrections.
Major changes include:
• The term “Majority Vote” would be defined to mean the “affirmative vote of a
majority of those present and voting provided that a quorum of the body is present.”
• Publication of certain notices and public documents would also be made on the
Town’s website.
• Removal of Town Meeting members would only be allowed after a member has been
provided the opportunity to be heard.
• The composition of the committee responsible for appointing members to the Finance
and Bylaw Committees would be revised to include a member of the Finance or Bylaw
Committee, respectively, who is not in their last year of service or seeking
reappointment.
• The Town Meeting referendum petition process would be updated to: (i) further
define the roles of the Board of Registrars and Select Board; (ii) require that a special
election on the referendum be called within 35 days (or such longer period as may
be required by law) after the Select Board issues a call for the election; and (iii)
make it explicit that, if a referendum petition lacks the requisite number of
signatures, the Town Meeting vote that is the subject of the petition shall become
effective.
• The process to recall an elected official would be revised to require an affidavit signed
by 2% of registered voters, including 25 voters from each precinct. The Charter
would also require that the affidavit include a detailed statement alleging a breach
of the officeholder’s sworn responsibilities. The filing deadline for a recall petition
would increase to 30 days following the date of the filing of the affidavit. Finally,
recall petitions would require signature by at least 20% of the voters, provided,
however, that not more than 20% of the signatures may be from voters registered
in any one precinct.
• Provisions related to the removal of appointed board and committee members would
be updated to: (i) define the phrase “appointing authority” to include the board or
commission, Town Officer, or employee who exercises such appointment or removal
power pursuant to law or otherwise obtained through delegation; and (ii) further
clarify the notice and hearing timeline requirements.
• Town Counsel would be required to be in good standing and free of disciplinary
actions.
• Membership on the Historical Commission and the Town Forest Committee would be
set at 5 members.
• Provisions related to severance pay for the Town Manager would be removed.
Qualification for appointment to the position would be amended to allow for
candidates with three years of full-time paid experience as a City or Town Manager
or Assistant City or Town Manager or with five years equivalent level of public or
private sector experience. Additional amendments would clarify when the Select
Board may appoint an Acting Town Manager.
• The Board of Selectmen would be renamed the “Select Board.”
• The Ombudsman would be renamed the “Constituent Services Officer.”
• Gender -neutral language would be used throughout.
Because certain types of Charter amendments are beyond the power of Town Meeting and
the local voters, implementation of the Town Meeting’s proposal requires two separate
processes. Only those sections that local voters have authority to consider are inclu ded in this
Question. Those sections that are beyond the power of Town Meeting to recommend to the
voters are being sent to the State Legislature in a request for a Special Act and are not
included in this Question. The Special Act being sent to the State Legislature provides that
the Special Act shall only take effect if the voters, at a local election, vote affirmatively on the
Charter amendments proposed by the November 10, 2025 Special Town Meeting.
and to meet at the Reading Memorial High School, 62 Oakland Road, in said Reading on
MONDAY, the TWENTY-SEVENTH DAY of APRIL A.D., 2026
at seven-thirty o’clock in the evening, at which time and place the following Articles are to be acted
upon and determined exclusively by Town Meeting Members in accordance with the provisions
of the Reading Home Rule Charter.
ARTICLE 2 To hear and act on the reports of the Select Board, School Committee,
Library Trustees, Municipal Light Board, Finance Committee, Bylaw Committee, Town Manager,
Town Accountant and any other Town Official, Board or Committee.
Select Board
ARTICLE 3 To choose all other necessary Town Officers and Boards or Committees
and determine what instructions shall be given to Town Officers and Boards or Committees, and
to see what sum the Town will vote to appropriate by borrowing or transfer from available funds,
or otherwise, for the purpose of funding Town Officers and Boards or Committees to carry out the
instructions given to them, or take any other action with respect thereto.
Select Board
ARTICLE 4 To see if the Town will vote to amend the FY 2026-36 Capital
Improvements Program as provided for in Section 7-7 of the Reading Home Rule Charter and as
previously amended, or take any other action with respect thereto.
Select Board
Background: This Article is included in every Town Meeting Warrant. The Reading General
Bylaw (section 6.1.3) states, "… No funds may be appropriated for any capital item unless such
item is included in the Capital Improvements Program and is scheduled for funding in the Fiscal
Year in which the appropriation is to be made." Bond rating agencies also want to adequately
describe changes to a long-term Capital Improvements Program (CIP).
The following changes are proposed to the FY2026 – FY2036 CIP (current year plus ten years):
General Fund
FY26: +$80,000 net change
$ 50,000 Town Hall AC Unit Replacement
$ 30,000 Town Hall Upper Roof Project (rubber)
FY27: -$65,000 net change
-$65,000 Bobcat Skid S130 move out 2 years
-$12,500 Mower SKAG 36” Move out 3 yrs
$ 12,500 Increase Road Paving
FY28: $564,000 net change + $500,000 Debt
$164,000 DPW Garage Generator
$500,000 Driscoll Field Lighting Replacement (Debt)
$300,000 Fire – Simulation Mannequin for Training
$100,000 Town Common Electrical Upgrades
Enterprise Funds – Water
FY26: +$0
FY27: +$150,000 net change
$ 150,000 Water Capital Master Plan
FY28: +$0
Enterprise Funds – Sewer
FY25: +$0
FY26: +$0
FY27: +$0
Enterprise Funds – Storm Water
FY25: +$0
FY26: +$0
FY27: +$0
Finance Committee Report: The Finance Committee recommends the proposed amendments
to the FY 2026 – FY 2036 Capital Improvements Program by a vote of X-X at their meeting on
March 11, 2026. Placing items in the Capital Improvement Program is a prerequisite first step ,
but, in itself, does not authorize spending funds on these items.
Bylaw Committee Report: No Report.
ARTICLE 5 To see if the Town will vote to amend the Town’s Operating Budget for the
Fiscal Year commencing July 1, 2025, as adopted under Article 11 of the Annual Town Meeting
of April 28, 2025 and amended under Article 4 of the Subsequent Town Meeting of November 10,
2025; and to see if the Town will vote to raise and appropriate, borrow or transfer from available
funds, or otherwise provide a sum or sums of money to be added to the amounts appropriated
under said Article, as amended, for the operation of the Town and its government, or take any
other action with respect thereto.
Finance Committee
Background:
Account Line Description Decrease Increase
B99 – Benefits Health Insurance +$400,000
Unemployment +$ 120,000
Worker’s Comp + $ 31,000
$551,000
C-99- Capital See Article 4 $80,000
E99 –
Regional
Vocational
Education
Minuteman Regional -$55,000 (no students)
Essex North +$65,000 (32% increase from PY)
$10,000
G91 – Admin
Services
Wages
Vacation Buyout – Town Manager $45,000
G91a –
Technology
Wages
IT Clerks +$4,500 4,500
G92a –
Technology
Expenses
Tech Prof. Services -$4,500 $4,500
H91 Public
Services
Wages
Attrition Savings
$25,000
H92- Public
Services
Expense
Veteran’s Aid $70,000
I91 Finance
Wages
Attrition savings $10,000
I92 Finance
Expense
Assessing - 5-year Revaluation Services $75,000
J91 – Public
Safety Wages
Health – Animal Control Officer $12,000
Police OT $250,000
$262,000
J92 – Public
Safety
Expenses
Health – Animal Control $12,000
K91 – Public
Works Wages
Attrition savings $100,000
K-93 Snow &
Ice
Snow & Ice Expenses $800,000
K-94 Street
Lights
Street Light Expenses -$20,000 $20,000
Subtotals 241,500 $1,827,500
Net Operating Expenses
1,586,000
From Free Cash 1,586,000
Finance Committee Report: At their meeting on March 11, 2026, the Finance Committee voted
X-X to recommend Article 5 to Town Meeting.
Bylaw Committee Report: No Report.
ARTICLE 6 To see if the Town will vote to raise and appropriate, transfer from available
funds, borrow or otherwise provide a sum or sums of money to pay bills remaining unpaid from
prior fiscal years for goods and services actually rendered to the Town, or take any other action
with respect thereto.
Select Board
Background: At this time, there are no prior years’ bills. This Article is expected to be tabled.
Finance Committee Report: No Report.
Bylaw Committee Report: No Report.
ARTICLE 7 To see if the Town will vote to raise and appropriate, transfer from available
funds, borrow or otherwise provide a sum or sums of money for the purpose of funding the
irrevocable trust for “Other Post-Employment Benefits Liabilities”, or take any other action with
respect thereto.
Select Board
Background: Each year at the Annual Town Meeting, we request that funds budgeted for OPEB
be transferred from that line to the actual OPEB Trust in this Article. Sometimes, due to budget
surpluses in health insurance premiums, we have increased the budgeted contributi on figures;
we are also prepared to request lower budgeted contribution figures to cover health insurance
premium deficits. Recent contributions to the Trust on behalf of the General Fund have been
$200,000 (FY25), $300,000 (FY24), and 500,000 (FY23).
This year, the Town Meeting is requested to make the annual transfers of funds previously
budgeted and held for the OPEB Trust Fund. This practice is followed annually if health insurance
costs exceed budgeted amounts and may be needed to fund a deficit. I n FY26, the budgeted
transfers are $200,000 for the general fund, $85,000 for the water fund, $25,000 for the sewer
fund, and $10,500 for the stormwater fund. This article will therefore transfer the total of $320,500
in all these OPEB c ontributions to the trust for Other Post Employment Benefit liabilities.
The most recent OPEB valuation shows the Town's OPEB liability at $87.86 million and 12.32%
funded as of June 30, 2025. The three Enterprise Funds and the Light Department are on a full
funding schedule, and the General Fund is on a partial funding schedule. As noted, the General
Fund will transition to a full funding schedule as soon as possible, as is required by law , or
immediately after the Pension Fund is fully funded.
Finance Committee Report: At their meeting on March 11, 2026, the Finance Committee voted
X-X to recommend Article 7 to Town Meeting.
Bylaw Committee Report: No Report.
ARTICLE 8 To see if the Town will vote to (1) establish the limit on the total amount
that may be expended from each revolving fund established by Article 6 of the Town of Reading
General Bylaw pursuant to Section 53E½ of Chapter 44 of the Massachusetts General Laws for
the fiscal year beginning July 1, 2026; and (2) amend Section 6.5.2 of the General Bylaw,
establishing the Inspection Revolving Fund, as shown below, with the deletions being struck
through and additions being in bold;
6.5.2 Inspection Revolving Fund
Funds held in the Inspection Revolving Fund shall be used for legal costs, oversight and
inspection, plan review, property appraisals and appeals, public services general
management, pedestrian safety improvements, records archiving, and other costs related
to building, plumbing, wiring, gas, and other permits required for large construction
projects and shall be expended by the Town Manager. Receipts credited to this fund shall
include building, plumbing, wiring, gas and other permit fees for Johnson Woods, Eaton
Lakeview (23-25 Lakeview Avenue and 128 Eaton Street), 258 Main Street, 25 Haven
Street (Rite Aid), 413 Main Street (McDonald’s), 431 Main Street (Chase Bank), 346-348
Main Street, and 459 Main Street (128 Tire) developments.
Or take any other action with respect thereto.
Select Board
Background:
Revolving Account Spending Authority Revenue Source Allowed Expenses Expend-iture
Limits
Year End Balance
Conservation
Commission
Consulting
Fees
Conservation
Commission
Fees as provided for
in Reading General
Bylaws Section 5.7,
Wetlands Protection
Consulting and
engineering services
for the review of
designs and
$25,000 Available for
expenditure
next year
engineering work for
the protection of
wetlands.
Inspection
Revolving
Fund
Town
Manager
Building, Plumbing,
Wiring, Gas and other
permits for the
projects listed in the
Article.
Legal, oversight and
inspection, plan
review, initial property
appraisals and
appeals, Public
Services planning
and general
management, curb,
sidewalks and
pedestrian safety
improvements,
records archiving,
and other project-
related costs.
$250,000
Available for
expenditure
next year
Public Health
Clinics and
Services
Board of
Health
Clinic fees, charges,
and third-party
reimbursements
Materials and costs
associated with
clinics and public
health programs
$25,000 Available for
expenditure
next year
Library
Fines and
Fees
Library
Director and
Trustees
Charges for lost or
damaged Library
materials
and fees from printing,
faxing, or similar
supplementary fee-
based services.
Acquire Library
materials to replace
lost or damaged
items, and for
maintenance,
upkeep, and supplies
for supplementary
fee-based services
$15,000 Available for
expenditure
next year
Mattera
Cabin
Operating
Facilities
Director
Rental Fees Utilities and all other
maintenance and
operating expenses
$10,000 Available for
expenditure
next year
Community
Gardens at
Mattera
Cabin
Conservation
Administrator
Rental and user fees Utilities and all other
maintenance and
operating expenses,
and project supplies
and equipment
$10,000 Available for
expenditure
next year
Solid Waste
Revolving
Fund
Director of
Public
Works, upon
the
recommenda
tion of the
Town
Manager
Lease of second
barrels and overflow
bags,
Offset the cost of
curbside trash &
recycling collection,
disposal of solid
waste, replacement
toters, and any other
costs associated with
the administration of
the trash and
recycling program
$250,000 Available for
expenditure
next year
Elder and
Human
Services
Elder and
Human
Elder and Human
Services
programming,
User and rental fees
from the Elder and
$15,000 Available for
expenditure
next year
Revolving
Fund
Services
Administrator
including acquiring
materials and
equipment.
Human Services
programming
Town Forest Director of
Public Works
upon the
recommenda
tion of the
Town Forest
Committee
Sale of timber; fees for
use of the Town
Forest
Planning and
Improvements to the
Town Forest
$10,000 Available for
expenditure
next year
• Conservation Consulting Revolving Fund - These funds are used to receive payments
from applicants, hire expert consultants where required, and return the balance to the
applicant. The balance in this Fund as of March 2026 is $33,257.
• Inspections Revolving Fund – The balance available as of March 2026 in this fund is
$450,171, after FY26 support was deducted of $177,300 {$127,300 to support General Admin
and Economic Development wages and expenses; and $50,000 to offset Building Inspections
division wages).
• Health Clinic Revolving Fund - The Reading Health Division contracts for third-party
payments for several immunizations. The funds augment the influenza vaccine supply from
the State Department of Public Health to ensure vaccines for homebound clients and first
responders. The division also uses these funds to provide materials for other screening
clinics. Clinic client fees are also deposited into this fund to offset vaccine and clinical supply
costs. The balance available in this fund as of March 2026 is $7,477. The State has been
cutting back on the free flu and other vaccines to be distributed to cities and towns, and the
Town needs to purchase extra doses. The necessary amounts for clinic vaccines, supplies,
and staff salaries, directly from the revolving fund, are approximately $25,000 each year .
• Library Fines and Fees Fund—Acquire Library materials to replace lost or damaged items
and for maintenance, upkeep, and supplies for supplementary fee -based services. The
balance available in this fund as of March 2026 is $20,998.
• Mattera Cabin Operating Fund—Some of the Cabin's uses generate revenue, and this
Article allows those revenues to be used directly for the cabin's operating expenses . The
balance available in this fund as of March 2026 is $0.
• Community Gardens at Mattera Cabin Operating Fund – This revolving fund provides a
mechanism for the Conservation Commission to generate revenue (e.g., fees from the
gardeners) and expend it on utilities, other maintenance, as well as operating expenses,
equipment, and supplies. The Community Garden continues to grow and attract regional
support. The balance available in this fund as of March 2026 is $1,151.
• Solid Waste Revolving Fund was created in 2023. The purpose is to offset the costs of
curbside trash and recycling collection, solid waste disposal, replacement toters, and any
other costs associated with the administration of the trash and recycling program . The balance
available in this fund as of March 2026 is $37,161.
• Elder and Human Services Revolving Fund was created in 2025. This new fund allows user
fees for Elder and Human Services programming to be used to pay for programming , related
supplies, and equipment. The balance available in this fund as of March 2025 is $0.
• Town Forest Revolving Fund was created in 2011. The purpose is to allow revenues from
controlled timber harvesting and permit fees to then be spent by the DPW Director on the
recommendation of the Town Forest Committee, on improvements to the Town Forest. The
Town Forest Committee has had a forest stewardship plan created (through a grant) to make
recommendations on forest management, including controlled timber harvesting. The balance
available in this fund as of March 2025 is $0.
Finance Committee Report: At their meeting on March 11, 2026, the Finance Committee voted
X-X to recommend Article 8 to Town Meeting.
Bylaw Committee Report: At their meeting on March XX , 2026, the Bylaw Committee voted X -
X to recommend Article 8 to Town Meeting.
ARTICLE 9 To see if the Town will vote to rescind a portion of certain authorizations
to borrow, which were approved at prior town meetings, where the purposes of the borrowing
have been completed, and/or it was unnecessary to borrow the full authorization ; or take any
other action with respect thereto.
Select Board
Background: On April 30, 2015, at the Annual Town Meeting, Article 16 was approved, which
authorized $422,000 in MWRA borrowing. Bond Counsel later notes that the authorization was
improperly issued, as it did not include the grant portion of the loan/grant program. MWRA was
offering $1,688,000 (75% grant and 25% loan at zero percent interest). Article 16 didn’t
authorize the $1,266,000 grant portion of the loan/grant offering. On November 14, 2016, Article
9 was presented and approved to correct this error. However, the motion incorrectly authorized
the loan portion of the arrangement a second time, as the grant and loan were authorized under
Article 9. This was noted recently during the reconciliation of our unauthorized and unissued
debt with our bonding agents' records.
This article seeks to rescind $422,000 of debt authorization that was authorized twice in error.
Finance Committee Report: At their meeting on March 11, 2026, the Finance Committee voted
X-X to recommend Article 9 to Town Meeting.
Bylaw Committee Report: No Report.
ARTICLE 10 To see if the Town will vote to raise and appropriate, transfer from available
funds, borrow or otherwise provide a sum or sums of money for the operation of the Town and its
government for Fiscal Year 2027, beginning July 1, 2026, or take any other action with respect
thereto.
Finance Committee
Background: Please see the Budget pages following this Warrant Report, which include full
details of the FY27 Finance Committee budget.
Finance Committee Report: Please see the FY27 Spending Scorecard for the votes of the
Finance Committee on line items in the FY27 budget. The Finance Committee recommends the
subject matter of Article 10 as explained by these votes at their meeting on March 11, 2026.
Bylaw Committee Report: No Report.
ARTICLE 11 To see if the Town will vote to dedicate a portion of 0 E of Haverhill Street
(Assessor Parcel 035.0-0000-0133.0), said portion to be identified in more detail at Town Meeting,
to active recreational purposes under M.G.L. Chapter 45, Section 3, and authorize the Town
Manager to file on behalf of the Town any and all grants and reimbursements deemed necessary
under the Parkland Acquisitions and Renovations for Communities (PARC) Grant Program (301
CMR 5.00) and further, authorize the Town Manager to enter into all agreements and execute
any and all instruments as may be necessary on behalf of the Town to affect said project and its
previously approved funding of $1,500,000 from Article 14 of Subsequent Town Meeting 2025; or
take any other action with respect thereto.
Select Board
Background: The Town sought and was preliminarily awarded a $100,000 grant from the State
PARC program to support the construction of the previously approved pickleball project. The grant
has a number of conditions tied to it before full award which includes:
• Creating and dedicating the pickleball parcel to recreation uses in perpetuity (Town
Meeting vote herein)
• Providing dedicated rec reational parking on the parcel referenced above
• The grant award is tied to FY27 and a number of costs cannot be expended until July ‘26
• The grant is reimbursement based
Should Town Meeting vote to approve Town staff will continue to administer the grant
requirements and additional approvals as needed.
Finance Committee Report: At their meeting on March 11, 2026, the Finance Committee voted
X-X to recommend Article 11 to Town Meeting.
Bylaw Committee Report: No Report.
ARTICLE 12 To see if the Town will vote to accept the provisions of G.L. c. 138, § 33B,
which authorizes the Select Board, acting as the Town’s liquor licensing authority, to permit on
premises licensees under G.L. c. 138, § 12, to sell alcoholic beverages between the hours of
10:00 a.m. and 12:00 noon on Sundays, the last Monday in May and on Christmas day or on the
day following when said day occurs on Sunday , or take any other action with respect thereto.
Select Board
Background: The Select Board has expressed their interest in adopting this law to allow
restaurants to improve brunch offerings on Sundays, at the request of several local restaurants.
Finance Committee Report: No Report.
Bylaw Committee Report: At their meeting on March XX, 2026, the Bylaw Committee voted X -
X to recommend Article 11 to Town Meeting.
ARTICLE 13 To see if the Town will vote to (1) accept Sections 3 to 7, inclusive, of
Chapter 44B of the General Laws, otherwise known as the Massachusetts Community
Preservation Act, which establishes a special “Community Preservation Fund” that may be
appropriated and spent for certain historic resources, community housing, and open space
(including land for recreational use) purposes; (2) approve under Section 3(b) of G.L. c. 44B a
property tax surcharge in an amount not to exceed 3% of the taxes assesse d annually on real
property, which will be dedicated to the Fund and be imposed starting with taxes assessed for
fiscal year beginning on July 1, 2027; and (3) accept any or all of the exemptions from the
surcharge permitted under Section 3(e) of G.L. c. 44B; to take any other action with respect
thereto.
Select Board
Background: The Community Preservation Act (CPA) is a state law passed in 2000 that allows
Massachusetts communities to conduct a referendum to add a small surcharge on local property
taxes. When combined with partial-matching funds from the statewide Community Preservation
Trust Fund, this dedicated fund is used to build and rehabilitate parks, playgrounds, and
recreational fields, protect open space, support local affordable housing development, and
preserve historic buildings and resources.
In June of 2024, the Select Board established the Ad Hoc Community Preservation Act Study
Committee, charged with study ing the merits of the Community Preservation Act (CPA) and the
various methods for adoption and present its findings to the Select Board in time to achieve a
Town Meeting vote no later than the 2026 Annual Town Meeting that accommodates the
November 3, 2026 state election. Since then, the Study Committee has conducted extensive
research and outreach. They consulted with and sought guidance from the Community
Preservation Coalition (CPC), other communities that have successfully passed the CPA, and
numerous Town boards, committees, and stakeholder groups. The S tudy Committee presented
their findings to the Select Board in February 2026 and made the following recommendations:
• The CPA surcharge level shall be one percent (1%);
• Exempt Commercial and Industrial property;
• Exempt qualifying seniors and income-eligible residents;
• Exempt the first $100,000 of assessed property value.
Approval of this warrant article will put the CPA adoption measure on the November 2026 ballot.
The Study Committee’s full report can be found on the website: www.readingma.gov/CPA-Report
Finance Committee Report: At their meeting on March 11, 2026, the Finance Committee voted
X-X to recommend Article 13 to Town Meeting.
Bylaw Committee Report: At their meeting on March XX, 2026, the Bylaw Committee voted X -
X to recommend Article 13 to Town Meeting.
ARTICLE 14 To see if the Town will vote to establish a special purpose stabilization fund
for unified sports by taking the following actions:
1. Create, pursuant to G.L. c. 40, § 5B, a new special purpose stabilization fund to be called
the School Department Adaptive Programming Stabilization Fund, for the purpose of
supporting the provision of adaptive programming with the School Department by
providing funding for coaches, athletic trainers, support staff, officials and referees,
transportation, equipment expenses, and any other expenses intended to support the
program , with said funds to be expended by the School Department upon appropriation
by Town Meeting, and pursuant to the fourth paragraph of G.L. c. 40, § 5B, dedicate at
least 25 percent, but no more than 50 percent, of the rental payments received from the
lease of the Burbank Ice Arena to said School Department Adaptive Programming
Stabilization Fund, effective for the fiscal year 2027 beginning on July 1, 2026; and
2. Create, pursuant to G.L. c. 40, § 5B, a new special purpose stabilization fund to be called
the Recreation Department Adaptive and Therapeutic Programming Stabilization Fund,
for the purpose of supporting the provision of adaptive and therapeutic programming within
the Town by providing funding for instructors, coaches, trainers, support staff,
transportation, equipment expenses, and any other expenses intended to support
adaptive and therapeutic programs, said funds to be expended by the Recreational
Department upon appropriation by Town Meeting, and pursuant to the fourth paragraph
of G.L. c. 40, § 5B, dedicate at least 25 percent, but no more than 50 percent, of the rental
payments received from the lease of the Burbank Ice Arena to said Recreation
Department Adaptive and Therapeutic Programming Stabilization Fund, effective for the
fiscal year 2027 beginning on July 1, 2026
or take any other action relative thereto.
Select Board
Background:
Finance Committee Report: At their meeting on March 11, 2026, the Finance Committee voted
X-X to recommend Article 14 to Town Meeting.
Bylaw Committee Report: At their meeting on March XX, 2026, the Bylaw Committee voted X -
X to recommend Article 14 to Town Meeting.
ARTICLE 15 To see if the Town will vote to raise and appropriate, borrow, transfer from
available funds, or otherwise provide a sum or sums of money to fund the Parker Turf Field
project, which project includes the design, installation, and improvement of the Parker Turf Field,
including, but not limited to, the full replacement of the turf field, installation of new bleachers,
upgrades to ADA-compliant access, improvements to and new site amenities, and all costs
incidental and related thereto, or take any other action relative thereto.
Select Board
Background: The purpose of this article is to appropriate funding for the replacement of the
synthetic turf field and associated site improvements at Parker Middle School, known as Collins
Memorial Field. The existing turf field was installed in the fall of 2008, replacing a natural grass
field. After nearly 18 years of heavy use, the field has exceeded the typical 10 –12 year life
expectancy for synthetic turf, depending on maintenance and level of use.
Collins Memorial Field supports a wide range of sports and activities throughout the year. The
facility hosts high school athletics during the spring and fall seasons and serves as a home field
and practice site for several of Reading’s youth sports organizations, including Youth Lacrosse,
Youth Field Hockey, Youth Cheerleading, Reading United Soccer Club, and Reading Recreation
programming, including camps and clinics.
The turf field is also utilized by the Reading Public Schools for school -sponsored events and for
Health and Physical Education classes on a regular, year -round basis. As one of the Town’s most
heavily scheduled athletic facilities, Collins Memorial Field is essential to meeting the community’s
overall recreational and athletic programming needs.
The current field was installed prior to the standard practice of incorporating a shock -absorbing
underlayment pad designed to improve impact ratings and enhance player safety, including
concussion risk reduction. The proposed project includes removal and replacement of the existing
turf and infill, installation of a new shock -absorbing pad, and related site improvements.
Additional improvements include upgrades to ADA access from the upper parking lot to the field
and replacement of the deteriorated, oversized bleachers with either a low -maintenance seating
wall or appropriately sized, code-compliant bleachers, along with related field amenities.
The total estimated cost of the project is $1,700,000.
Finance Committee Report: At their meeting on March 11, 2026, the Finance Committee voted
X-X to recommend Article 15 to Town Meeting.
Bylaw Committee Report: No Report
ARTICLE 16 To see if the Town will vote to raise and appropriate, borrow, transfer from
available funds or otherwise provide a sum or sums of money to pay for the Joseph Way Sewer
Station and Brewer Lane Sewer project, which project includes, but is not limited to, the design,
improvement, and installation of new pump stations, gravity sewer, electrical, SCADA, and
pavement, and all costs incidental and related to thereto, or take any other action with respect
thereto.
Select Board
Background: The purpose of this Article is to authorize debt for the replacement both of Joseph
Way and Brewer Lane sewer pump stations. CDM Smith performed an evaluation for seven of
the existing twelve pump stations that have not been recently replaced to update the 2010 Pump
Station Evaluation Report recommendations and prioritization plan. Existing station operational
issues and criticality, age of the stations, and first-hand operator recommendations, as well as
the station service area size were all factors in t he prioritization update. The list of pump stations
and their priority of replacement is shown below:
Pump Station Name Priority of Replacement
Joseph Way 1
Brewer Lane 2
Strout Avenue 3
Grove Street 4
Small Lane 5
Collins Avenue 6
Pitman Drive 7
Joseph Way Sewer Pump Station
The existing Joseph Way Pump Station is a pneumatic ejector station that is located at the end
of Joseph Way, nearest the intersection with Kieran Road. This existing station services
approximately 71 parcels in a residential area. The service area consist s of approximately 4,900
linear feet of gravity sewer upstream from the station. The discharge force main for the station is
approximately 1,315 linear feet of 6-in CI and AC pipe and discharges into William Road. This
station was originally built in 1974, making it 51 years old. The current capacity of the station is
30 gpm.
The Joseph Way Pump Station is located at the end of a dead -end street. It is surrounded by
residential homes and woods. There is no fencing around the station but the hatch to the station
is kept locked. The station has a small control cabinet halfway dow n the access road to the station
near the electrical pole that services the station.
The Town has noted that there have been several ongoing issues with operation of this station.
The check valves, gate valves, and some portions of internal piping have been replaced, but the
Town is still experiencing operational issues at the station.
As noted above, this station has had many issues with the valves and piping at the station that
continue to cause disruptions to operation of the station. Replacement of this station should be
completed at the same time as Brewer Lane Pump Station as the t wo stations are the highest
priority for replacement at the time of the report.
The service area and capacity of this station is not expected to change from the existing station.
The service area is residential and nearly all parcels in the area have been developed.
Brewer Lane Sewer Pump Station
The existing Brewer Lane Pump Station is a pneumatic ejector station located at the end of Brewer
Lane. This existing station services approximately 20 parcels in a small residential area. The
service area consists of approximately 1,230 linear feet of gra vity sewer upstream from the
station. The discharge force main for the station is approximately 500 linear feet of 4 -inch AC pipe
and discharges into a manhole on Colonial Drive. This station was originally built in 1979, making
it 46 years old. The current capacity of the station is 20 gpm.
The Brewer Lane Pump Station site is located in a grassy area next to a paved road. It is
surrounded by residential homes on both sides. There is no fencing around the station, but
shrubbery has been installed to shield it from the road and the hatch to th e station is kept locked.
There is a small control cabinet with a portable generator receptacle located adjacent to the
station near the electrical pole that services the station.
The Town has noted that there are ongoing electrical and grease issues at the existing station.
Additionally, it has been noted that the piping within the station is too small and there have been
issues with the check valve.
The service area and capacity of this station is not expected to change from the existing station.
The service area is residential and nearly all parcels in the area have been developed.
Proposed Project
Based on the age and condition of the Joseph Way and Brewer Lane sewer pump stations, they
are both recommended to be replaced.
The proposed project would consist of replacing the two aging stations in their entirety with new
pre-cast wet wells; valve vaults; submersible pumps; upgraded controls and electrical; SCADA;
new portable generator receptacles capable of running the stations in the event of a power outage,
fencing, landscaping and pavement restoration; temporary bypass pumping, new sewer mains;
and all other incidental work. The total estimated cost of this project is $3,100,000.
Finance Committee Report: At their meeting on March 11, 2026, the Finance Committee voted
X-X to recommend Article 16 to Town Meeting.
Bylaw Committee Report: No Report.
ARTICLE 17 To see if the Town will vote to amend the Town of Reading General Bylaws
Article 8.8 Animal Control to comply with recent amendments to G.L. Chapter 140, known as
"Ollie's Law", or take any other action with respect thereto.
Bylaw Committee
Background: The changes to the General Bylaws to comply with amendments to G.L. Chapter
140 are as follows:
8.8 Animal Control
Pursuant to the authority set forth in MGL Chapter 140 Sections 136A –174EG, inclusive,
and any other relevant statutes and regulations issued pursuant thereto, the following
requirements are adopted for the regulation of dogs in the Town of Reading.
8.8.1 Definitions
The definitions of words and terms set forth in MGL Chapter 140 Section 136A are
incorporated into Section 8.8 and shall be applicable to the interpretation thereof. In
addition, unless the context clearly indicates otherwise, the following words and terms ,
as used in Section 8.8, shall have the following meanings:
8.8.1.1 Animal Control Appeals Committee (ACAC)
The “Hearing Authority,” as that term is defined in MGL Chapter 140 Section
136A, charged with the responsibility of handling dog complaints for the Town
of Reading, pursuant to MGL Chapter 140 Section 157.
8.8.1.2 Animal Control Officer (ACO)
A person appointed by the Town Manager who is authorized to enforce this
Bylaw and MGL Chapter 140 Sections 136A –174EG.
8.8.1.3 Effective Voice Control
An animal shall be deemed to be “under effective voice control” if it is (i) within
the handler’s sight, (ii) refrains from aggressive behavior, (iii) comes
immediately when called by its handler, and (iv) the handler is carrying a leash
per dog. Aggressiv e behavior is any behavior that would cause a reasonable
person to believe the dog poses an unjustified imminent threat of physical
injury to a person or another dog, including but not limited to jumping on,
repeatedly barking at, or approaching any person without their consent.
8.8.1.4 Kennel
A pack or collection of dogs on a single premise, including a commercial
boarding or training kennel, commercial breeder kennel, domestic charitable
corporation kennel, personal kennel or veterinary kennel.
8.8.1.4.1 Commercial Boarding or Training Kennel
An establishment used for boarding, holding, day care, overnights stays or
training of animals that are not the property of the owner of the
establishment, at which such services are rendered in exchange for
consideration and in the absence of the owner of such animal.
8.8.1.4.2 Commercial Breeder Kennel
An establishment other than a personal kennel, engaged in the business of
breeding animals for sale or exchange to wholesalers, brokers or pet shops
in return for consideration.
8.8.1.4.3 Domestic Charitable Corporation Kennel
A facility operated, owned or maintained by a domestic charitable
corporation registered with the department or an animal welfare society or
other nonprofit organization incorporated for the purpose of providing for
and promoting the welfare, protection an d humane treatment of animals,
including a veterinary hospital or clinic operated by a licensed veterinarian,
which operates consistent with such purposes while providing veterinary
treatment and care.
8.8.1.4.4 Personal Kennel
A pack or collection of more than 4 dogs, 3 months old or older, owned or
kept under single ownership, for private personal use; provided, however,
that breeding of personally owned dogs may take place for the purpose of
improving, exhibiting or showing the breed or for use in legal sporting
activity or for other personal reasons; provided further, that selling, trading,
bartering or distributing such breeding from a personal kennel shall be to
other breeders or individuals by private sale only and not to w holesalers,
brokers or pet shops; provided further, that a personal kennel shall not sell,
trade, barter or distribute a dog not bred from its personally -owned dog;
and provided further, that dogs temporarily housed at a personal kennel, in
conjunction with an animal shelter or rescue registered with the
department, may be sold, traded, bartered or distributed if the transfer is
not for profit.
8.8.1.4.5 Veterinary Kennel
A veterinary hospital or clinic that boards dogs for reasons in addition to
medical treatment or care; provided, however, that "Veterinary Kennel''
shall not include a hospital or clinic used solely to house dogs that have
undergone veterinary treatment or observation or will do so only for the
period of time necessary to accomplish that veterinary care.
8.8.1.5 Licensee
A person who owns and maintains a kennel that has received a kennel
license from the relevant Licensing Authority.
8.8.1.6 Licensing Authority
The Town Clerk is the Licensing Authority within the Town of Reading.
8.8.1.47 Running at Large
A dog is running at large if it is not on the private property of its owner or
keeper, or on private property with the express permission of that property’s
owner, or on a leash, or under effective voice control.
8.8.1.8 Shelter
A public animal control facility or other facility which is operated by an
organization or individual for the purpose of protecting animals from cruelty,
neglect or abuse.
8.8.2 Licensing and Fees
8.8.2.1 License and Vaccination Requirements
In accordance with MGL Chapter 140 Section 137, the owner or keeper of a
dog(s) six months of age or older, while residing in the Town of Reading, shall
obtain a license for the dog from the Town Clerk, which shall be affixed to the
dog’s collar. To obtain or renew a license, each dog owner or keeper shall
annually present proof of a current rabies vaccination or a certification of
exemption from the vaccination requirement, pursuant to MGL Chapter 140
Sections 137(b) and 145B.
8.8.2.1.1 New Dogs and Puppies
Within thirty (30) days of either (a) acquiring a dog six (6) months of
age or older or (b) a puppy’s six -month birthday, each dog owner or
keeper in Reading shall present proof of that dog’s current rabies
vaccination and obtain a license and dog tag from the Town Clerk.
8.8.2.1.2 Lost Tags and Replacement Tags
Dog owners and keepers shall replace a lost tag within three (3)
business days of the loss, by obtaining a replacement tag from the Town
Clerk.
8.8.2.1.3 Tag Exemptions for Dog Events
While actually participating in an official dog sporting or dog fancy event,
a dog may, if the event sponsors do not allow participants to wear tags,
be exempt from the requirement of section 8.8.2.1 that its license tag
be affixed to its collar; provided, however, that the dog owner or keeper
shall have the tag at the event and available for inspection by the ACO.
8.8.2.1.4 Tag Exemptions for Medical Reasons
During any period when a veterinarian has determined that a dog cannot
wear a collar for medical reasons, the dog shall be exempt from the
requirement of section 8.8.2.1 that its license tag be affixed to its collar;
provided, however, that the dog’s owner or keeper shall possess such a
tag and make it available for inspection upon request by the ACO.
8.8.2.1.5 Annual Renewal
Dog owners and keepers shall renew each dog license annually. The
annual licensing period runs from January 1 through December 31.
8.8.2.1.6 License due Date and Late Fee
Application forms for obtaining, renewing or transferring a license shall
be made available annually no later than December 31 each year. Dog
owners and keepers shall return forms and fees to the Town Clerk by
March 31 or, if such date is not a business da y, by the first business day
thereafter. Any license renewed after this date shall be deemed overdue,
and the owner or keeper shall be required to pay a late fee as
determined by the Town Meeting in addition to the license renewal fee.
The license fee and the late fee may be secured through the imposition
of a municipal charges lien on any property standing in the name of the
dog owner or keeper, pursuant to MGL Chapter 40 Section 58.
8.8.2.1.7 License Fees
Fees for licensing each dog shall be determined by the Town Meeting;
provided, however, that the fee for neutered or spayed dogs shall be
less than the fee for non-neutered or non-spayed dogs. No dog license
fee shall be charged for any service dog as defined by the Americans
with Disabilities Act or regulations issued thereunder; or for a license for
a dog owned by a person 70 years of age or older.
8.8.2.2 Kennel Licenses
No person may maintain a kennel own or board four or more dogs within the
Town of Reading without first obtaining a Kennel License from the Town Clerk,
in accordance with MGL Chapter 140 Section 137A .; provided, however, that
this requirement shall not apply to medical boarding by any licensed
veterinarian practicing in the Town of Reading. To obtain or renew such kennel
license, the owner or keeper of the dogs shall:
a Present proof of current rabies vaccinations for each dog older than six
months in the kennel or a certification of exemption from the vaccination
requirement, pursuant to MGL Chapter 140 Sections 137(b) and 145B;
and
b Pass an inspection by the Animal Control Officer pursuant to MGL
Chapter 140 Sections 137A , and 137C and 174G.
8.8.2.2.1 New Dogs and New Puppies Records
A kennel licensee who is also the owner or keeper of dogs shall report
to the Town Clerk each new dog in the kennel within thirty (30) days of
its acquisition; shall show retain proof of current vaccination; and shall
obtain a kennel tag for that dog. The kennel licensee shall show proof
of current vaccination and obtain a tag for each puppy when it reaches
six months old.
8.8.2.2.2 Periodic Inspections
The Town may perform an inspection of any kennel at any time pursuant
to MGL Chapter 140 Section 137C and 174G.
8.8.2.2.3 Annual Renewal
Each kennel licensee shall renew the kennel license annually. The annual
licensing period runs from January 1 to December 31.
8.8.2.2.4 License Due Date
Application forms for obtaining, renewing or transferring a kennel
license shall be made available annually no later than December 1 each
year. Kennel licensees shall return forms and fees to the Town Clerk by
January 15 or, if such date is not a business day, by the first business
day thereafter. Any kennel license renewed after this date shall be
deemed overdue, and the owner or keeper shall be required to pay a
late fee as determined by the Town Meeting in addition to the license
fee. The overdue license fee and the late fee may be secured through
the imposition of a municipal charges lien on any property standing in
the name of the kennel licensee, pursuant to MGL Chapter 40 Section
58.
8.8.2.2.5 Fees
The fees for licensing each kennel shall be established by the Select
Board.
8.8.2.2.6 Penalties
Any person maintaining a kennel after the kennel license therefor has
been denied, revoked or suspended shall be subject to the penalties set
forth in Section 8.8.6.
8.8.3 Conduct of Dogs
8.8.3.1 Nuisance and Dangerous Behavior
No dog owner or keeper shall permit the dog to become or remain a nuisance
dog or a dangerous dog, as those terms are defined and used in MGL Chapter
140 Sections 136A and 157.
8.8.3.2 Leash Law
When not on the private property of its owner or keeper, or on private property
with the express permission of that property’s owner, a dog shall be on a leash;
provided, however, that it may be under effective voice control when within the
Town Forest or on conservation lands if allowed by Conservation Commission
rules.
8.8.3.2.1 Public Gatherings - Leash Control Only
Except as otherwise specified in Section 8.8, a dog may be at any public
gathering only if it is on a six -foot or shorter leash and refrains from
illegal activities.
8.8.3.2.2 School Grounds
Unless the School Principal gives permission in advance, no dog may be
on school grounds from thirty (30) minutes before classes begin until
thirty (30) minutes after classes end. At all other times, the dog may be
on school grounds only if it is on a six -foot or shorter leash or remains
within a vehicle.
8.8.3.2.3 Town Forest
The maximum number of off -leash dogs shall not exceed two per
handler in the Town Forest. Any dog that does not remain under
effective voice control, as defined in Section 8.8.1.3, must be placed on
a leash or removed from the Town Forest immediately. Dog waste must
be removed in accordance with Section 8.8.3.3. Dogs must be leashed
when entering or exiting the Town Forest. Visitors who do not abide by
these rules may be required to leave the Town Forest, in addition to any
enforcement action provided for under G. L. c.40, §21D and Section 1.8
of these Bylaws.
8.8.3.2.4 Cemetery Grounds
Except with the permission of the Board of Cemetery Trustees or its
designee, no dog may be on the grounds of Charles Lawn, Forest Glen,
Laurel Hill, or Wood End cemeteries.
8.8.3.2.5 Exception for Assistance Animals (service animals)
The provisions of this Section 8.8.3.2 shall not apply to any properly
trained assistance animal or service animal while performing its duties.
8.8.3.3 Dog Litter
Every dog owner or keeper shall be responsible for expeditiously removing any
feces that the dog deposits anywhere except on its owner’s or keeper’s private
property, or on other private property with the property owner’s permission
8.8.4 Animal Control Officer
8.8.4.1 Appointment
The Town Manager shall appoint an ACO pursuant to MGL Chapter 140 Sections
151 and 151A to carry out the provisions of Section 8.8 and to perform such
other duties and responsibilities as the Town Manager or its designee may
determine.
8.8.4.2 Duties
The ACO’s duties shall include the enforcement of the provisions of Section 8.8
and of MGL Chapter 140 Sections 136A -174E and any relevant state or local
regulations.
8.8.4.3 Issuance of Temporary Restraint Orders
The ACO may issue a Temporary Restraint Order to the owner or keeper of any
dog that is alleged to be a nuisance dog or a dangerous dog and is awaiting a
decision under Section 8.8.5.2. A Temporary Restraint Order shall be in force
for no more than thirty (30) days unless the ACO renews it in writing for
subsequent thirty (30) day periods. The ACO may rescind or stop renewing the
order when, in the ACO’s judgment, restraint is no longer required. The ACO’s
order shall expire upon receipt of a decision from the ACAC on the nuisance
dog or dangerous dog hearing.
8.8.4.4 Issuance of a Temporary Confinement Order
The ACO may make arrangements for the temporary housing of any dog that
requires such temporary housing, and may issue an Order of Temporary
Confinement authorizing such temporary housing. The housing may be at local
veterinary clinics, or at dog kennels w ithin the Town or neighboring towns, and
shall be at the dog owner’s or keeper’s expense.
8.8.4.5 Complaint Investigation
The ACO shall make a written record of and shall investigate all complaints
arising within the Town pertaining to violations of Section 8.8 or MGL Chapter
140 Sections 136A-174EG and report its findings to the ACAC.
8.8.4.6 Recordkeeping
The ACO shall keep accurate, detailed records of the confinement and
disposition of all dogs held in custody, all bite cases reported, and the results
of investigations. The ACO shall maintain a telephone log of all calls received
regarding dogs and submit a monthly report summarizing the log to the ACAC.
8.8.5 Animal Control Appeals Committee
8.8.5.1 Composition of the ACAC
The Animal Control Appeals Committee shall be composed of three Reading
residents, none of whom shall otherwise be employees of the Town, appointed
to three-year overlapping terms by the Select Board. The ACAC shall annually
select a member to serve as the Chair. At least one of the three members must
be a dog owner.
8.8.5.2 Nuisance or Dangerous Dog Hearings
Any person may file a complaint in writing to the ACAC that a dog owned or
kept in the Town is a nuisance dog or a dangerous dog. All such complaints
shall be investigated and addressed in accordance with MGL Chapter 140
Section 157.
8.8.6 Penalties
8.8.6.1 Fines
Any dog owner or keeper who maintains a kennel after the kennel license has
been denied, revoked or suspended, or who fails to obtain a kennel license;
and any dog owner or keeper who fails to comply with Section 8.8.3 shall be
subject to penalties as dete rmined by the ACAC, not exceeding Three Hundred
($300) Dollars per day for every day of the violation.
8.8.6.2 Reimbursement of Costs
If the ACO confines a dog and the dog owner or keeper does not pay all fees
directly to the kennel or veterinary clinic, then the dog’s owner or keeper shall
be required to reimburse the Town for any expenses incurred in boarding that
dog. If the dog has not been licensed, the owner or keeper shall obtain a license
and pay any applicable late fee before the dog can be released.
8.8.6.3 Penalties for Violating Temporary Restraint Orders
The ACAC shall determine a schedule of penalties not exceeding Three Hundred
($300) Dollars per day for each and every violation of Temporary Restraint
Orders.
8.8.6.4 Penalties for Non-Compliance with and Order of the ACAC
An owner or keeper of a dog who fails to comply with an order of the ACAC
shall be punished in accordance with MGL Chapter 140 Section 157A.
8.8.6.5 Enforcement
In addition to any other means of enforcement, the provisions of Section 8.8
and the regulations adopted pursuant thereto may also be enforced by non -
criminal disposition in accordance with the provisions of Section 1.8, and MGL
Chapter 40 Section 21D. The penalty for such violation shall be $300 for each
offense. Each day or part thereof shall constitute a separate offense.
Finance Committee Report: No Report.
Bylaw Committee Report: At their meeting on March XX, 2026, the Bylaw Committee voted X -
X to recommend Article 17 to Town Meeting.
ARTICLE 18 To see if the Town will vote, pursuant to Section 2-6 of the Reading Home
Rule Charter, to declare the seats of certain Town Meeting Members to be vacant and remove
certain described persons from their position as Town Meeting Members for failure to take t he
oath of office within 30 days following the notice of election or for failure to attend one -half or more
of the Town Meeting sessions during the previous year, or take any other action with respect
thereto.
Select Board
Background:
Town Meeting Members Attendance
2026 Annual Town Meeting – Article 18
Total of 4 Town Meetings resulting in 11 evenings counted for attendance
Town Meetings include Annual, Subsequent and 2 Specials
Listed below are those who attended 5 sessions or less
Precinct Vote
59 Town Meeting Members had perfect attendance in 2025
Remove from List and Remain in Town Meeting or Remain on the List and be
Removed from Town Meeting:
Town Meeting Members that have low attendance are added to the list to be removed from
Town Meeting.
If you vote to leave the name on the list, they are removed from Town Meeting.
If you vote to remove the name from the list, they remain a member of Town Meeting.
Finance Committee Report: No Report.
Bylaw Committee Report: No Report.
Precinct Name Address Term Total Precinct
Vote
-Remove from List
-Remain in TM
-Remain on List
-Remove from
TM
2 David A Craven 22 Beech Street 2027 5 2 Michael A Storti 8 Winter Street 2027 2
3 Tara Anne Giardina 103 Village Street 2027 0
3 Maureen M Hurley 274 Ash Street 2028 4
4 Elizabeth C Shurland 319 Summer Avenue 2027 5 5 Jared P Belliveau 11 Grand Street 2027 4 5 Justin Michael Scott 28 Mt Vernon Street 2028 0
6 John James Federico 24 Grove Street 2028 1
6 Gabriella G Graceffa 32 Grove Street 2028 1
6 Daniel R Malone 24 Lisa Lane 2027 5 7 Kerry Crehan Dunnell 182 Bancroft Avenue 2027 2 8 Kevin M Sexton 20 Emerson Street 2028 5
and you are directed to serve this Warrant by posting an attested copy thereof in at least one (1)
public place in each precinct of the Town not less than fourteen (14) days prior to April 27, 2026,
or providing in a manner such as electronic submission, holding for pickup or mailing, an attested
copy of said Warrant to each Town Meeting Member.
Hereof fail not and make due return of this Warrant with your doings thereon to the Town
Clerk at or before the time appointed for said meeting.
Given under our hands this __th day of ___________, 2026.
_______________________
Christopher Haley, Chair
_______________________
Melissa Murphy, Vice Chair
_______________________
Karen Rose-Gillis, Secretary
_______________________
Carlo Bacci, Member
_______________________
Karen Gately Herrick, Member
SELECT BOARD OF READING
_______________________________
, Constable
Finance Committee Budget Summary
Joe Carnahan - Chair, Finance Committee
Town Meeting Members,
This year's budget is most remarkable in what has not changed since last year. Across both
town and school departments, this budget maintains level staffing and services. Under this
proposed FY27 budget, the residents of Reading can expect the same high quality of public
safety, education, and infrastructure that all help make Reading such an amazing place to call
"home".
However, this did not happen on its own, and it did not come easily.
With sharp increases this year in the cost of health insurance and rubbish removal
compounding with past years' cost increases in both these and other areas, our Chief Financial
Officer and leaders from across all town and school departments needed to pull every lever and
turn every knob to balance this budget without cutting staff or services. Doing this successfully
demonstrates impressive discipline, teamwork, and creativity.
As in previous years, this year's budget process began with CFO Sharon Angstrom estimating
costs for the coming year and asking the Finance Committee for guidance on the appropriate
amount of free cash to use to balance the operating budget. Even early in the process, staff
displayed creativity and collaboration: While the School Department projected a 3.43% increase
in its operating budget just to honor existing staff contracts, the Town saw an opportunity to get
by with less by funding several Public Works positions out of the Stormwater Enterprise Fund
instead of the General Fund. By agreeing to move some money that would normally have gone
into the Town budget into the School Department budget, the overall request for free cash was
kept at the level of a 3% operating budget increase.
This was still an enormous amount of free cash, estimated at $6.75 million. However, it was not
as dramatic a year-over-year increase as we had seen in previous years, which was a promising
start.
Both the Town and Schools followed this with a variety of belt-tightening measures and creative
funding sources, which actually brought the final School Department increase down further to
3.14% and the Town budget increase down to only 1.7%. Besides the use of Stormwater
Enterprise Funds mentioned above, other examples of savings included
● reducing included-debt and capital from the usual 5% of the operating budget to 4.75%,
● relying on the new Special Education Stabilization fund to instead of pre-paying
out-of-district special education costs, and
● opting to replace only one police cruiser instead of two this year after one police cruiser
was replaced via insurance after an accident.
Cuts like these reduced the projected use of free cash in the FY27 budget to $6.55 million.
Each of these are good ideas, and we should obviously reach for these ideas before taking
more drastic measures. However, each of these measures are inherently temporary or one-time
fixes, not long-term solutions.
We should also acknowledge that at the edges, the effects of many expense cuts are already
noticeable. The Finance Committee has received requests from residents regarding gaps in
funding for Conservation and for Elder and Human Services in the coming year. However, there
is nothing we can do to find more money in the operating budget after everything else has
already been cut.
Note: I may want to come back and add something here about funding for Unified Sports
depending on how Article 14 is presented to us on Wednesday night. - Joe C.
Most importantly, none of these ideas address the root causes of our budget challenges:
● Health insurance and other benefits jump by double-digit percentages every year.
● Energy costs often surge, like they have surged due to disruptions from recent global
events.
● Contracts for everything from school buses to technical support to rubbish removal and
disposal always come back higher with each renewal.
Even just trying to pay salaries that remain comparable with other communities and with the
cost of living requires increases of at least 3.5% in most years.
All these costs go up faster than the 2.5% annual increase that we can expect from property
taxes under Proposition 2½. Nothing changes the reality that Massachusetts communities must
all eventually choose between
1. permitting significant new growth and development,
2. cutting staff and services, or
3. raising taxes.
Of these options, Town Meeting has made its preferences clear about #1 with votes in recent
years to restrict zoning downtown and to minimize the amount of new growth that will actually
occur under the MBTA Communities Act. The Eastern Gateway District offers another
opportunity to permit new growth that might help balance the budget, but not in time to help with
budgets in FY28 or FY29.
Likewise, #2 is much easier said than done: Any proposal to cut something must be specific
about what to cut. What do you want? Less math and science in the schools? Fewer police
patrolling our streets? Less frequent recycling collection? Reading residents appreciate the high
quality of services that our town provides, and it seems very difficult to find any town service that
most voters would agree to go without.
That leaves option #3, raising taxes. While nothing about an override is currently before Town
Meeting, the Select Board and Finance Committee are both keenly aware of the problem and
are discussing the issue. Town Meeting members should be aware of it as well.
One question that is before Town Meeting this year is the Community Preservation Act (CPA).
The CPA would bring in state funds to defray some costs that currently come from the town's
capital budget. However, this would only close a tiny fraction of the gap that Reading faces in
future years' budgets. So, the trilemma of either permitting new development, cutting services,
or raising taxes remains.
One last comment about how to read this year's budget: Many numbers such as the overall size
of property taxes and the amount of debt being financed are skewed by the fact that we have
borrowed money for the Killam School and ReCAL projects. These are pass-throughs: The
voters of Reading chose to accept temporary tax increases for both of these projects. So,more
tax money comes in while the exact same amount of tax money goes out to pay for these two
specific projects.
This is my second year of writing the Finance Committee budget summary, and I do not enjoy
spending so much time writing about such tough financial questions. However, I really
appreciate the people with whom I am facing these questions, and with their help, I am
confident that we can find the right answers. Many thanks to my fellow Finance Committee
members: Vice Chair Emily Sisson, Geoffrey Coram, Endri Kume, Joe McDonagh, Marianne
McLaughlin-Downing, Ed Ross, John Sullivan, and Mark Zarrow.
I can also confidently speak for the whole Finance Committee to say that we appreciate all the
Town and School staff with whom we have worked this year. This includes Chief Financial
Officer Sharon Angstrom, Acting Town Manager Jayne Wellman, former Town Manager Matt
Kraunelis, School Superintendent Tom Milaschewski, and School Director of Finance and
Operations Phil Littlehale, as well as many department and division heads. As I said at the
beginning of this summary, creating a level-service budget in the face of such constraints was
an impressive demonstration of discipline, teamwork, and creativity. We should all be grateful for
that.
To conclude, the Finance Committee recommends this FY27 budget for consideration by Town
Meeting.
Thank you.
Town of Reading
Meeting Minutes
Page | 1
2016-09-22 LAG Board - Committee - Commission - Council:
Finance Committee
Date: 2026-02-25 Time: 7:00 PM
Building: Reading Town Hall Location: Select Board Meeting Room
Address: 16 Lowell Street Session: Open Session
Purpose: General Business Version: Draft
Attendees: Members - Present:
Chair Joe Carnahan, Vice Chair Emily Sisson, Geoffrey Coram, Endri Kume,
Joe McDonagh, Marianne McLaughlin-Downing, Ed Ross, John Sullivan, Mark
Zarrow (remote)
Members - Not Present:
Others Present:
Assistant Town Manager Jayne Wellman, School Superintendent Thomas
Milaschewski, School Finance Director Phil Littlehale, CFO Sharon Angstrom
(remote), Shawn Brandt (remote), Carla Nazzaro, Tom Wise (remote),
Karen Herrick, Karen Rose-Gillis (remote)
Minutes Respectfully Submitted By: Jacquelyn LaVerde
Topics of Discussion:
This meeting was held in-person in the Town Hall Select Board Meeting Room and remotely
on Zoom.
Call to Order & Welcome
Chair Joe Carnahan called the meeting to order at 7:01 pm.
Roll call attendance: Mark Zarrow (remote), Geoffrey Coram, John Sullivan, Endri Kume, Ed
Ross, Joe McDonagh, Emily Sisson, Joe Carnahan.
Marianne McLaughlin-Downing arrived shortly after at 7:03 pm.
Public Comment
Karen Herrick of the Select Board shared that the Select Board signed a separation
agreement with Town Manager Matt Kraunelis at their meeting last night, and Assistant
Town Manager Jayne Wellman is now the Acting Town Manager. She also shared that the
Select Board discussed the Mattera cabin and funding improvements to allow it to open to
the public again, as it has been closed since September of last year. She also expressed
concern regarding an article on the upcoming Annual Town Meeting Warrant creating a
stabilization fund for unified sports funded by lease payments from the Burbank Ice Arena.
She noted that the Ice Arena has not made rent payments in a few years and the Select
Board is not in agreement on this article.
Liaison Reports
Ed Ross shared updates from the Killam School Building Committee including bids received
for an early package for electrical switchgear and generator coming in under budget,
construction bids due to come out at the end of March with the goal of having a contract
Page | 2
signed by the end of May, and 90% construction documents have been submitted to the
Massachusetts School Building Authority (MSBA). Mr. Ross also expressed concern
regarding the Select Board’s untimely decision to part ways with the Town Manager with
upcoming building projects and pending override.
Marianne McLaughlin-Downing stated that the Select Board previewed the Annual Town
Meeting Warrant. There was discussion on the PARC grant and unified sports, and things
may change before the Finance Committee needs to vote on the warrant articles.
Joe Carnahan shared that the CPA Study Committee presented to the Select Board, which
spurred a lengthy discussion, and comments and questions from both the Board and
residents. The Study Committee will discuss minor changes to their report at their next
meeting. An article for the CPA will be added to the Annual Town Meeting Warrant.
Bid Process Updates for Killam School, Reading Center for Active Living, and other
Capital Projects
Assistant Town Manager Jayne Wellman provided updates on the Killam, ReCAL, and
pickleball construction projects. For Killam, the switchgear bid is now in pre-qualifications,
and all sub-bids need to be vetted. The general contractors will also need to be pre-qualified
to ensure that they are qualified and have the capacity to do a project of this size. The
general contracting bids are due back on March 19th.
ReCAL’s winning construction base bid came in at $18.9 million, which is $3 million under
the $21.9 million budgeted. With both alternate bids the total was $19,357,000. The
alternates include the completion of a section of Range Road, and a photovoltaic system on
the roof. The contract was awarded to J&J Construction. The anticipated mobilization date to
begin construction is March 16th.
The pickleball project received 10 bids, the lowest being from Quirk for $1.158 million,
which includes both base bids for a seventh court and lighting. Mobilization is also expected
early next month. With the $225,000 donation from the Reading Pickleball Players
Association, $200,000 from the Burbank Ice Arena Fund, $100,000 from the Recreation
operating account, and an anticipated $100,000 from the PARC grant, the expected
borrowing needed for pickleball is estimated at $533,000.
Bids for the Haven Street/High Street construction project came in a little over budget.
Engineering is managing that project and working to redefine the scope.
School Department/School Committee Recommended FY27 Budget Presentation
School Superintendent Thomas Milaschewski and Finance Director Phil Littlehale presented
the FY27 School Committee recommended budget. Dr. Milaschewski highlighted that the
FY27 budget is level funded for non-personnel expenses and level service personnel, with no
additions to staffing.
There is a 3.14% increase in the Operating Funds, and a 7.33% decrease for Special
Education Accommodated Costs, resulting in an overall 2.01% increase. This was done
through creative budgeting, including using two years' worth of school choice funding and
shifting some expenses to other revenue sources. They were able to decrease Special
Education Accommodated Costs, as more kids are staying in -district, and the Special
Education Reserve Fund is over $600,000.
Mr. Littlehale reviewed the general fund budget which increased 2.0% largely driven by
School Facilities and Technology due to software costs. He reviewed the Full Time
Equivalent (FTEs), which increased by a total of 1 FTE, as two out-of-district special
education students require a one-to-one paraprofessional, though those costs are borne by
the sending districts. He also covered various funding sources and offsets, including full -day
kindergarten tuition, special education tuition, school choice funds, and the school lunch
program. He reviewed grants received and noted that the department continues to pursue
grants.
Page | 3
Mr. Littlehale reviewed the Capital Plan and noted that the food service van was removed,
as it was paid for out of the food service program, and capital funding for district wide
technology projects was increased to $250,000 annually.
Dr. Milaschewski and Mr. Littlehale answered several questions from the Committee on
special education transportation costs, budget challenges with the METCO program given
the decreasing carryover funds and increased costs, increase in software costs, and
decrease in enrollment trends and lower attrition.
Future Agenda Discussion
The Committee will meet again next week to hear the proposed FY27 town budget. They will
continue the following week to finish reviewing the budget, then vote on the budget and
relevant Town Meeting Warrant Articles. Once non-budget meetings resume, the Committee
will follow up with the policy review.
Approve Prior Meeting Minutes
On a motion by Emily Sisson, seconded by Ed Ross, the Finance Committee voted
9-0-0 to approve the meeting minutes of February 4, 2026, as presented.
Roll call vote: Mark Zarrow – Yes, Geoffrey Coram – Yes, John Sullivan – Yes, Endri
Kume – Yes, Ed Ross – Yes, Joe McDonagh – Yes, Marianne McLaughlin-Downing –
Yes, Emily Sisson – Yes, Joe Carnahan – Yes.
On a motion by Emily Sisson, seconded by Ed Ross, the Finance Committee voted
9-0-0 to adjourn at 8:29 pm.
Roll call vote: Mark Zarrow – Yes, Geoffrey Coram – Yes, John Sullivan – Yes, Endri
Kume – Yes, Ed Ross – Yes, Joe McDonagh – Yes, Marianne McLaughlin-Downing –
Yes, Emily Sisson – Yes, Joe Carnahan – Yes.