Document Salem_doc_0f80968cb1

Mayor Mission Statement – Why We Exist The Mayor is the Chief Executive Officer and administrative head of the City of Salem. In that capacity, she appointments department staff and board members, submits the annual budget to the City Council, approves all financial instruments and contracts, recommends bond issues, legislation, and orders to the City Council, and represents the City with other governmental entities. As the general administrator of all City departments she is responsible for the operations of City government in carrying out the people’s work and ensuring the City’s overall welfare. The Mayor serves as Chair of the School Committee, the Board of Public Library Trustees, the Salem Harbor Port Authority, the Board of Trust Fund Commissioners, and the North Shore Coalition. The Mayor also serves on the Commonwealth’s Seaport Economic Advisory Council and the Salem Housing Authority. The Office of the Mayor ensures that Salem’s residents, businesses, and visitors receive the highest quality services and assistance that is available to them within the Mayor’s jurisdiction. The Mayor’s Office is accountable to all individuals and municipal employees within the City of Salem and provides constituent services in a concise and business friendly manner. Significant Budget & Staffing Changes for FY2022 None. The Constituent Services and Special Projects Assistant position was moved from a split-year part-time position to one full-time position, however there is no budgetary impact from this change. Recent Accomplishments COVID-19 Response  Launched Salem Together initiative to connect residents to community resources and coordinate volunteers  Instituted one of the first mask orders in the Commonwealth and used ambassador corps to enforce and distribute free masks  Instituted free COVID testing on a reservation system for residents  Utilized innovative wastewater surveillance testing and follow-up protocols for high-risk areas  Developed and implemented one of the first pooled testing programs for schools and City employees in the nation  Published weekly data dashboard with between 40 and 60 metrics on cases, transmissions, deaths, vaccinations, testing, economic recovery, and community wellness, and daily update on case numbers  Conducted comprehensive COVID response survey and designed and implemented extensive public Sec. 8-1 ---PAGE BREAK--- information effort with digital, signage, and print elements  Convened local COVID Response Team to manage daily operations impacting public health, vulnerable populations, PPE coordination, economic recovery, homeless population support, and food security  Led regional vaccination clinic for the North Shore and set up at-home vaccination program for homebound residents  Published dedicated City websites for COVID data, health information, testing information, links to resources, and vaccination appointments  Created and updated continuity of municipal operations plans and safe office re-opening policy  Distributed thousands of pieces of free PPE to Salem businesses and seniors, including over 81,000 free masks  Established Economic Recovery Task Force to support and bolster small businesses through grants, technical assistance, information sharing, collaborative marketing, and more  Managed crowd control program for busy October without seeing an undue increase in COVID cases attributable to visitation Finances  Completed Comprehensive Annual Financial Report (CAFR) in accordance with GFOA standards  Held City spending to 0.3% growth  Continued historically low change in average tax bills  Received eleventh Distinguished Budget Presentation Award  Continuation of City’s 5-year financial forecast  Continuation of comprehensive Capital Improvement Plan  Reconfirmation of bond rating upgrade by Standard & Poor’s to AA, the highest level on record for the City Improving Government  Continuation of Salem State University Neighborhood Advisory Committee, Neighborhood Improvement Advisory Council, and Scholarship and Education Committee  Established the Race Equity Task Force and served as a member  Continued support and promotion of the Salem Tree Fund, Salem Athletics Fund, and the Salem Relief Fund for residents facing economic distress after disasters, including from the pandemic.  Continued the work of the Salem Affordable Housing Trust Fund Board on affordable housing policies and projects  Continued participation in joint Salem/Beverly Homelessness Task Force and Salem’s local Homelessness Task Force  Continued internal Problem Properties Working Group and participation in the Attorney General’s Abandoned Housing Initiative  Continued work with the Innovation Field Lab of Harvard’s Kennedy School to improve response to problem properties  Continuation of the Salem for All Ages Task Force and Leadership Council, which completed Year 4 implementation of the Salem for All Ages action plan Sec. 8-2 ---PAGE BREAK---  Continued Salem for All Ages website, social media presence, and updated resource guide  Continued regular mailing of Salem For All Ages resource guide to new 65-year-old residents  Continued the Building Salem public information initiative  Updated New Resident Guide in English and Spanish and continued regular mailing to new Salem homeowners  Continued transparency initiative of posting of board and committee vacancies weekly on the City website, in English and Spanish  Continued transparency initiative of posting Mayor’s filings with the City Council on website before every regular City Council meeting and the online tracking tool for major items before the City Council  Continued annual online Resident Survey in English and Spanish and compiled/analyzed results  Continued the FYI Salem newsletter of City updates and information  Continued the FYI Salem podcast and launched new FYI Salem Snapshot mini-news announcements.  Encouraged broader civic engagement through appointments to City boards and commissions  Began development of a relaunch to the Salem Stat program to collect and analyze performance measures in various departments  Continued planning for Municipal Diversity Index and participated again in the Human Rights Campaign’s Municipal Equality Index, scoring 100 for another year in a row  Continued planning for achieving Welcoming City status  Continued new tools for capital planning and facility maintenance and launched a similar tool for tracking accessibility work  Continued and grew official City of Salem accounts on Facebook, Twitter, and Instagram, and launched accounts on Nextdoor and LinkedIn.  Continued implementation of SeeClickFix work order and CRM tool for City workers  Began plans for 3-1-1 service  Updated online Snow Emergency webpage with maps, guides, contact information, and other resources  Continued Imagine Salem visioning initiative in anticipation of the 400th Anniversary in 2026 and adopted Signature Parks initiative Public Improvement Initiatives  Continued advocacy for South Salem MBTA commuter rail station  Working with community stakeholders developed next round of City CPA applications  Oversaw disposition of vacant state court buildings to ensure historic preservation and productive reuse for the community  Launched on-demand “Salem Skipper” City shuttle service and community car pilot program  Oversaw repaving of multiple City streets  Continued study on future options related to the Sec. 8-3 ---PAGE BREAK--- DPW building and the Transfer Station site  Continued work on improvements to Bertram Field, Forest River Park and Salem Willows  Finished first phase of improvements to Gallows Hill Park and began planning for Mansell Field remediation  Launched complete streets project to improve Bridge Street/Boston Street area and finalized plans for Essex Street project  Continued design phase for Boston Street Roadway Improvement Project  Worked with MassDOT on design phase of upgrades to Route 107/Highland Avenue  Continued neighborhood traffic calming program  Cleaning of storm water/sewer siphons, completion of planned leak detection and valve exercising to address water infrastructure challenges  Continued planning for second phase of Canal Street flood control project and associated impacts  Continued planning and installation of bicycle infrastructure and for the launch of Blue Bikes Salem.  Continued Salem PowerChoice electrical aggregation program, saving Salem residents on their electric bills and reducing the community’s carbon footprint Other Accomplishments  Continued to advance the licensure of recreational cannabis establishments in Salem in a fair, transparent, and objective process  Supported job creation and retention through private business expansion and job readiness programs  Continued implementation of the Point Vision and Action Plan, Salem for All Ages Plan, Historic Preservation Plan, Public Art Master Plan, and Open Space and Recreation Plan  Co-chaired participation in the By All Means education initiative through Harvard’s Graduate School of Education and continued the Our Salem, Our Kids initiative  Continued chairing the Salem Children’s Cabinet  Continued Mayors for Equality to combat discrimination against individuals  Continued efforts to support and grow Mack Park Food Farm and other food security, urban agriculture, and healthy eating initiatives  Continued Salem Safe Routes to Schools initiative with project supporting the Bates Elementary School community  Continued Innovation North technology consortium and initiative  Worked with Salem Chamber of Commerce and Main Streets to organize and promote the Salem Farmers Market and other community and business events  Managed safe and successful Haunted Happenings  Kicked off the harbor planning process and convened Harbor Plan Committee  Continued preservation planning around Broad Street Cemetery and completed preservation project at Charter Street Cemetery, including launching new Charter Street Cemetery Welcome Center in partnership with PEM Sec. 8-4 ---PAGE BREAK---  Received numerous grants for programs, public safety, recreation, parks and playgrounds, transportation and infrastructure needs, historic preservation, planning, energy initiatives, and more  Worked with City Clerk to promote complete count efforts for the 2020 Census FY 2022 Goals and Objectives  Continue and broaden efforts to address issues of housing affordability and home insecurity  Continue to work with the City Council on a pro-active agenda to professionalize local government and lead Salem forward  Continue comprehensive school improvement process for Salem Public Schools  Continue to enhance the management of Haunted Happenings and other special events in the City  Continue efforts to improve and enhance Salem’s waterfront activity  Continue oversight of concurrent and planned public and private capital projects  Continue to offer the highest quality customer/constituent services and responsiveness Outcomes and Performance Measures Actual Actual Actual Estimated Estimated FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Submit balanced City budget on schedule Yes Yes Yes Yes Yes Total constituent contacts to office 2,096 1,630 1,839 1,855 1,855 Average business days to respond to constituent contact 0.46 0.33 0.25 0.35 0.35 Percentage of constituent contacts acknowledged on same business day 84% 90% 90% 90% 90% Average business days to close constituent contact 0.63 1.02 0.32 0.66 0.66 SeeClickFix: “Other” issues closed out 704 549 663 634 634 COVID-related inquiries to office n/a n/a 338 813 50 Knowledgebase questions answered 15 11 6 11 11 Resident Survey respondents 650 1,166 1,208 1,008 1,008 Weekly board vacancy postings 52 52 52 52 52 Board vacancies at end of FY 5 3 5 4 4 Board appointments and re-appointments 44 78 75 66 66 News and announcements issued 210 70 115 132 132 News and announcements subscribers 3,043 3,975 9,229 9,400 9,500 All salem.com subscribers 26,826 29,925 41,731 41,800 41,900 CodeRED registered phone numbers 22,947 23,623 39,270 40,000 41,000 CodeRED registered email addresses/texts 8,750 9,129 11,256 11,300 11,400 Mayor’s social media followers 21,917 22,254 24,335 25,544 26,753 Sec. 8-5 ---PAGE BREAK--- City of Salem Twitter followers 459 1,691 2,596 2,700 2,800 City of Salem Facebook page followers n/a 2,183 5,363 5,400 5,500 City of Salem Instagram followers n/a n/a 3,072 3,100 3,200 FYI Salem issues 25 22 22 22 22 FYI Salem podcasts 17 21 22 22 22 New Resident Guides sent out 593 572 614 593 593 Salem for All Ages Resource Guides sent out n/a 572 527 550 550 Salem for All Ages Task Force meetings 12 226 12 11 12 NIAC meetings 12 12 12 12 12 SSUNAC meetings 12 6 2 2 2 Youth Commission meetings 18 12 45 25 25 Scholarship & Education Committee meetings 1 6 11 11 11 Trust Fund Commissioners Board meetings 12 12 12 11 12 Harbor Port Authority meetings 0 12 12 12 12 Constable appointments processed 10 9 6 8 8 Banner applications processed 48 40 32 40 40 Notarizations completed 54 119 83 85 85 Celebrating a new Salem business 24 28 21 24 24 SalemStat meetings 0 0 2 2 6 Latino Affairs Coordinator one-on-one meetings 210 285 550 348 348 Latino Affairs Coordinator pages translated 180 325 600 358 368 Latino Affairs Coordinator City Hall walk-in translations/interpretations 60 70 90 73 73 BuildingSalem social media followers 3,448 3,881 4,237 4,631 5,025 BuildingSalem unique website visitors 4,391 586 780 974 1,168 Sec. 8-6 ---PAGE BREAK--- How FY 2022 Departmental Goals Relate to City’s Overall Long & Short Term Goals The goals of the Mayor’s Office are closely aligned to the City’s overall strategic plan goals. As the most frequently utilized portal to local government by constituents, the Mayor’s Office places a high priority on customer service, responsiveness, and transparency. By seeking to reduce response times to constituent inquiries the Office aims to improve communication and maintain a high level of responsiveness and accessibility. This year especially the Office is heavily engaged in the City’s COVID-19 response efforts, leading the local Task Force of team leaders, maintain and publishing data and public health information, coordinating on local and regional testing and vaccination programs, spearheading relief efforts for vulnerable residents and populations, and much more. The Office is actively involved in the implementation of performance measurement and evaluation programs, transparency and resident engagement, and other improvement initiatives. Communication and transparency are also achieved through the Neighborhood Improvement Advisory Council (NIAC) and the Salem State University Neighborhood Advisory Council (SSUNAC), which are made up of residents and are chaired by the Chief of Staff. It is also met through the deployment of innovative platforms and tools, such as SeeClickFix and the BuildingSalem public information initiative. The Mayor’s Office includes the City’s Latino Affairs Coordinator and LGBT Liaison, and oversees the Salem Mass in Motion health and wellness program, Safe Routes to School, the Problem Properties Task Force, the Salem Food Policy Council, the Salem for All Ages initiative, the Mayor’s Homelessness Task Force, the Scholarship and Education Committee, and the Youth Commission. The Mayor’s Office develops the Mayor’s annual budget and seeks to annually develop, in partnership with the Finance Department, an on-time, balanced budget and five-year capital plan that meet the GFOA’s highest standards. The Mayor and her staff are deeply engaged in advancing the City’s housing and economic growth goals, implementation of all City plans, and the development of new policies and projects to advance housing affordability goals to ensure Salem remains livable and welcoming to all. The Mayor and her team are very involved in the planning and execution of special events, including July 4th celebration, Heritage Days, Haunted Happenings, and other community events that positively impact the local economy and build civic pride and engagement. Finally, the Mayor takes an active role in ensuring public infrastructure and facilities projects are advanced; these especially include roadway improvement projects, park and open space improvements, capital facilities planning and buildings, infrastructure work, complete streets upgrades, and climate change adaptation strategies and projects. Sec. 8-7 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Mayor - Personnel 160 11211 5111 SALARIES-FULL TIME 409,267.83 381,203.51 381,203.51 239,484.59 435,886.60 435,886.60 435,886.60 160 11211 5113 SALARIES-PART TIME 12,955.45 39,297.06 39,297.06 0.00 - - - 160 Total Mayor - Personnel 353,636.97 420,500.57 420,500.57 239,484.59 435,886.60 435,886.60 435,886.60 3.66% Mayor - Expenses 160 11212 5305 ACCOUNTING AND AUDIT 56,935.00 55,800.00 55,800.00 55,000.00 55,800.00 55,800.00 55,800.00 160 11212 5320 CONSULT/CONTRACTED SERVICES 91,598.49 75,000.00 73,911.00 68,522.30 100,000.00 100,000.00 100,000.00 160 11212 5381 PRINTING AND BINDING 1,105.50 100.00 100.00 0.00 1,500.00 1,500.00 1,500.00 160 11212 5421 OFFICE SUPPLIES (GEN 2,159.09 2,000.00 2,000.00 1,694.00 3,000.00 3,000.00 3,000.00 160 11212 5710 IN STATE TRAVEL/MEETINGS 2,988.75 2,000.00 2,000.00 150.00 3,000.00 3,000.00 3,000.00 160 11212 5730 DUES AND SUB 10,620.40 11,650.00 14,106.00 14,106.00 11,650.00 11,650.00 11,650.00 160 11212 5780AA OTHER EXPENSES COVID 19 203,094.74 - 46,905.26 45,046.65 - - - 160 Total Mayor - Expenses 211,006.21 146,550.00 194,822.26 184,518.95 174,950.00 174,950.00 174,950.00 -10.20% 160 Department Total 564,643.18 567,050.57 615,322.83 424,003.54 610,836.60 610,836.60 610,836.60 -0.73% Sec. 8-8 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 ASSADE LAURA 160 MAYOR 11211-5111 Constituent Serv/Latino Coord 5/27/15 64,737.84 1,289.77 1.00 1 100% 67,197.02 67,197.02 67,197.02 DION JACLY 160 MAYOR 11211-5111 BRD CLERK-SSU NBHD Committee 240.00 - B 4 - - - DRISCOLL KIMBERLEY 160 MAYOR 11211-5111 MAYOR 5/01/10 149,132.40 2,884.62 1.00 1 100% 150,288.70 150,288.70 150,288.70 PANGALLO DOMINICK 160 MAYOR 11211-5111 CHIEF OF STAFF 3/18/2013 96,733.18 1,927.21 1.00 1 100% 100,407.64 100,407.64 100,407.64 WESSELL JENNIFER 160 MAYOR 11211-5111 EXECUTIVE SECY 1/1/2006 70,360.10 1,401.78 1.00 1 100% 73,032.74 73,032.74 73,032.74 CAHILL SARAH 160 MAYOR 11211-5111 Constituent Serv/Sp Proj Asst 10/19/16 39,297.06 848.57 1.00 35 100% 44,960.50 44,960.50 44,960.50 420,500.57 4.00 Total Full Time - 5111 435,886.60 435,886.60 435,886.60 - - - - Total Part Time - 5113 - - - Full-Time Equivalent Employees: FY 2020 4.00 420,500.57 4.00 Department Total 435,886.60 435,886.60 435,886.60 FY 2021 4.00 FY 2022 4.00 Variance 21 vs. 22 0.00 EMPLOYEES GRANTS/SPECIAL REVENUE FUNDING Name Funding Job Desc Hours Rate Pangallo Dominick Building Salem CIP Chief Aid 0.34 3.50 53.46 Sec. 8-9 ---PAGE BREAK--- MAYOR - 160 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11212 5305 Accounting and Audit Annual City audit (includes Retirement) 45,800 45,800 45,800 45,800 Comprehensive Annual Financial Report filing fees 5,000 5,000 5,000 5,000 Retirement Board Audit 5,000 5,000 5,000 5,000 TOTAL 55,800 55,800 55,800 55,800 11212 5320 Contracted Sevices Consulting, translation and constituent services, performance improvement 55,000 80,000 80,000 80,000 and public engagement initiatives - Ota Japan - $20,000 20,000 20,000 20,000 20,000 TOTAL 75,000 100,000 100,000 100,000 11212 5381 PRINTING AND BINDING City Seals, Business Cards, Envelopes, Notices, etc. 100 1,500 1,500 1,500 TOTAL 100 1,500 1,500 1,500 11212 5421 OFFICE SUPPLIES General office supplies as needed 2,000 3,000 3,000 3,000 TOTAL 2,000 3,000 3,000 3,000 11212 5710 IN STATE TRAVEL/MEETINGS Registrations and travel expenses for meetings and seminars 2,000 3,000 3,000 3,000 TOTAL 2,000 3,000 3,000 3,000 11212 5730 DUES AND SUBSCRIPTIONS Massachusetts Municipal Associations 8,400 8,400 8,400 8,400 North Shore Mayors' Coalition (Metropolitan Area Planning Council) 1,500 1,500 1,500 1,500 U.S. Conference of Mayors 1,750 1,750 1,750 1,750 TOTAL 11,650 11,650 11,650 11,650 11212 5780AA OTHER EXPENSES COVID 19 Emergency COVID 19 Expenses - - TOTAL - - - - TOTAL PROPOSED MAYOR - 160 146,550 174,950 174,950 174,950 Sec. 8-10 ---PAGE BREAK--- City Council Mission Statement – Why We Exist As Clerk of the City Council attends all regular, special and public hearing meetings, serves as parliamentarian, records the action taken by the City Council, roll call votes, prepares and distributes agendas using experienced and discretion regarding proper form, Completes Minutes as well as posting and indexing of Council minutes, advertising of all ordinances as required by City Charter, processes and forwards Council matters to proper departments and agencies in accordance with the votes of the City Council. Maintain all minutes of the Council Committees. Prepare paperwork for all committee and scheduling of all Committee meetings with invitations to invitees. Prepares and Posts all meeting notices and Agendas. Significant Budget & Staffing Changes for FY 2022 Councillor Christine W. Madore was elected Council President for the calendar year 2021. Mid-Term Reorganizational Meeting was held on January 7, 2021. Councillor Turiel, Chair of Administration & Finance, Councillor Dominguez, Chair of Community and Economic Development, Councillor Hapworth, Chair of Government Services, Councillor Morsillo, Chair of Ordinances, Licenses and Legal Affairs, and Councillor Riccardi, Chair of Public Health, Safety & Environment. Recent Accomplishments  Due to the Coronavirus Pandemic and Governor Baker’s emergency orders, the City Clerk and Assistant City Clerk had to learn very quickly how to hold Council Meetings by remote participation by using the Zoom platform. This transition of mastering this new technology in a short amount of time was very successful.  Learned how to schedule webinars on zoom and how to transfer the link from zoom to the agenda and changing the agenda language to include the emergency order information.  The City Council did not miss any regular City Council Meetings in March even though City Hall was closed due to COVID-19. This included holding a Joint Public Hearing with the Planning Board in late March for zoning. Holding hearings and public testimony included learning how to allow the public to speak with and without signing up. Sec. 8-11 ---PAGE BREAK---  Were able to get subcommittee meetings back up and running shortly afterwards by teaching them how to run a meeting by zoom.  The City Council Website is in ADA compliance.  Working on making certain items on the agenda as one roll call vote by using the consent agenda concept.  The City Council Website is averaging higher pageviews this fiscal year than last. From 7/1/19 thru 6/30/20 - 17,845 page views were documented for an average of 1487 views per month. Currently from 7/1/20 thru 2/1/21, the Council webpage has had 1665 page views for an avg of 1665 view per month. By the end of FY21 this page could have 20,000 views.  Since having the old Town and City records dating back to 1634, these records have been the top eight most popular records viewed. FY 2022 Goals & Objectives  Researching Agenda and Minutes Management Software. Have had virtually meetings with two companies who offer this service and received quotes from both, Granicus, and Civic Plus. I am in the process of setting up a free 60-day demo with Granicus.  Acquiring laptops for Councillors who need one for agendas  Researching transcription services for meeting minutes i.e., Temi, Trint, Revcom if agenda software does not work out  Restoration/Repair of Council Furniture. Second Life has submitted a proposal to restore Councillor’s chairs and desks. (Murphy’s did not want to give a quote and Pelletier & Sons did not return phone calls)  Look into a Consent agenda format.  Review ordinances pertaining to licenses/permits/applications to see if any need updating to reflect current times, changes and to speed up the licensing time frame  Reduce paper copy supplements for ordinances book since they can be found on-line with newly adopted ordinances as they are passed  Purchase Window treatments for Council Ante room to keep out the elements  Continue to archive Council records for safe keeping  Continue to digitize current Council minutes to make accessible to the public to research  Place the last few applications and forms online  Researching the ability to add the City Council sub-committee meetings audio recordings to the website.  Sending all Ordinances to Municipal Code as they are passed so the website reflects the most up to date information  To transition out of receiving paper copy supplements for ordinances except for Councillors and City Clerk’s Office  Keeping up to date on all Council Meeting Minutes  Continue to add information and documentation on agendas and in the minutes in order to improve transparency with citizens Sec. 8-12 ---PAGE BREAK--- Outcomes and Performance Measures Actual Actual Estimated Estimate FY 2019 FY 2020 FY 2021 FY 2022* LICENSES PASSED BY COUNCIL Public Guide 137 153 165 185 Second Hand Valuable 10 11 13 10 Secondhand Clothing 5 3 4 3 Taxi Operator 81 86 119 100 Taxi-Cab Licenses 30 39 50 40 Limousine License (#of Companies) 5 3 6 3 Vehicle for Hire 9 8 15 17 Vehicle for Hire Operators 13 14 17 14 Drain layer/Contract Operator 42 45 43 40 Junk Dealer 1 1 1 2 Pawnbroker 1 1 1 1 Sea worm License 6 4 8 7 COUNCIL RECORDS PROCESSED 763 551 770 725 # of Meetings 26 29 28 25 Ordinances adopted 16 10 14 6 Zoning Ordinances 11 0 5 3 Traffic Ordinances 44 38 40 34 * Numbers may be skewed or lower due to Covid-19 and the restrictions. Difficult to estimate without knowing what restrictions will continue How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals  Councillors having access to laptops will allow for less paperwork to be generated and to see documentation at the time the agenda matter is in front of them  New agenda and minute software will help with searchability features and save time when processing minutes.  Using a transcription Service will allow to produce Minutes faster.  Consent agendas will help reduce the amount of time and roll call votes for City Council Meetings.  Maintaining and Archiving Council Records will preserve them for the future.  Digitizing current and future Council meetings will allow for the public to search and access what they need without having to come into City Hall. Sec. 8-13 ---PAGE BREAK---  Adding audio recording of Council & Subcommittee Meetings to the website will allow the public to acquire audio own their own. By improving this technology will improve citizen access to information  Reducing number of hard copy supplements will reduce costs, carbon footprint, and save space  More licenses on-line will make it more accessible and at their convenience to download application to complete and send back.  To restore the antique furniture in the Council Chambers will bring back the splendor of this room.  Reviewing ordinances to update and make current will help citizens acquire licenses quicker and with more ease Sec. 8-14 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 City Council - Personnel 030 11111 5111 SALARIES-FULL TIME 160,857.33 158,542.31 158,542.31 90,627.26 159,989.46 159,989.46 159,989.46 030 Total City Council - Personnel 134,429.26 158,542.31 158,542.31 90,627.26 159,989.46 159,989.46 159,989.46 0.91% City Council - Expenses 030 11112 5306 ADVERTISING 28,648.60 27,500.00 27,500.00 25,743.81 27,500.00 27,500.00 27,500.00 030 11112 5381 PRINTING AND BINDING 17,368.22 16,615.00 18,500.90 13,569.90 16,615.00 16,615.00 16,615.00 030 11112 5421 OFFICE SUPPLIES (GEN 232.17 250.00 250.00 29.00 250.00 250.00 250.00 1112 5520 SOFTWARE SUPPORT/ENHANCEMEN - - - 0.00 23,136.00 23,136.00 23,136.00 030 11112 5710 IN STATE TRAVEL/MEETINGS/TRAIN 1,247.90 - - 0.00 - - - 030 11112 5730 DUES AND SUB 360.00 500.00 500.00 360.00 500.00 500.00 500.00 030 11112 5783 MIDTERM/INAUGURAL 392.10 500.00 500.00 69.50 500.00 500.00 500.00 1112 5846 RENOVATION & REPAIRS - - - - 18,480.00 18,480.00 18,480.00 030 Total City Council - Expenses 50,489.22 45,365.00 47,250.90 39,772.21 86,981.00 86,981.00 86,981.00 84.08% 030 Department Total 184,918.48 203,907.31 205,793.21 130,399.47 246,970.46 246,970.46 246,970.46 20.01% Sec. 8-15 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 DOMINGUEZ DOMINGO J 030 CITY COUNCIL 11111-5111 COUNCILLOR 1/1/2018 14,884.62 288.46 1 AT LARGE 15,028.85 15,028.85 15,028.85 HAPWORTH TY 030 CITY COUNCIL 11111-5111 COUNCILLOR 01/01/20 14,884.62 288.46 1 AT LARGE 15,028.85 15,028.85 15,028.85 PROSNIEWSKI CONRAD J 030 CITY COUNCIL 11111-5111 COUNCILLOR 01/01/20 14,884.62 288.46 1 AT LARGE 15,028.85 15,028.85 15,028.85 SARGENT III ARTHUR C. 030 CITY COUNCIL 11111-5111 COUNCILLOR 01/01/02 14,884.62 288.46 1 AT LARGE 15,028.85 15,028.85 15,028.85 MCCARTHY ROBERT K 030 CITY COUNCIL 11111-5111 COUNCILLOR 01/01/08 15,380.77 288.46 1 WARD 1 15,028.85 15,028.85 15,028.85 MADORE CHRISTINE W 030 CITY COUNCIL 11111-5111 COUNCILLOR 1/1/2018 14,884.62 298.08 1 WARD 2 15,529.81 15,529.81 15,529.81 MORSILLO PATRICIA 030 CITY COUNCIL 11111-5111 COUNCILLOR 01/01/20 14,884.62 288.46 1 WARD 3 15,028.85 15,028.85 15,028.85 TIMOTHY G 030 CITY COUNCIL 11111-5111 COUNCILLOR 1/1/2018 - - 1 WARD 4 - - - TURIEL JOSH H 030 CITY COUNCIL 11111-5111 COUNCILLOR 1/1/2012 14,884.62 288.46 1 WARD 5 15,028.85 15,028.85 15,028.85 RICCARDI MEGAN 030 CITY COUNCIL 11111-5111 COUNCILLOR 01/01/20 14,884.62 288.46 1 WARD 6 15,028.85 15,028.85 15,028.85 DIBBLE STEPHEN G 030 CITY COUNCIL 11111-5111 COUNCILLOR 1/1/2016 14,884.62 288.46 1 WARD 7 15,028.85 15,028.85 15,028.85 SIMONS ILENE 030 CITY COUNCIL 11111-5111 CLERK OF COUNCIL 4,000.00 4,000.00 B 12 4,000.00 4,000.00 4,000.00 SIMONS ILENE 030 CITY COUNCIL 11111-5111 CLERK OF COMMITTEE 500.00 500.00 B 12 500.00 500.00 500.00 FISHER MAUREEN 030 CITY COUNCIL 11111-5111 ASST CLERK 4,000.00 4,000.00 B 12 4,000.00 4,000.00 4,000.00 SACCO EILEEN 030 CITY COUNCIL 11111-5111 BUDGET CLERK 700.00 700.00 B 1 700.00 700.00 700.00 158,542.31 0.00 Total Full Time - 5111 159,989.46 159,989.46 159,989.46 *Note Councillor does not receive compensation as member of City Council Full-Time Equivalent Employees: FY 2020 0.00 158,542.31 0.00 Department Total 159,989.46 159,989.46 159,989.46 FY 2021 0.00 FY 2022 0.00 Variance 21 vs. 22 0.00 President Sec. 8-16 ---PAGE BREAK--- CITY COUNCIL 030 ORG OBJECT EXPENSE TITLE Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11112 5306 ADVERTISING Salem Evening News - Charter and M.G.L. mandated ordinance advertising 27,500 27,500 27,500 27,500 unpredictable due to adoption of all traffic, zoning and general code of ordinances TOTAL and Bond Orders *to reflect more accurate spending 27,500 27,500 27,500 27,500 11112 5381 PRINTING AND BINDING Government cards (printed in-house) minimal cost for cardstock Printing City Manuals ($2,000 for 300 or $3,000 for 500) 2,000 2,000 2,000 2,000 Stationery and envelopes ($1,000) 1,000 1,000 1,000 1,000 Municipal Code Ordinances - hardcopy and online download* Municipal Code Zoning Ordinances - hard copy and online download* Municipal Code Traffic Ordinances - hard copy and online download* * Due to increase in MuniCode pricing and Increase in Ordinances amended/created last year's fees for supplements, online download and online maintenance $14,000) 12,215 12,215 12,215 12,215 Forms, ordinances, orders, committee reports, archive paper for minutes, binders, binding ($1,000) 1,000 1,000 1,000 1,000 Colonial Engravers - City Council name plates, gavels, clocks ($400) 400 400 400 400 TOTAL 16,615 16,615 16,615 16,615 11112 5421 OFFICE SUPPLIES GENERAL General office supplies as needed 250 250 250 250 TOTAL 250 250 250 250 SOFTWARE SUPPORT/ENHANCEMENTS Quotes from Granicus ($23,136) and Civic Plus ($18,886) - 23,136 23,136 23,136 11112 5520 TOTAL - 23,136 23,136 23,136 11112 5710 Instate Travel/ Meeting/Training Seminars and Training as needed - MMA and other training - - - - TOTAL - - - - 11112 5730 DUES AND SUBCRIPTIONS International Institute of Municipal Clerks 135 135 135 135 North Shore City and Town Clerk's Association 25 25 25 25 Massachusetts City Clerk's Association 150 150 150 150 Massachusetts City and Town Clerk's Association 150 150 150 150 New England Association of City and Town Clerks 40 40 40 40 TOTAL 500 500 500 500 11112 5783 Midterm/Inauguration Programs, flowers, etc. 500 500 500 500 TOTAL 500 500 500 500 Sec. 8-17 ---PAGE BREAK--- RENOVATION & REPAIRS Second Life (restoration of Council furniture) - Councilor's Chairs Desks (18,480) - 18,480 18,480 18,480 11112 5846 TOTAL - 18,480 18,480 18,480 TOTAL PROPOSED CITY COUNCIL 030 45,365 86,981 86,981 86,981 Sec. 8-18 ---PAGE BREAK--- City Clerk Mission Statement– Why We Exist The position of City Clerk in the Commonwealth of Massachusetts was originally modeled after a similar position in England. City Clerks are required to exercise wide authority and have extensive responsibilities. The City Clerk holds department head status, and serves as custodian of city records, supervision of the recording and reporting of vital statistics (births, deaths, and marriages). The Clerk certifies copies of records and ordinances. Supervises the issuances of permits and licenses in accordance with State Laws and Ordinances, such as marriage intentions and licenses, dog licenses, Auctioneer, Beano, Contract Operator, Drainlayer, Public Guide, Junk Dealer, Pawnbroker, Photographer, Raffles, Seaworms, Second Hand Valuable, Secondhand Clothing, Taxi Operator, Taxicab, Limo, Pedi Cab, Horse-drawn Carriages, Trolleys and Yard Sales. Administers the oath of office to elected and appointed City officials for all City Departments, Boards and Commissions and attests all official documents of the City with the City Seal. The City Clerk is a member of the Board of Registrar of Voters and Chief Election Official for all elections. In addition, other duties and responsibilities under the City Clerk include maintaining and processing Non-Criminal citations, filing cash report to Treasurer. Processes Claims and maintains tracking form for Council Committee. Sends letters to claimant on approved or denied claims. Notifies Solicitor’s office of claims. Significant Budget & Staffing Changes for FY 2022 None Recent Accomplishments  Began using View Permit for dog licensing software to register dogs recently. Just went live and in the process of training the staff. The dog inserts this year in the census from was about the new software and provided a QR code.  Distributed the Annual Conflict of Interest Summary Law to all Department Heads this year by email as well as to all Staff Liaisons to distribute to their board and commission members. This is also the year that the online ethics training needed to be done.  During the COVID-19 shut-down, our office was able to fulfill customer requests for vital records either by having a person make an appointment or order these records and pay on-line.  By obtaining remote access for the staff, they were able to keep up on processing the births from the hospitals and deaths submitted from the funeral homes. Sec. 8-19 ---PAGE BREAK---  Large volume of marriage intentions was done in only a few months since many other city and town halls remain closed, couples were sent here. Our office fulfilled this need by making appointments and allowing the couple to come in and apply.  Website is in ADA compliance FY 2022 Goals & Objectives  Using an on-line marriage software to allow couples to complete their marriage intentions without coming into City Hall. This software will also allow for my staff to create a marriage license and marriage certificate from their computer as well eliminating the need to type these forms.  Will work with IT to add additional licenses and applications involving fees to View Permit.  Continue to update and maintain information on the city’s website in reference to the City Clerk’s office.  Continue to archive all vital records to preserve them permanently.  Updating the City Manual for publication  Upload more forms, applications, and information on-line and to make sure these postings are accessible.  Promote the City Clerk’s Office by attending city functions  Attend more MA City Clerk’s Conferences and Meetings either by zoom or in person  Repairs to City Clerk’s offices i.e., painting, rugs, pipes, ceilings, walls, etc.  Purging of additional records per MA retention laws  Creating a Face Book Page or other social media for the City Clerk’s office within our policies and laws  Redistricting/Redrawing of Ward and Precinct Boundary Lines Sec. 8-20 ---PAGE BREAK--- Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY 2021 FY 2022 VITAL RECORDS Copies of vital records 7582 8000 9000 9500 Birth records recorded 1474 1418 1550 1420 Death records recorded 510 663 550 821 Marriage Licenses 323 427 340 500 Affidavits of vital records 87 90 95 100 LICENSES Dog Licenses 2709 2500 3000 3000 Business Certificates 307 283 320 300 Yard Sale permits 104 50 100 100 How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals  By adding licenses to view permit will allow the public to fill out the required forms and pay online without having to come into city hall.  The online marriage software will reduce the time the couple has to spend in city hall, they will be able to do it on their own time and reduce the time the staff must spend with them. A marriage license and certificate will all be down from this information provided without us having to create it saving time and less errors will be made by not having to re-type information.  Increasing accessible information on the website will allow the public to search and obtain information quicker  Repairing of Office walls, ceilings, rugs, painting will make the rooms healthier and safer for the employees  Promotion of City Clerk’s Office will help all residents learn what we do and feel more comfortable to interact with our offices  Using Social Media will help get information pushed out to the public instead of them searching for information Sec. 8-21 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 City Clerk - Personnel 030 11611 5111 SALARIES-FULL TIME 304,853.98 298,393.76 298,393.76 173,686.17 316,423.38 309,811.38 309,811.38 030 11611 5131 OVERTIME (GENERAL) 1,935.71 3,000.00 3,000.00 5,449.90 3,000.00 3,000.00 3,000.00 030 Total City Clerk - Personnel 259,358.89 301,393.76 301,393.76 179,136.07 319,423.38 312,811.38 312,811.38 3.79% City Clerk - Expenses 030 11612 5242 OFFICE EQUIPMENT REP - 750.00 750.00 671.14 750.00 750.00 750.00 030 11612 5381 PRINTING AND BINDING 3,994.28 2,900.00 2,900.00 2,630.48 3,400.00 3,400.00 3,400.00 030 11612 5421 OFFICE SUPPLIES (GEN 1,434.32 1,500.00 1,500.00 898.86 1,500.00 1,500.00 1,500.00 030 11612 5450 ARCHIVAL SUPP & EQUI 4,499.15 4,500.00 4,500.00 4,499.25 4,500.00 4,500.00 4,500.00 030 11612 5509 DOG LICENSES 1,224.40 1,200.00 1,200.00 615.40 700.00 700.00 700.00 030 11612 5730 DUES AND SUB 210.77 300.00 300.00 0.00 300.00 300.00 300.00 030 Total City Clerk - Expenses 12,109.92 11,150.00 11,150.00 9,315.13 11,150.00 11,150.00 11,150.00 0.00% 030 Department Total 271,468.81 312,543.76 312,543.76 188,451.20 330,573.38 323,961.38 323,961.38 3.65% Sec. 8-22 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 FISHER MAUREEN 030 CITY CLERK 11611-5111 ASST CITY CLERK 9/21/2012 49,078.71 1,111.58 1.00 1 100% 60,413.32 58,663.32 58,663.32 SIMONS ILENE 030 CITY CLERK 11611-5111 CITY CLERK 9/5/2000 96,482.01 1,922.21 1.00 1 100% 105,009.14 100,147.14 100,147.14 11611-5111 AFSCME 152,833.04 3.00 Total AFSCME 1818 151,000.92 151,000.92 151,000.92 298,393.76 5.00 Total Full Time - 5111 316,423.38 309,811.38 309,811.38 030 CITY CLERK 11611-5131 OVERTIME 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 ` 3,000.00 Total Overtime - 5131 3,000.00 3,000.00 3,000.00 Full-Time Equivalent Employees: FY 2020 5.00 301,393.76 5.00 Department Total 319,423.38 312,811.38 312,811.38 FY 2021 5.00 FY 2022 5.00 Variance 21 vs. 22 0.00 Sec. 8-23 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 EMMONS JANET 030 CITY CLERK 11611-5111 ASST REGISTRAR 5/17/10 2 51,486.24 28.45 1.00 995.87 1.000 995.87 51,884.83 51,884.83 51,884.83 SERPA LINDA 030 CITY CLERK 11611-5111 ASST REGISTRAR 7/26/2004 2 51,486.24 28.45 1.00 995.87 1.000 995.87 - - - TEJEDA LILLIBETH 030 CITY CLERK 11611-5111 ASST REGISTRAR I/II 5/14/18 2 49,860.56 28.45 1.00 995.87 1.000 995.87 51,884.83 51,884.83 51,884.83 NEW 030 CITY CLERK 11611-5111 ASST REGISTRAR I 906.55 47,231.26 47,231.26 47,231.26 152,833.04 3.00 151,000.92 151,000.92 151,000.92 Sec. 8-24 ---PAGE BREAK--- CITY CLERK - 030 ORG OBJECT EXPENSE TITLE Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11612 5242 OFFICE EQUIPMENT REPAIR simplex time recorder maintenance typewriter maintenance (5 typewriters) 750 750 750 750 TOTAL 750 750 750 750 11612 5381 PRINTING AND BINDING Book Binding (Index/Birth/Death/Marriage) 2,900 3,400 3,400 3,400 Marriage Return Envelopes City Clerk Envelopes City Clerk Stationary TOTAL dog license inserts for census mailing 2,900 3,400 3,400 3,400 11612 5421 OFFICE SUPPLIES GENERAL General office supplies 1,500 1,500 1,500 1,500 TOTAL 1,500 1,500 1,500 1,500 11612 5450 ARCHIVAL SUPPLIES AND EQUIPMENT Birth, Death & Marriage certificate bond paper required by State for vital records 4,500 4,500 4,500 4,500 Vital Records Binders & Sleeves(Birth-Death-Marriage) Mylar sheets (Birth-Death-Marriage) TOTAL 4,500 4,500 4,500 4,500 11612 5509 DOG LICENSES National Band and Tag for dog tags (3000 tags) 1,200 700 700 700 Maintenance for Dog Software TOTAL 1,200 700 700 700 11612 5730 DUES AND SUBSCRIPTIONS City Clerk Educational and Training Workshops 300 300 300 300 TOTAL 300 300 300 300 TOTAL PROPOSED CITY CLERK - 030 11,150 11,150 11,150 11,150 Sec. 8-25 ---PAGE BREAK--- Elections & Registrations Mission Statement– Why We Exist The City Clerk serves as the Clerk to the Board of Registrars of Voters, officiates elections and establishes procedures to be followed by election officials at each precinct, oversees registration of voters, prepares computer reports on election returns and prepares election materials of voting precincts. Also organizes the set-up of precincts and maintains handicapped accessibility of all voting locations, supervises staff, issues nominations papers to local candidates, certifies signatures of voters signing nomination papers and initiative petitions for state ballot questions. We are also responsible for the mass mailing of the citywide census, maintaining the database and notifying mailing non-respondents voter confirmation cards. Significant Budget & Staffing Changes for FY 2022 None Recent Accomplishments  Safely and successfully conducted the State Primary and Presidential Elections held in fall of 2020. Due to the Coronavirus Pandemic, new elections laws were passed by the State Legislation and signed into Law by Governor Baker on July 5, 2020 for the upcoming September 2020 State Primary and the November 2020 Presidential Election. The most radical change was to conduct these elections mainly as a Vote-By- Mail State. A few of the major changes included: New and Additional In-Person Early Voting dates were added including 7 new days (including one weekend) for the September Election and a total of 14 days (including 2 weekends) for the Presidential, needing to find alternate voting locations if there was not enough space to keep 6ft of physical distance and every voter receiving an application to sign and send in to receive a ballot without having to request one on their own. Sec. 8-26 ---PAGE BREAK---  Completed an Adverse Impact Report in order to move 3 polling locations for the Sept. and Nov. Election within 2 weeks-time. In order to do this had to meet with School Building Director, Ryan Monks, Ray Jodoin from DPS and Tricia O’Brien from the CLC to figure out if we could move Ward 2, Ward 7 and Ward 1 Precinct 2 to new locations. Having good working relationships with these departments was instrumental in everyone working cooperatively to figure out these possibilities, as well as the Mayor’s support.  Ward 2 was moved to the CLC; Ward 7 was moved to the SHS Library and W1 P2 was moved into Saltonstall Auditorium with Ward 5.  Able to work with Mike L. to order plexiglass, signage and other PPE quickly and efficiently given our good working relationship.  Received an Election Grant from Center for Tech and Civic Life (CTCL) in the amount of $26,240.00 This amount helped offset most of the staff’s overtime and additional help and resources and supplies that were needed.  26,197 ballots were mailed out between the two elections. Able to put together quite quickly a great crew of outside help to process the life cycle of the ballot (application received, ballot package put together, address and return labels placed on all envelopes, put postage on them, mailed them out, received back in, time stamped them, open to see if inner envelope was signed, given to Room 5 to input, sorted envelopes by W/P)  Developed a great rapport with the Salem Post Office Supervisors, Walter, Chris and Mark. Delivered ballots daily to them. They had them stay in house and given to the mail carriers without having to go t the central processing facility in Woburn and then back to us. Mail carriers would bring the ballots each day directly to room 5 as well as on Saturdays since we were working.  Put together an election working team consisting of LLC, SSU, WLV, Comm. on Disabilities, VOCES, and past City Clerk to keep them informed of the changes and to enlist their help if needed and to answer their questions. I held zoom meetings on a weekly basis to keep them up to date and get and give feedback and have them assist me when possible. Basically, so we could all work together during this historical time.  Statistics for the 2 elections is as follows: - In September, the Elections Office was able to mail out 9,249 ballots and 7,721 were returned for a total of 83.5% which was higher than the states average return rate. 6,868 Ballots were cast by mail and 765 were voted early in person and 4,622 votes went to the polls to vote on election day. - Overall voter turnout for the September 2020 primary was 39% higher than the avg statewide turnout). 12,255 voters out of 31,625 registered voters cast a ballot - 56% of these ballots cast were by mail: 38% in person on election day and 6% by in-person early voting. Our turnout was above the average Statewide turnout. - In November 2020, the Election Office was able to mail out 16,948 ballots and 15,941 were returned for a return rate of 94% which was higher than the State’s avg return rate. - Overall voter turnout for the Presidential Election was 74%. 24,139 voters out of 32,495 eligible voters cast a ballot. 10,197 votes voted by mail, 5,363 voted early in-person and 8,579 voted on election day at the polls. 43.5% voted by mail; 22% in-person early voting and 35.5% voted on election day.  Successfully early removed and tabulated thousands of ballots so they did not have to be sent to the precincts on election day to be checked in, open and deposited saving much time and efficiency. Was able to obtain extra equipment early on by forward thinking of what was needed.  Purchased 4 drop boxes. Produced procedures on how to remove ballots safely and securely daily. These procedures worked well. Worked with DPW to get them installed or bolted directly to the concrete on the sidewalk. A total of 1,237 ballots were dropped off and picked up for the Sec. 8-27 ---PAGE BREAK--- September Primary and 3,200 ballots were picked up for the Presidential Election. This was to give voters other options if felt uneasy about mailing their ballot or coming into City Hall.  Post-Election State Mandated Audit – Salem was randomly picked for a post-election for W4 P2. Due to experience was able to prepare and conduct a successful audit within 48 hours. All ballots that were secured in vault due to early depositing and those cast on election day had to be hand counted. Overall total votes cast in W4 P2 by office matched perfectly.  10 poll pads in total were purchased. I was able to purchase 7 poll pads a significantly reduced rate of $2,800 compared to $21,000 due to being proactive in purchasing the company’s loaners. The city now has 14 total - 1 per precinct.  Posted an array of information on the City Clerk/Election Website for Voting, Drop Box locations, and information on all the changes to improve communication and transparency to citizens and allow them to access public information more easily, as well as robo calls in English and Spanish.  Website Overview – The pages viewed from 7/1/20 – 2/24/21 were 9,886 compared to all of City Clerks – Elections website this (7/1/20 – 2/24/21) had 9,886 pages viewed and compared to the entire year before of only 6,862.  Hired school buses and worked with COA to use their vans on the two election days to get voters to their polling locations due to changes in wards and precincts or if they just wanted a ride.  Working remotely for my staff was impossible due to the busy election season. With all the additional hours (nights and weekends), having extra help working in our office and the Council Chambers, dealing with the public at Early Voting and on Election Day, was able to keep staff and poll workers safe and healthy. I knew of no one who got COVID during this time nor were there any outbreaks after the election season related to voting. Which I attribute to all the Plexiglass that was purchased to protect the workers from the voters along with masks, hand sanitizer, face shields and gloves.  Successful recruited new bilingual translators to have one at each location for the November election.  The Supreme Judicial Court has denied Mr. Ryan’s request for direct appellate review. FY 2022 Goals & Objectives  To purchase new voting equipment. Our current Accuvote machines were purchased in 1998 and replacement parts are no longer being produced. Demonstration from ES&S planned for March 2nd and LHS will demonstrate at the end of the month. The original demonstrations last March had to be cancelled.  To purchase a high-speed scanner to use on Election Day to tabulate mail in ballots, especially if VBM is made permanent  Increase the return of City’s Annual census forms by getting the word out and possible doing a second mailing if fiscally able.  To research and find a new polling location for Ward 2 currently located at the St. Peter’s Church. Alternate location looking at is the Community Life Center or Carlton School.  Continue Training for poll workers by using the mock election scenario or separate training for Wardens/Clerks/Asst. and then for remaining Inspectors/Translators and/or Producing a poll worker training videotape. Sec. 8-28 ---PAGE BREAK---  Continue to meet with the following organizations: LLC, WLV, SSU Civic Engagement and Commission on Disabilities and to continue meeting and improving on ADA compliance, diversity, and non-english speaking residents and voters.  To conduct additional voter training & education, as well as, holding voter registration drives at the high school and other locations  To attend more Naturalization Ceremonies in person when they occur in Salem.  Continue to purge certain documentation per retention schedule. Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY 2021 FY 2022 ELECTIONS (based on month of Nov.) # Registered Voters 32,044 32383 35,000 32,498 # of Voters who voted 12,400 24139 24,500 15000 % of Voters who voted 41% 74% 70% 40% CENSUS Census forms mailed out and processed 20,932 21,200 21,500 22,000 How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals  Purchasing new voting equipment will allow for the replacement of the current machines that are over 20 years old and which are no longer being produced.  By having a central tabulator facility and equipment for Early Voting will be beneficial in reducing the amount of time to process the ballots at the polling location and less problems with the equipment; (however, there is a large commitment to purchasing equipment and other resources.)  Maintain our census database for all residents and voters.  The current Ward 2 Polling location is too small. A larger, newer location will give voters and workers a much safer and healthier environment.  Positive Working Relationships with outside organizations will lead to better communication, feeling of inclusivity, less tensions, etc. in order to better accommodate and realize needs of people with disabilities.  The purchase of 14 poll pads will allow our Election Office to transition quickly from paper voting lists to electronic means once the State certifies them to be used on Election Day itself. This will make the check-in process on Election Day more efficient, less errors and better reporting at the end of the night.  Producing online poll worker training documents and/or video will free up time for me and my staff to not have to organize a date and to run a training course and it will allow poll workers to access the training when convenient to them. Sec. 8-29 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 City Clerk - Elections - Personnel 030 11621 5111 SALARIES-FULL TIME 110,479.33 112,843.31 112,843.31 64,190.65 118,381.79 118,381.79 118,381.79 030 11621 5113 SALARIES-PART TIME 16,739.51 13,363.65 13,363.65 11,750.60 14,848.50 14,848.50 14,848.50 030 11621 5118 SEASONAL LABOR 52,320.00 52,320.00 52,320.00 030 11621 5131 OVERTIME (GENERAL) 12,735.64 5,000.00 5,000.00 16,597.52 5,000.00 5,000.00 5,000.00 030 Total Elections - Personnel 121,698.80 131,206.96 131,206.96 92,538.77 190,550.29 190,550.29 190,550.29 45.23% City Clerk - Elections & Registrations- Expenses 030 11622 5242 OFFICE EQUIPMENT REP - 500.00 500.00 0.00 500.00 500.00 500.00 030 11622 5280 POLLING PLACE RENT 250.00 300.00 300.00 0.00 300.00 300.00 300.00 030 11622 5306 ADVERTISING 788.75 1,300.00 1,300.00 0.00 1,300.00 1,300.00 1,300.00 030 11622 5309 POLLWORKERS 58,090.00 55,000.00 55,000.00 52,230.75 - - - 030 11622 5381 PRINTING AND BINDING 14,911.79 16,000.00 6,000.00 5,885.92 17,000.00 17,000.00 17,000.00 030 11622 5386 VOTING MACHINE SERVI 16,565.88 15,000.00 25,000.00 24,998.83 17,400.00 17,400.00 17,400.00 030 11622 5421 OFFICE SUPPLIES (GEN 882.04 1,000.00 1,000.00 946.78 1,000.00 1,000.00 1,000.00 030 Total Elections - Expenses 77,693.79 89,100.00 89,100.00 84,062.28 37,500.00 37,500.00 37,500.00 -57.91% 030 Department Total 199,392.59 220,306.96 220,306.96 176,601.05 228,050.29 228,050.29 228,050.29 3.51% Sec. 8-30 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 BARTON CHARLES 030 ELECTIONS & REGIST 11621-5111 BD REGISTRAR CHAIRMAN 9/17/2008 750.00 750.00 B 4 750.00 750.00 750.00 BATES DONALD 030 ELECTIONS & REGIST 11621-5111 BD REGISTRAR MEMBER 3/22/00 700.00 700.00 B 4 700.00 700.00 700.00 SIMONS ILENE 030 ELECTIONS & REGIST 11621-5111 CLERK OF BOARD 9/5/2000 1,600.00 1,600.00 B 12 1,600.00 1,600.00 1,600.00 SIMONS ILENE 030 ELECTIONS & REGIST 11621-5111 BD REGISTRAR MEMBER 9/5/2000 700.00 700.00 B 12 700.00 700.00 700.00 MITCHELL-MUNEALENXANDER 030 ELECTIONS & REGIST 11621-5111 BD REGISTRAR MEMBER 11/16/16 700.00 - - - PINEROS SHIELDALEXANDRA 030 ELECTIONS & REGIST 11621-5111 BD REGISTRAR MEMBER 11/19/2020 700.00 B 4 700.00 700.00 700.00 SPORT ROCHELLE 030 ELECTIONS & REGIST 11621-5111 ASSISTANT CITY CLERK 9/26/2000 60,889.60 1,213.10 1.00 1 100% 63,202.51 63,202.51 63,202.51 11621-5111 AFSCME 47,503.71 1.00 Total AFSCME 1818 50,729.28 50,729.28 50,729.28 112,843.31 2.00 Total Full Time 5111 118,381.79 118,381.79 118,381.79 MOTA JULIO 030 ELECTIONS & REGIST 11621-5113 PT Election Clerk 8/6/18 13,363.65 258.21 P 0.50 19 100% 14,848.50 14,848.50 14,848.50 13,363.65 0.50 Total Part Time - 5113 14,848.50 14,848.50 14,848.50 030 ELECTIONS & REGIST 11621-5131 OVERTIME 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00 Total Overtime - 5131 5,000.00 5,000.00 5,000.00 030 ELECTIONS & REGIST 11621-5118 Seasonal Poll Workers 52,320.00 52,320.00 52,320.00 5,000.00 Total Overtime - 5131 52,320.00 52,320.00 52,320.00 Full-Time Equivalent Employees: FY 2020 2.00 131,206.96 2.50 Department Total 190,550.29 190,550.29 190,550.29 FY 2021 2.00 FY 2022 2.50 Variance 21 vs. 22 0.50 Sec. 8-31 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 AYUBE ALEXANDER 030 ELECT & REGISTR 11621-5111 ASST REGISTRAR 2/19/2019 2 47,503.71 26.85 1.00 939.80 1.000 939.80 12/2/2020 995.86 22.0 30.1 50,729.28 50,729.28 50,729.28 47,503.71 1.00 50,729.28 50,729.28 50,729.28 Sec. 8-32 ---PAGE BREAK--- ELECTIONS AND REGISTRATIONS 030 ORG OBJECT EXPENSE TITLE Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11622 5242 OFFICE EQUIPMENT REPAIR Time stamp ribbon & installation 500 500 500 500 printer cartridges TOTAL 500 500 500 500 11622 5280 POLLING PLACE RENTAL use of polling location for elections 300 300 300 300 TOTAL 300 300 300 300 11622 5306 ADVERTISING Salem Evening News advertising for last day to register to vote sessions 1,300 1,300 1,300 1,300 TOTAL Ads have increased due to English & Spanish; this year also EV Ad 1,300 1,300 1,300 1,300 11622 5309 POLL WORKERS Staffing of 14 Precincts on Election Day for Sept. 2020 - No Early Voting 50,000 - - - *Early Voting 11 days, 13 sites for November 3, 2020 Presidential Election - - Staffing of 14 Precincts on Election Day for Nov. 2020.Presidential - - Extra Help on 11/3/20 - Greeters, EV Processing, extra ck-in & out for SSU, PV helpers - - - Training of poll works 5,000 - - - TOTAL 55,000 - - - 11622 5381 PRINTING AND BINDING Printing of Annual Poll Books & Census Forms 16,000 17,000 17,000 17,000 Printing of postcards for confirmation mailings Envelopes for voter registration acknowledgment notices New Election Day Signage - SSU and Ward 2 relocation signs TOTAL Printing of Ward 2 Voter change of location cards 16,000 17,000 17,000 17,000 11622 5386 VOTING MACHINE SERVICES Voting Machine and Tabulator Maintenance Agreement 15,000 17,400 17,400 17,400 Election coding/programs for 16 tabulators and 14 Automarks Election day coverage L.H.S. Associates (software & program vendor) four-hole legal paper for voting list Tabulator supplies-special ribbons, ink, electrical cords, adapters, paper rolls Election Supplies Purchase of Toner for State Printer TOTAL 15,000 17,400 17,400 17,400 11622 5421 OFFICE SUPPLIES GENERAL General office supplies as needed 1,000 1,000 1,000 1,000 TOTAL 1,000 1,000 1,000 1,000 TOTAL PROPOSED ELECTIONS AND REGISTRATIONS 030 89,100 37,500 37,500 37,500 *Note: Reimb. some $ from the State but not always $ for $ Sec. 8-33 ---PAGE BREAK--- Assessor Mission Statement – Why We Exist The duties and responsibilities of the Assessing Department remain essentially the same from year to year. The Assessors are required by Massachusetts General Law to value all real and personal property as well as prepare tax-billing commitments for both motor vehicle and boat excise tax. The Assessing Department also receives and processes several hundred exemption requests and tax abatement applications. The office is open to the public and the staff is required to maintain the extensive databases needed to accomplish its mission. Significant Budget & Staffing Changes for FY 2022 The Director of Assessing is retiring in early calendar 2021. In preparation for the change in staffing, we have a contracted with Patriot Property for some software support and commercial appraisal help and review for fy2022. Recent Accomplishments  A smooth 5year certification process was completed in the fall of 2020 for Fiscal Year 2021.  We have implemented an annual re inspection plan to inspect approximately 750 to 1,000 properties per year beyond the annual sales verification and building permit inspection already in place in preparation for Department of Revenue 10year inspection cycle which ends in 2023. We are well on our way to accomplishing this goal with the staff coordination and the inspection process managed by the whole office.  We have had the same staff in place for approximately 8 years which has made for smooth and efficient work output.  Our return of Personal Property Form of Lists continues to climb with continued outreach by our staff.  Work in progress with Harbormaster, Collector, and Finance Departments to implement a revised Mooring/Boat billing and abatement program that has proper checks and balances and reconciliations of fees collected and abated, as well as proper documentation of those boats that have been bought and sold. FY 2022 Goals & Objectives  To establish assessed values for Fiscal year 2022 on taxable and personal property that meet or exceed the standards of uniformity and equity established by the Commissioner of Revenue.  Ensure that every effort is made to make every taxpayer’s dealings with the Assessing Department friendly and efficient.  To enhance our portion of the City of Salem website with more online information available for the public. Sec. 8-34 ---PAGE BREAK---  Address the recent changes noted in commercial and industrial properties focusing on income and sale changes.  Continue our close working relationship with the Council on Aging to enhance the awareness of the Work Off program and existing exemptions available to our senior population.  To have our FY2022 valuations certified by the end of September and be prepared to have our classification hearing in November. Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY 2021 FY 2022 Real Estate Billing - Bills done quarterly 13609 13687 13680 13750 Personal Property Bills- Billing done quarterly 853 850 810 820 Auto Excise 36480 35154 36125 37125 Boat Excise 1237 1142 1105 1100 Exemptions 300 270 300 350 Abatements 60 90 67 75 Personal Property inventory forms (required by law for abatements) 1000 1000 1000 1000 ABC Forms - Tax exempts (required by law to qualify for status) 71 80 78 78 Income & Expense Statements 1225 1225 1225 1225 How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals  The Assessor’s and Clerks in the office continue to work closely with the Council on Aging to keep the elderly population aware of all exemptions and the Tax reduction program via time working for the City.  The Assessors seek to provide additional information to the Public via an enhanced Assessor’s section of the Salem website.  Producing high quality work and implementing and conducting an aggressive database maintenance program remain our principal tasks. Since these elements are essential in maintaining the level of professionalism expected by Department of Revenue, the City and the public at large, it is the primary objective and continuous goal of the Department to achieve both.  All Assessors in the office have their MAA designation which indicates a certain level of knowledge so we can do much of our analysis in house instead of the need to have additional help in years other than a recertification year. The additional education and completion of income courses by all assessors has reduced the need for potential outside help in defending Appellate Tax Board cases. We have an experienced staff that is working well together and has had the ability to maintain a high-quality assessing data base. We have expanded the knowledge of the three assessors in the office with all participating in the abatement processing and one of the assistant assessor’s is also mastering personal property assessment. Sec. 8-35 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Assessors - Personnel 010 11411 5111 SALARIES-FULL TIME 316,858.27 310,033.87 310,033.87 173,730.17 322,792.47 322,792.47 322,792.47 010 11411 5150 FRINGE/STIPENDS 5,999.88 6,000.00 6,000.00 3,499.93 6,000.00 6,000.00 6,000.00 010 Total Assessors - Personnel 272,264.13 316,033.87 316,033.87 177,230.10 328,792.47 328,792.47 328,792.47 4.04% Assessors - Expenses 010 11412 5308 CONTRACTED SERVICES 39,963.00 50,500.00 50,500.00 49,785.00 28,500.00 35,000.00 35,000.00 010 11412 5381 PRINTING AND BINDING 369.00 600.00 600.00 600.00 600.00 600.00 600.00 010 11412 5421 OFFICE SUPPLIES (GEN 1,342.04 2,000.00 2,000.00 1,758.00 2,000.00 2,000.00 2,000.00 010 11412 5710 IN STATE TRAVEL/MEETINGS 949.99 2,300.00 2,300.00 1,265.00 2,300.00 2,300.00 2,300.00 010 Total Assessors - Expenses 43,577.00 55,400.00 55,400.00 53,408.00 33,400.00 39,900.00 39,900.00 -27.98% 010 Department Total 315,841.13 371,433.87 371,433.87 230,638.10 362,192.47 368,692.47 368,692.47 -0.74% Sec. 8-36 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 BOND JAMES 010 ASSESSORS 11411-5111 ASST ASSESSOR 9/19/2011 60,751.62 1,210.33 1.00 1 100% 63,058.19 63,058.19 63,058.19 CORTES STEPHEN 010 ASSESSORS 11411-5111 ASST ASSESSOR 10/10/12 54,999.16 1,063.81 1.00 1 100% 56,255.87 56,255.87 56,255.87 DELLORFANO DELINDA 010 ASSESSORS 11411-5111 BOARD CLERK 4/1/2012 1,500.00 375.00 B 4 1,500.00 1,500.00 1,500.00 JACKSON DEBORAH 010 ASSESSORS 11411-5111 DIR ASSESSING 9/22/09 91,366.31 1,820.26 1.00 1 100% 2,762.35 2,762.35 2,762.35 JAGOLTA RICHARD 010 ASSESSORS 11411-5111 BOARD MEMBER 11/5/1998 3,000.00 750.00 B 4 3,000.00 3,000.00 3,000.00 ZELANO CATHERINA 010 ASSESSORS 11411-5111 BOARD MEMBER 10/24/2019 3,000.00 750.00 B 4 3,000.00 3,000.00 3,000.00 MILLERICK ROBERT 010 ASSESSORS 11411-5111 BOARD MEMBER 4/1/2014 3,000.00 750.00 B 4 3,000.00 3,000.00 3,000.00 NEW 010 ASSESSORS 11411-5111 DIR ASSESSING 92,073.20 92,073.20 92,073.20 11411-5111 AFSCME 92,416.77 2.00 Total AFSCME 1818 98,142.86 98,142.86 98,142.86 310,033.86 5.00 Total Full Time - 5111 322,792.47 322,792.47 322,792.47 010 ASSESSORS 11411-5150 Certified Assessor Stipends 3,000.00 3,000.00 1 3,000.00 3,000.00 3,000.00 010 ASSESSORS 11411-5150 Mileage Reimbursement - Assessors 3,000.00 3,000.00 1 3,000.00 3,000.00 3,000.00 6,000.00 - Total Fringe - 5150 6,000.00 6,000.00 6,000.00 Full-Time Equivalent Employees: FY 2020 5.00 316,033.86 5.00 Department Total 328,792.47 328,792.47 328,792.47 FY 2021 5.00 FY 2022 5.00 Variance 21 vs. 22 0.00 Sec. 8-37 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 DELLORFANO DELINDA 010 ASSESSORS 11411-5111 SR CLERK TYPIST 12/17/2012 2 40,930.53 25.37 1.00 887.87 1.000 887.87 46,258.03 46,258.03 46,258.03 FELIX GLORIA 010 ASSESSORS 11411-5111 PRINCIPAL CLERK 03221993 2 51,486.24 28.45 1.00 995.87 1.000 995.87 51,884.83 51,884.83 51,884.83 92,416.77 2.00 98,142.86 98,142.86 98,142.86 Sec. 8-38 ---PAGE BREAK--- ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 ASSESSORS - 010 11412 5308 CONTRACTED SERVICES Maintenance fee for Patriot Property AssessPro, our software provider 18,000 18,000 19,500 19,500 Annual GIS Enhancement contract addition 1,500 1,500 1,500 1,500 Software review by our provider, additional appraisal analysis and valuation with 22,000 9,000 14,000 14,000 commercial and industrial properties in FY 2021. Start Recertification analysis and valuation in spring of FY2021 for Dept of Revenue five year certification in affect Required for certification, 3 appraisals for Salem Utility companies, Mass Electric Nationalgrid and New England Power Company for fiscal year 2021. 9,000 - Projected to cost $3,000 each TOTAL 50,500 28,500 35,000 35,000 11412 5381 PRINTING AND BINDING Used to pay for binding and printing of tax commitment books. 600 600 600 600 TOTAL We will need to order envelopes and exemption cards (haven't ordered in 2 years) 600 600 600 600 11412 5421 OFFICE SUPPLIES (GENERAL) General office supplies as needed 2,000 2,000 2,000 2,000 Additional cost for Mass Association dues TOTAL 2,000 2,000 2,000 2,000 11412 5710 IN STATE TRAVEL/MEETINGS Used to pay for professional meetings throughout the year. Eg., Mass. Assessors 2,300 2,300 2,300 2,300 Association and Essex County Assessors Association, and Assessing Clerk's meetings. TOTAL 2,300 2,300 2,300 2,300 TOTAL PROPOSED ASSESSORS - 010 55,400 33,400 39,900 39,900 FY 2022 DETAILED BUDGET REPORT NON PAYROLL EXPENSES Sec. 8-39 ---PAGE BREAK--- Collector Mission Statement– Why We Exist The Collector’s Office serves as the portal for all revenues billed and received by the City of Salem. All bills for Real Estate & Personal Property Taxes, Motor Vehicle Excise Taxes, Personal Property Taxes, Boat Excise Tax, Water and Sewer Bills, Trash fees, City Ordinance tickets, and all other receivables committed by the Board of Assessors are the responsibility of the Collector. Parking tickets are also paid at the Collector’s Office. Upon receipt of a written request and the applicable payment, the Collector’s office will research and produce a Municipal Lien Certificate (MLC). The Collector’s Office also processes Passport Applications and issues and tracks resident parking stickers and processes slip and mooring payments on behalf of the Harbormasters Office. Significant Budget & Staffing Changes for FY 2022 The Collector’s office anticipates no changes for FY 2022 Recent Accomplishments  Collector continues to attend annual school to maintain certification  Assistant Collector earned certification continues schooling  Received passport re-certification for three members in the office FY 2022 Goals & Objectives  Maintain high collection rate  Continue to promote online payment system and continue to provide public education to increase usage of the system and encourage the e-billing option.  Maintain quality service.  Continue educating members of the Collector’s Office Sec. 8-40 ---PAGE BREAK--- Outcomes and Performance Measures Actual 2019 Actual 2020 Estimated 2021 Passports processed 420 278 350 Municipal Lien Certificates processed 1,149 1,907 2,000 Parking Tickets Collected 31,915 21,000 32,500 Online Payments Real Estate 6,057 6,969 7,200 Personal Property 534 636 650 Water Sewer 13,159 15,450 16,000 Trash 5,210 5,873 6,000 Boat Excise Tax 267 423 450 Motor Vehicle Excise Tax 11,776 13,134 14,500 Mooring Slip 220 277 300 Motor Vehicle Excise Tax – Online Collections 2/1/2020 – 3/3/2020 5,693 2/1/2021 – 3/3/2021 7,519 Sec. 8-41 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Collector - Personnel 040 11461 5111 SALARIES-FULL TIME 230,887.05 230,585.06 230,585.06 133,707.38 247,072.76 244,572.76 244,572.76 040 11461 5131 OVERTIME (GENERAL) 1,896.72 1,000.00 1,000.00 0.00 1,000.00 1,000.00 1,000.00 040 11461 5150 FRINGE/STIPENDS 6,624.88 6,750.00 6,750.00 3,687.43 3,750.00 3,750.00 3,750.00 040 Total Collector - Personnel 202,481.48 238,335.06 238,335.06 137,394.81 251,822.76 249,322.76 249,322.76 4.61% Collector - Expenses 040 11462 5317 EDUCATIONAL TRAINING 394.12 1,000.00 1,000.00 360.00 1,000.00 1,000.00 1,000.00 040 11462 5381 PRINTING AND BINDING 2,384.44 3,900.00 4,098.06 2,186.06 4,300.00 4,300.00 4,300.00 040 11462 5421 OFFICE SUPPLIES (GEN 2,245.23 2,700.00 2,783.11 2,733.11 3,000.00 3,000.00 3,000.00 040 Total Collector - Expenses 5,445.62 7,600.00 7,881.17 5,279.17 8,300.00 8,300.00 8,300.00 040 Department Total 207,927.10 245,935.06 246,216.23 142,673.98 260,122.76 257,622.76 257,622.76 4.63% Sec. 8-42 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 CELI BONNIE 040 COLLECTOR 11461-5111 CITY COLLECTOR 2/01/2004 77,632.42 1,546.67 1.00 1 100% 85,581.51 83,081.51 83,081.51 11461-5111 152,952.65 3.00 Total AFSCME 1818 161,491.25 161,491.25 161,491.25 230,585.07 4.00 Total Full Time - 5111 247,072.76 244,572.76 244,572.76 040 COLLECTOR 11461-5150 Certified Collector Stipends 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 040 COLLECTOR 11461-5150 RES Parking Sticker Stipend 3,000.00 - - - - 040 COLLECTOR 11461-5150 Hearing Officer Admin 1,750.00 1,750.00 1,750.00 1,750.00 1,750.00 6,750.00 Total Fringe - 5150 3,750.00 3,750.00 3,750.00 040 COLLECTOR 11461-5131 OVERTIME 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 Total Overtime - 5131 1,000.00 1,000.00 1,000.00 Full-Time Equivalent Employees: FY 2020 4.00 238,335.07 4.00 Department Total 251,822.76 249,322.76 249,322.76 FY 2021 4.00 FY 2022 4.00 Variance 21 vs. 22 0.00 Sec. 8-43 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 MEJIA ARACELIS 040 COLLECTOR 11461-5111 PRINCIPAL CLERK 4/3/17 2 47,085.18 28.45 1.00 995.87 1.000 995.87 51,884.83 51,884.83 51,884.83 WIZDA JONAS 040 COLLECTOR 11461-5111 PRINCIPAL CLERK 10/30/18 2 48,587.66 28.45 1.00 995.87 1.000 995.87 51,884.83 51,884.83 51,884.83 SOSNOWSKI SARAH 040 COLLECTOR 11461-5111 ASSISTANT COLLECT 11/08/2004 2 57,279.81 31.65 1.00 1,107.90 1.000 1,107.90 57,721.59 57,721.59 57,721.59 152,952.65 3.00 161,491.25 161,491.25 161,491.25 Sec. 8-44 ---PAGE BREAK--- COLLECTOR - 040 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11462 5317 Educational Training certification courses for collectors staff 1,000 1,000 1,000 1,000 TOTAL continue classes for both Collector & Asst Collector to retain certification 1,000 1,000 1,000 1,000 11462 5381 Printing and Binding Inserts for real estate tax bills 3,900 4,300 4,300 4,300 Print resident parking stickers - reorder zone stickers and visitor passes Print passes for pass zone (100 per month) $1.00 per pass TOTAL 3,900 4,300 4,300 4,300 11462 5421 Office Supplies General office supplies as needed. 2,700 3,000 3,000 3,000 TOTAL 2,700 3,000 3,000 3,000 TOTAL PROPOSED COLLECTOR - 040 7,600 8,300 8,300 8,300 Sec. 8-45 ---PAGE BREAK--- Information Technology Mission Statement-Why We Exist The Office of Information Technology provides and supports the resources which facilitate the flow of information within and between departments and expands the reach and usefulness of technology to staff, residents, and the public schools. Budget & Staffing Changes for FY 2022 The department will see the retirement of long-time Network Administrator, Eric Bergengren. Eric will be sorely missed as a search begins in July. The department will also be onboarding a new support specialist, and closely participating in GIS operations with Engineering. Budget changes reflect shifts associated with remote work, enhanced security, transition of school-related services, and the substantial upgrade of the permitting system. Recent Accomplishments  Deployed resources to enable a smooth transition to remote work and supported that effort throughout the year.  Collaborated with SPS to transition SIS, mass notification, and other essential systems to school technology team.  Doubled SPS Internet service, and improved student wireless network.  Launched web-based permitting system, and expanded into new areas (animal licensing, engineering, licensing).  Launched web-based portal for online access to records spanning 386 years of Salem’s history.  Installed multimedia – A/V systems in all ECC classrooms.  Partnered with Engineering to fully upgrade the water meter reading and billing systems.  Completed implementation of Tyler Content Manager, expanding e-delivery of payroll documents to 85% of staff.  Designed and implemented internal solution to support the work of the Problem Properties Task Force.  Implemented technical enhancements to the city’s website consistent with the ADA Transition Plan.  Partnered with SPD to design and launch a new website.  Led transition of mobile data communications to FirstNet.  Deployed resources to enable hybrid public meetings.  Implemented citizen engagement app. Sec. 8-46 ---PAGE BREAK--- FY 2022 Goals & Objectives  Upgrade core network (data center) hardware and services by October 2021.  Upgrade Munis financial system by April 2022.  Design and deploy paperless personnel actions (PAF) by June 2022.  Implement Vendor Self Service pilot by June 2022. Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY 2021 FY 2022 Help Desk Tickets Received and Resolved 4,338, 4,271 3,800 4,100 Website Hits 1,738,970 1,982,157 2,850,000 2,100,000 Website Sessions 625,289 687,113 1,140,000 900,000 Website Subscribers 24,757 37,764 41,731 40,000 How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals  The department remains committed to the City’s overall goal to be a healthier place to live, work, and do business in. To that extent, we have implemented as many “green” initiatives as possible with the digitization and preservation of city records & e-delivery of documents providing excellent examples.  The department supports the mission to provide open, honest, and proactive services effectively and efficiently, focusing on the needs of today with a vision for the future by pursuing and implementing improvements such as competitive, high speed Internet for all businesses and residents.  The department continues to pursue all means to provide a secure environment, protecting critical systems, data, and infrastructure from bad actors. Sec. 8-47 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Information Technology - Personnel 070 11551 5111 SALARIES-FULL TIME 845,312.44 734,210.05 734,210.05 384,401.67 786,241.10 786,241.10 786,241.10 070 11551 5113 SALARIES-PART TIME 5,101.00 2,500.00 2,500.00 0.00 2,500.00 2,500.00 2,500.00 070 Total I.T. - Personnel 717,217.01 736,710.05 736,710.05 384,401.67 788,741.10 788,741.10 788,741.10 7.06% Information Technology- Expenses 070 11552 5317 EDUCATIONAL TRAINING 2,480.66 6,000.00 6,000.00 0.00 6,000.00 6,000.00 6,000.00 070 11552 5421 OFFICE SUPPLIES (GEN 899.39 1,000.00 1,000.00 350.00 1,000.00 1,000.00 1,000.00 070 11552 5520 SOFTWARE SUPPORT/ENHANCEMEN 5,474.50 3,500.00 3,500.00 3,611.10 3,500.00 3,500.00 3,500.00 070 11552 5582 DATA PROCESSING SUPP - - - 0.00 - - - 070 11552 5710 IN STATE TRAVEL/MEETINGS 1,195.72 2,000.00 2,000.00 1,000.00 2,000.00 2,000.00 2,000.00 070 11552 5730 DUES AND SUB - 500.00 500.00 0.00 500.00 500.00 500.00 070 11562 5243 IT/GIS MAINTENANCE 842,831.40 716,408.00 731,829.52 612,939.18 790,415.00 790,415.00 790,415.00 070 11562 5341 PHONE/DSL/COMMUNICATIONS 67,029.05 52,150.00 54,681.95 40,250.00 44,150.00 44,150.00 44,150.00 070 Total I.T. - Expenses 975,084.78 781,558.00 799,511.47 658,150.28 847,565.00 847,565.00 847,565.00 6.01% 070 Department Total 1,692,301.79 1,518,268.05 1,536,221.52 1,042,551.95 1,636,306.10 1,636,306.10 1,636,306.10 6.51% Sec. 8-48 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 ANKIEWICZ JOHN 070 Information Tech-GIS 11551-5111 Technical Support Analyst 10/29/2018 51,190.21 1,060.90 1.00 1 100% 55,272.89 55,272.89 55,272.89 BANKS ROBERT 070 Information Tech-GIS 11551-5111 APPLICATION ANALYST 9/24/2018 63,987.76 1,326.13 1.00 1 100% 69,091.37 69,091.37 69,091.37 BEDELL JUDY 070 Information Tech-GIS 11551-5111 TECHNOLOGY MANAGER 8/22/2016 74,944.33 1,493.11 1.00 1 100% 77,791.03 77,791.03 77,791.03 BERGENGREN ERIC 070 Information Tech-GIS 11551-5111 NETWORK ADMINISTRATOR 7/11/2005 68,377.95 1,389.16 1.00 1 100% 72,375.24 72,375.24 72,375.24 DUIJVESTEIJN OLLE 070 Information Tech-GIS 11551-5111 TECHNOLOGY MANAGER 10/12/2010 75,527.96 1,504.74 1.00 1 100% 78,396.95 78,396.95 78,396.95 GANSENBERG ROBERTA 070 Information Tech-GIS 11551-5111 TECHNOLOGY MANAGER 8/15/1998 70,305.94 1,663.84 1.00 1 100% 86,686.06 86,686.06 86,686.06 GARCIA CARLOS 070 Information Tech-GIS 11551-5111 Technical Support Analyst 12/12/16 48,178.14 959.85 1.00 1 100% 50,008.19 50,008.19 50,008.19 HO HUNG 070 Information Tech-GIS 11551-5111 NETWORK ADMINISTRATOR 8/2/16 55,127.76 1,142.51 1.00 1 100% 59,524.77 59,524.77 59,524.77 KILLEN MATTHEW 070 Information Tech-GIS 11551-5111 CHIEF INFO OFFICER 1/20/2015 118,107.68 2,353.06 1.00 1 100% 122,594.43 122,594.43 122,594.43 MULLINS LISA 070 Information Tech-GIS 11551-5111 APPLICATIONS ANALYST 9/19/2011 53,780.43 1,114.58 1.00 1 100% 58,069.62 58,069.62 58,069.62 TO BE FILLED 070 Information Tech-GIS 11551-5111 APPLICATIONS ANALYST 54,681.88 1,083.12 1.00 1 100% 56,430.55 56,430.55 56,430.55 734,210.05 11.00 Total Full Time - 5111 786,241.10 786,241.10 786,241.10 070 Information Tech-GIS 11551-5113 Interns 2,500.00 2,500.00 P 2,500.00 2,500.00 2,500.00 2,500.00 Total Part Time - 5113 2,500.00 2,500.00 2,500.00 736,710.05 11.00 Department Total 788,741.10 788,741.10 788,741.10 Full-Time Equivalent Employees: FY 2020 13.00 FY 2021 13.00 FY 2022 11.00 Variance 21 vs. 22 (2.00) Sec. 8-49 ---PAGE BREAK--- INFORMATION TECHNOLOGY - 070 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11552 5317 Educational Training Technology Training & Certification 6,000 6,000 6,000 6,000 TOTAL 6,000 6,000 6,000 6,000 11552 5421 Office Supplies (General) General office supplies as needed 1,000 1,000 1,000 1,000 TOTAL 1,000 1,000 1,000 1,000 11552 5520 Software Support/Enhancements DELL/ASAP State Contract Misc. network software and licensing fees 1,000 1,000 1,000 1,000 ArcGIS Desktop Extension 2,500 2,500 2,500 2,500 TOTAL 3,500 3,500 3,500 3,500 11552 5582 IT/GIS Supplies General IT/GIS Supplies as needed - - - - TOTAL - - - - 11552 5710 In State Travel, meetings IT/GIS Meetings & Conferences; Registration, Travel & Gas 2,000 2,000 2,000 2,000 TOTAL 2,000 2,000 2,000 2,000 11552 5730 Dues and sub Professional memberships, subscriptions 500 500 500 500 TOTAL 500 500 500 500 TOTAL PROPOSED INFORMATION TECHNOLOGY - 070 13,000 13,000 13,000 13,000 Sec. 8-50 ---PAGE BREAK--- INFORMATION TECHNOLOGY - 070 - FIXED COSTS ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11562 5243 IT/GIS MAINTENANCE RECURRING Tyler Technologies - Munis ASP Annual Fee includes OSDBA and Disaster Recovery Support 262,000 271,000 271,000 271,000 Technology Equipment Repair 3,000 3,000 3,000 3,000 Schools - Contracted Services (reduced to reflect transfer of some systems to school dept.) - - - - Schools - Software (reduced to reflect transfer of some systems to school dept.) 89,008 70,000 70,000 70,000 Schools - Networking - - - - Annual Microsoft software licensing 110,000 100,000 100,000 100,000 Annual Microsoft software licensing - Workstation/Server/Database 5,000 5,000 5,000 5,000 EMC Licensing for Maintenance & Remote replication, Backup & Recovery for SAN / servers 15,000 15,000 15,000 15,000 View Permit Annual Software License, Maintenance & Hosting 25,000 50,500 50,500 50,500 RetroFit - Backup and Disaster Recovery Services for 9 MS Windows Servers with on-site 5,000 5,000 5,000 5,000 virtualization and Server image/data stored at both East and West Coast data centers - Essex Craftsman - data center A/V maintenance - 1,000 1,000 1,000 Domain registration for various domains, such as salem.com, buildingsalem.com, salemferry.com, sa 250 250 250 250 Antivirus for City & Public Schools 9,000 18,000 18,000 18,000 Remote Computer Assistance & Administration Software Maintenance 6,200 6,200 6,200 6,200 Alloy Software Help Desk and Inventory 7,500 6,300 6,300 6,300 Network/Project Consulting - - - Virtual Town Hall Annual - City website 7,500 10,500 10,500 10,500 WebGIS - Annual application and hosting 9,500 9,500 9,500 9,500 ESRI ArcGIS for Desktop Basic (ArcView) Single Use Primary Annual Maintenance 400 400 400 400 ESRI ArcGIS for Desktop Advanced (ArcInfo) Concurrent Use Annual Maintenance 6,000 6,000 6,000 6,000 ESRI ArcGIS Spatial Analyst for Desktop Concurrent Use Primary Annual Maintenance 500 500 500 500 ESRI ArcGIS Network Analyst for Desktop Concurrent Use Primary Annual Maintenance 500 500 500 500 ESRI ArcGIS Engine without Extension Maintenance 200 200 200 200 ESRI ArcGIS for Server Workgroup Advanced (ArcInfo) Annual Maintenance 2,500 2,500 2,500 2,500 ESRI ArcPad Annual Maintenance 250 250 250 250 ESRI ArcGIS Desktop Extensions license Annual Maintenance 3,000 3,000 3,000 3,000 Work order and Mobile 311 systems 32,000 34,000 34,000 34,000 Network systems maintenance, licensing and support 90,000 90,000 90,000 90,000 CIP impact - fiber and telephone system maintenance & support - - - - CIP impact - Laserfice document management, licensing & support - - - - Sec. 8-51 ---PAGE BREAK--- SPD - surveillance camera maint. & support 14,000 40,715 40,715 40,715 SPD - hosting On Duty/Extra Duty 2,400 2,400 2,400 2,400 MyCivic Citizen Engagement 10,700 7,500 7,500 7,500 Zoom online meetings and hybrid meeting rooms - 7,700 7,700 7,700 Smartsheet and data uploader module - 23,500 23,500 23,500 NON-RECURRING TOTAL 716,408 790,415 790,415 790,415 11562 5341 PHONE\DSL\COMMUNICATIONS NON-RECURRING Internet/Network Internet services, City & Schools 23,000 14,000 14,000 14,000 TV Digital Transport Adaptors for 93 Washington Street 8.00 X 12 150 150 150 150 Internet/Phone/PBX City-wide telephone services 29,000 30,000 30,000 30,000 TOTAL 52,150 44,150 44,150 44,150 TOTAL PROPOSED INFORMATION TECHNOLOGY - 070 - FIXED COSTS 768,558 834,565 834,565 834,565 Sec. 8-52 ---PAGE BREAK--- Finance Mission Statement-Why We Exist The mission of the Finance Department is to present a complete and accurate statement of the City’s financial condition. It is responsible for all financial and accounting activities in the City of Salem. Many of these activities are prescribed by Massachusetts General Laws to ensure the fair assessment and collection of revenues and the proper disbursement of funds to meet approved expenditures. These activities are guided by the City Charter and Ordinances, sound financial and accounting business practices, and adherence to the Massachusetts General Laws. Significant Budget & Staffing Changes for FY 2022 Significant changes are anticipated for Fiscal Year 2022, due to staffing turnover before FY2021 year end. One additional staff position is requested to meet the anticipated Finance department on going needs. Recent Accomplishments  Resulting from COVID 19, successfully, developed and implemented revised procedures to allow for remote work. This included implementing web-based software such as DocuSign to ensure timely flow of Vendor Contracts.  Began developing and implementing improved budget workbooks to link documents and improve budget process.  Reviewed and identified Munis processes, began training and implementation to improve on quarterly grant and account reconciliations.  Began process of drafting step by step training manuals for financial support processes.  Received the GFOA Distinguished Budget Presentation Award for the FY2019 budget (12th consecutive year).  Received the GFOA Certificate of Achievement for Excellence in Financial Reporting (CAFR) FY2019 budget (12th consecutive year).  Increased the City’s stabilization fund to $8.8 million dollars through sound fiscal policy.  Collaborated to improve the Capital Improvement Project reporting, scheduling, and budgeting process.  Worked with the Department of Local services to enhance annual reporting of Enterprise funds activities.  Worked with the School Business Manager to improve financial procedures as they related to internal controls and adherence to M.G.L.  Reviewed and made suggestions in identifying areas to increase Revenues Sources.  Continuing to develop, implement and execute new procedures and policies related to Accounts Payable and Purchasing, to ensure adherence to M.G.L. As part of this effort, additional training has been developed and offered to all City Departments.  Worked toward addressing management letter recommendations. Sec. 8-53 ---PAGE BREAK--- FY 2021 Goals & Objectives  Upgrade Munis Accounting Software from version 11.3 to 2019.  Upgrade to new Fixed Asset Software package.  Implement training program for Munis users.  Continue to improve the GFOA budget as per recommendations by GFO review committee.  Work collaboratively with the School Department, Business Manager, to address and implement new procedures to improve internal controls.  Continue to review all departmental revenues with departments to make recommendations to the Mayor for potential revenue enhancements.  Continue to review departmental expenditures with each department and to identify areas for potential cost savings.  Continue to enhance new procedures and formats in tracking the status of capital projects and management of debt borrowing and reporting.  Continue to address Management letter recommendations offered by the audit firm.  Ongoing collaboration with Human Resources and City Departments to enhance training and continuing education program for all Financial departments staff. Outcomes and Performance Measures Actual Actual Actual Estimated FY 2018 FY 2019 FY 2020 FY 2021 Free Cash certified 2,703,564 7,638,739 6,000,000 2,000,000 Capital Improvement Project Fund (End of Year Balance) 1,543,761 1,859,668 2,494,371 1,200,000 Stabilization Fund Balance (End of Year Balance) 6,511,290 7,397,575 9,111,337 10,200,000 OPEB Liability Fund (End of Year Balance) 2,572,670 3,042,850 3,511,488 3,800,000 How FY 2022 Departmental Goals Relate to City’s Overall Long & Short Term Goals  The Finance Department will continue to work with the Mayor to implement sound fiscal policies and procedures, including adherence to the City’s funding of the Stabilization, OPEB Liability and Capital Improvement Fund to ensure long term sustainability.  The Finance Department will work with departments to conceptualize ways to regionalize services with other communities as it has with the Town of Swampscott with the purchasing department and inspectional services department, with the goal to create synergies and improve delivery of services to all.  The Finance Department will work closely with the School department on all financial matters to ensure all requirements are met in a responsible manner.  The Finance Department will work with all departments in developing and implementing Capital Improvement Programs that will not only maintain and upgrade City buildings, infrastructure, and vehicle fleet, but also maximize the use of grant dollars and other cost offsetting opportunities to ensure all City’s assets are maintained and preserved. Sec. 8-54 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Electrical - Personnel 080 12451 5111 SALARIES-FULL TIME 395,835.66 370,187.37 370,187.37 233,269.06 428,605.87 399,740.13 399,740.13 080 12451 5131 OVERTIME (GENERAL) 6,411.86 10,000.00 10,000.00 3,549.63 10,000.00 10,000.00 10,000.00 080 Total Electrical - Personnel 335,173.81 380,187.37 380,187.37 236,818.69 438,605.87 409,740.13 409,740.13 7.77% Electrical - Expenses 080 12452 5213 STREET LIGHTING 236,033.82 288,200.00 288,200.00 172,980.73 288,200.00 288,200.00 288,200.00 080 12452 5214 TRAFFIC SIGNAL LIGHT 36,850.76 41,140.00 41,140.00 20,857.82 41,140.00 41,140.00 41,140.00 080 12452 5254 STREET LIGHTING MAINT 37,110.71 40,000.00 40,213.12 12,979.04 40,000.00 40,000.00 40,000.00 080 12452 5255 BUILDING/EQUIP MAINT 9,792.75 12,000.00 12,400.00 10,391.66 12,000.00 12,000.00 12,000.00 080 12452 5256 FIRE/MUN SIGNAL MAIN 7,572.83 10,000.00 10,605.82 2,192.04 10,000.00 10,000.00 10,000.00 080 12452 5257 MAINT TRAFFIC SIGNAL 15,000.00 15,000.00 15,000.00 1,630.72 20,000.00 30,000.00 30,000.00 080 12452 5301 POLICE DETAIL 1,133.92 2,000.00 2,000.00 600.00 2,000.00 2,000.00 2,000.00 080 12452 5324 TRAINING & CERTIFICATION 350.00 1,000.00 1,000.00 340.00 1,000.00 1,000.00 1,000.00 080 12452 5341 TELEPHONE 552.43 1,000.00 1,000.00 343.13 1,000.00 1,000.00 1,000.00 080 12452 5421 OFFICE SUPPLIES (GEN 1,789.75 2,000.00 2,000.00 1,014.90 2,000.00 2,000.00 2,000.00 080 12452 5710 IN STATE TRAVEL/MEETINGS 269.90 600.00 600.00 0.00 600.00 600.00 600.00 080 Total Electrical - Expenses 324,058.14 412,940.00 414,158.94 223,330.04 417,940.00 427,940.00 427,940.00 3.33% 080 Department Total 659,231.95 793,127.37 794,346.31 460,148.73 856,545.87 837,680.13 837,680.13 5.46% Sec. 8-55 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 DICK CHERYL 090 FINANCE/AUDITING 11351-5111 ASSISTANT FINANCE DIR 02/10/20 84,508.36 1,673.08 1.00 1 100% - - - NEW ASSISTAND FINANCE DIR 87,167.47 87,167.47 87,167.47 GIARDELLA LAURIE 090 FINANCE/AUDITING 11351-5111 FINANCE DIR/AUDITOR 10/2/17 120,120.26 2,323.44 1.00 1 100% - - - FREEDMAN ANNA FINANCE DIR/AUDITOR 126,875.00 126,875.00 126,875.00 PHANOR FREDERIQUE 090 FINANCE/AUDITING 11351-5111 Assistant Accountant 12/02/19 73,571.98 1,465.77 1.00 1 100% 76,366.62 76,366.62 76,366.62 VACANT 090 FINANCE/AUDITING 11351-5111 Assistant Accountant - 1 100% 65,000.00 - - 11351-5111 AFSCME 52,915.28 1.00 Total AFSCME 1818 48,565.62 48,565.62 48,565.62 331,115.88 4.00 Total Full Time - 5111 403,974.71 338,974.71 338,974.71 ESPINOSA WENDOLYN 090 FINANCE/AUDITING 11351-5113 A/P Clerk 9/28/2020 - 312.00 P 0.00 13 - - - 090 FINANCE/AUDITING 11351-5113 CONSULTANTS 7,500.00 7,500.00 P 15,000.00 15,000.00 15,000.00 7,500.00 0.00 Total Part Time - 5113 15,000.00 15,000.00 15,000.00 090 FINANCE/AUDITING 11351-5150 Stipend/Senior Part time suppport staff 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 Total Fringe - 5150 2,000.00 2,000.00 2,000.00 090 FINANCE/AUDITING 11351-5131 Overtime 200.00 200.00 200.00 200.00 200.00 200.00 Total Overtime - 5131 200.00 200.00 200.00 Full-Time Equivalent Employees: FY 2020 4.00 340,815.88 4.00 Department Total 421,174.71 356,174.71 356,174.71 FY 2021 4.00 FY 2022 4.00 Variance 21 vs. 22 0.00 Sec. 8-56 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 NOONAN WENDOLYN 090 FINANCE/AUDITING 11351-5113 PRINCIPAL CLERK 09/28/15 2 52,915.28 - - - JONIKAS ELIZABETH 090 FINANCE/AUDITING 11351-5111 PRINC ACCT CLERK 9/28/2020 2 - 25.90 1.00 906.57 1.000 906.57 9/28/2021 939.82 12 40.1 48,565.62 48,565.62 48,565.62 52,915.28 1.00 48,565.62 48,565.62 48,565.62 Sec. 8-57 ---PAGE BREAK--- FINANCE- 090 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11352 5320 Contracted Services Funds to be used for operational audits of department to ensure compliance with Fed. State, and Local regulations and sound business practices. Fund actuarial report for GASB 45 - OPEB Report 22,500 25,000 25,000 25,000 Fraud Risk Audits per Management Letter 9,000 7,500 7,500 7,500 Contract Services Special Projects/Web Hosting/Storage 11,700 10,000 10,000 10,000 Fixed Asset Software Upgrade - - - TOTAL 43,200 42,500 42,500 42,500 11352 5421 Office Supplies General office supplies as needed. 3,500 2,500 2,500 2,500 TOTAL 3,500 2,500 2,500 2,500 11352 5423 Budget Preparation Binders For Budget, Dividers/Cover Papers/File Folders/Labels/Pocket Folders 2,400 2,400 2,400 2,400 TOTAL 2,400 2,400 2,400 2,400 11352 5710 Instate Travel/ Meeting Seminars and Training as needed - MUNIS, GFOA online classes, NEGFOA, MMA, MAPPO. 2,000 3,000 3,000 3,000 Mileage, tolls, etc. TOTAL 2,000 3,000 3,000 3,000 11352 5730 Dues and Subscriptions Eastern Massachusetts Municipal Auditors/Accountants Assoc 105 105 105 105 Publications - Financial, GASB, GAO, MMA, MGFOA, etc. 225 225 225 225 MMAAA membership 260 700 700 700 GFOA Membership 280 610 610 610 MAPPO Membership 175 175 175 175 TOTAL 1,045 1,815 1,815 1,815 TOTAL PROPOSED FINANCE- 090 52,145 52,215 52,215 52,215 Sec. 8-58 ---PAGE BREAK--- Traffic and Parking Mission Statement – Why We Exist The mission of the Traffic and Parking Department is to provide an efficient, reliable, multimodal transportation system throughout the City of Salem, designing and building complete streets that accommodate all users – pedestrians, bicyclists, transit riders, and drivers – and to provide pleasant and secure parking services to residents, businesses, and visitors while maintaining courteous and helpful assistance to the general public. An efficient, reliable, and well-maintained transportation and parking system of choice is critical to the quality of life for Salem residents and for the overall economic prosperity of the city. As such, the Traffic and Parking Department aims to coordinate efforts with other relevant departments in order to prioritize and implement projects that improve safety, connectivity, mobility, and accessibility at the local and regional level for persons of all ages and abilities. The Department has overseen the introduction of a city-wide on-demand rideshare service and is in the process of launching a community car share program as well as re-introducing a bike share program. Investments in technology and infrastructure are also being made that improve traffic safety and parking capacity, and which provide extensive data collection opportunities to track the effectiveness of various initiatives and better plan projects to meet current and future needs throughout the city. Significant Budget & Staffing Changes for FY 2022 After a year that included one retirement and a resignation, staffing for the Department for FY2022 is relatively unchanged from FY2021. With the adoption of Sunday enforcement hours in the summer of 2020, a part-time enforcement position was filled for several months but has recently become vacant. The FY2022 budget proposes combining two part time vacancies in order to partially supplement the creation of one full-time meter enforcement position to provide ongoing Sunday staffing hours as well as improve enforcement of resident parking areas, downtown meter locations and the Salem Willows. Changes to the Department’s operating budget are related to additional maintenance measures for the city garages in part to maintain the significant repairs completed in the Summer of 2020 as well as funds to support the operations of the aforementioned car share and bike share programs. Sec. 8-59 ---PAGE BREAK--- Recent Accomplishments  Worked collaboratively with Health Department, City Solicitor, and Public Services on pandemic-related activities, including expanded outdoor dining program, 15-minute curbside pick-up/drop-off parking, extended sidewalks for social distancing, and multiple successful applications submitted to the MassDOT Shared Streets Program  Completed major repair work on the first level of the Museum Place Garage to address ongoing water infiltration issues  Launched Salem Skipper rideshare service to provide inexpensive, on-demand rides to Salem residents and visitors. Since launching in December 2020, users have taken over 2,200 rides (as of 2/11/2021)  Continued to implement the Bicycle Master Plan with new protected bicycle lanes on Wilson Street and vertical elements added to the multi-use path on Fort Avenue.  Ongoing planning efforts to evaluate the North Street corridor with the goal of improving safety and enhancing multi-modal options.  Developed Shared Streets Pilot Program to bring consistency to neighborhood traffic calming measures. Implemented traffic calming and some traffic diversions along four streets located in different neighborhoods throughout the City.  Submitted recommendations to the City Council for ordinance changes related to resident parking, accessible parking, bus stops, new metered parking areas, and Sunday parking enforcement. FY 2022 Goals & Objectives Transportation/Traffic Goals & Objectives  Support efforts to improve circulation in the downtown through strategic projects that increase throughput, capacity, and route options.  Continue to expand the Neighborhood Traffic Calming Program to enhance safety.  Continue to build ridership for recently launched on demand rideshare service to provide residents, workers, and visitors improved connectivity.  Finalize implementation of a community car share program which offers residents an opportunity to rent vehicles, owned by the City, at an affordable hourly rate.  Continue to work with other departments to begin implementing short-term priorities identified in the Bicycle Master Plan.  Explore options to improve Mill Street connection to and from the new Canal Street multi-use path to improve bicyclist and pedestrian safety.  Continue to implement items identified in the city’s updated ADA Transition Plan.  Support current efforts to re-introduce a bike share program to the City. Sec. 8-60 ---PAGE BREAK---  Continue to implement complete streets measures when roads are reconstructed or repaved through coordination with the Engineering Department. Parking Goals & Objectives  Continue to update downtown parking plan through data analysis and implement changes.  Increase parking capacity within existing facilities through reconfiguring layout and striping.  Replace older parking meters with multi-space payment kiosks in city parking lots.  Explore feasibility of integrating license plate recognition software to assist with administration and enforcement of resident permit parking.  Continue to assess current resident and visitor parking policies and procedures in order to identify recommendations for improvement that will create a more equitable program that more accurately reflects neighborhood boundaries/zones.  Continue evaluating the introduction of a Parking Benefit District for the Downtown.  Continue efforts to implement structural repairs to other levels of the Museum Place Garage as well as put into action some preventative maintenance measures.  Install security cameras in the South Harbor Garage  Begin identifying and developing plans to address maintenance issues in the South Harbor Garage. Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY 2021 FY 2022 Parking Fines collected $928,966.50 $887,302.51 $851,751.00 $900,000.00 Parking Garage revenue $1,492,113.13 $1,271,339.79 $1,075,210.80 $1,250,000.00 Parking Lot / Meter revenue $1,913,874.56 $1,641,033.03 $1,327,960.58 $1,600,000.00 Parking citations issued 30,472 25,493 26,141 30,000 Parking citation dollar value $791,080.00 $651,085.00 $698,421.92 $800,000.00 Sec. 8-61 ---PAGE BREAK--- How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals  General Government o Improve communication and transparency with citizens, including social media and online tools, software, and more. o To maintain a high level of accessibility to and responsiveness by City departments and employees. o Look for ways to deliver City services more efficiently and effectively through the use of technology and performance management, including development of Salem 311. o Implement regional services where applicable in order to better utilize tax dollars. o Continue efforts to address climate change and plan to mitigate carbon footprint through the Green Communities program, energy efficiency goals, the climate change action plan, and more. o Foster efforts to address systemic racism and inequities, including through the work of the Race Equity Task. o Strengthening City's reputation as a welcoming, accessible, and inclusive community for all. o Continue implementation of Salem for All Ages, the ADA Transition Plan, Historic Preservation Plan, Open Space & Recreation Plan, Public Art Plan, Climate Resiliency Plan, and Housing Needs initiatives.  Public Safety o Improve traffic and parking enforcement. o Enhance use of technology in public safety.  Economic Development o Continue revitalization of Salem Harbor and the waterfront, downtown, and other economic centers and corridors. o Continue implementation of the Point Vision and Action Plan. o Support the growth of new and existing private businesses.  Parks and Recreation o Carry out Signature Parks program for Willows, Winter Island, Pioneer Village/Camp Naumkeag, Palmer Cove, Forest River Park, and Salem Common.  Travel and Tourism o Continue to improve upon management of Haunted Happenings & other community events. Sec. 8-62 ---PAGE BREAK---  Public Service – Engineering – Traffic and Parking o Reorganize staff to more efficiently and effectively deliver services and respond to requests. o Maintain and upgrade City roads, sidewalks, open spaces as reflected by the City's complete streets policy, open space plan, and road and sidewalk master plan. o Continue to advance Essex Street, Derby Street, Highland Avenue, North Street, and Boston Street improvement projects and the Boston/Bridge intersection project. o Continue residential traffic calming program. o Continue advocating for South Salem MBTA commuter rail stop. o Continue implementation of complete streets policy and encouragement of alternatives to car use, including micro-mobility, the new on-demand shuttle service, and community car share pilot. Sec. 8-63 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Traffic & Parking - Personnel 180 14811 5111 SALARIES-FULL TIME 727,558.08 783,891.81 783,891.81 424,413.40 848,312.17 848,312.17 848,312.17 180 14811 5113 SALARIES-PART TIME 47,492.19 58,961.30 58,961.30 28,108.50 57,720.00 57,720.00 57,720.00 180 14811 5131 OVERTIME (GENERAL) 13,617.95 10,000.00 10,000.00 10,225.17 10,000.00 10,000.00 10,000.00 180 Total Traffic & Parking - Personnel 661,300.79 852,853.11 852,853.11 462,747.07 916,032.17 916,032.17 916,032.17 7.41% Traffic & Parking - Expenses 180 14812 5211 ELECTRICITY 80,000.00 88,000.00 88,000.00 87,157.05 88,000.00 88,000.00 88,000.00 180 14812 5255 BUILDING/EQUIP MAINT 146,198.06 136,295.00 136,295.00 133,006.19 158,535.00 158,535.00 158,535.00 180 14812 5284 EQUIPMENT LEASE - - - - - - - 180 14812 5320 CONTRACTED SERVICES 15,000.00 100,000.00 195,689.88 135,363.88 160,000.00 160,000.00 160,000.00 180 14812 5341 TELEPHONE 11,036.22 15,000.00 15,483.89 15,036.67 9,600.00 9,600.00 9,600.00 180 14812 5381 PRINTING AND BINDING 5,127.19 5,500.00 5,500.00 5,441.38 7,000.00 7,000.00 7,000.00 180 14812 5421 OFFICE SUPPLIES (GEN 2,105.63 2,500.00 2,500.00 2,208.66 3,000.00 3,000.00 3,000.00 180 14812 5710 IN STATE TRAVEL/MEETINGS 100.00 1,500.00 1,500.00 0.00 1,500.00 1,500.00 1,500.00 180 14812 5860 EQUIPMENT 2,915.83 2,000.00 2,000.00 1,595.00 3,000.00 3,000.00 3,000.00 180 Total Traffic & Parking - Expenses 359,643.96 350,795.00 446,968.77 379,808.83 430,635.00 430,635.00 430,635.00 -3.65% 180 Department Total 1,020,944.75 1,203,648.11 1,299,821.88 842,555.90 1,346,667.17 1,346,667.17 1,346,667.17 3.60% Sec. 8-64 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 DOWNING NICHOLAS 180 PARKING DEPT 14811-5111 Asst Dir of Traffic & Parking 10/30/2017 72,761.86 1,449.63 1.00 1 100% 75,525.72 75,525.72 75,525.72 FINDLEY RUSSELL 180 PARKING DEPT 14811-5111 MOBILITY CO-ORDINATOR 07/16/19 48,092.18 958.14 1.00 100% 49,919.09 49,919.09 49,919.09 GAGNE GEORGE 180 PARKING DEPT 14811-5111 SHIFT SUPERVISOR 11/21/2018 36,176.91 720.75 1.00 100% 37,551.08 37,551.08 37,551.08 KUCHARSKY DAVID 180 PARKING DEPT 14811-5111 DIR OF PARKING & TRAFFIC 12/6/2018 96,811.62 1,928.77 1.00 1 100% 100,488.92 100,488.92 100,488.92 NELSON MARJORIE 180 PARKING DEPT 14811-5111 SHIFT SUPERVISOR 2/17/14 43,884.38 874.31 1.00 100% 45,551.55 45,551.55 45,551.55 RICKLEFS MARK 180 PARKING DEPT 14811-5111 SHIFT SUPERVISOR 09/22/19 36,177.05 720.75 1.00 100% 37,551.08 37,551.08 37,551.08 O'KEEFE ROBERT 180 PARKING DEPT 14811-5111 SHIFT SUPERVISOR 10/2/2010 45,734.17 - - - - ROMEO MARISSA 180 PARKING DEPT 14811-5111 SHIFT SUPERVISOR 3/1/2021 - 1.00 100% 42,000.00 42,000.00 42,000.00 SULLAWAY ALAN 180 PARKING DEPT 14811-5111 ASST PARKING DIRECTOR 7/22/2003 58,757.21 1,170.62 1.00 1 100% 60,989.30 60,989.30 60,989.30 SUMMIT TIMOTHY 180 PARKING DEPT 14811-5111 SHIFT SUPERVISOR 1/3/2019 36,176.91 720.75 1.00 100% 37,551.08 37,551.08 37,551.08 PINTO JONATHAN 180 PARKING DEPT 14811-5111 BOARD CLERK 10/16/19 840.00 B 12 840.00 840.00 840.00 - 9% Night Shift Differential & .50 Weekend - 3 Shift Supervisors 14811-5111 14,098.41 4 100% 14,044.39 14,044.39 14,044.39 14811-5111 AFSCME 294,381.11 6.00 Total AFSCME 1818 346,299.95 346,299.95 346,299.95 783,891.81 15.00 Total Full Time - 5111 848,312.17 848,312.17 848,312.17 Wks # Pos Hours WONG MICHAEL 180 PARKING DEPT 14811-5113 SEASONAL WORKER 12,480.00 12,480.00 P 52 1 16 12,480.00 12,480.00 12,480.00 MERRILL GLORIA 180 PARKING DEPT 14811-5113 PT METER CONTROL 9,360.00 15,600.00 P 52 1 20 15,600.00 15,600.00 15,600.00 DARCY GERALD 180 PARKING DEPT 14811-5113 SECURITY & SUPPORT 14,848.50 14,820.00 P 52 1 19 14,820.00 14,820.00 14,820.00 WYDE DARRELL 180 PARKING DEPT 14811-5113 SECURITY 14,848.50 14,820.00 P 52 1 19 14,820.00 14,820.00 14,820.00 MANDEVILLE MICHELLE 180 PARKING DEPT 14811-5113 PT METER CONTROL 14,820.00 P 52 1 19 - - - TO BE FILLED 180 PARKING DEPT 14811-5113 SECURITY & SUPPORT 7,424.30 - - - 58,961.30 Total Part Time - 5113 57,720.00 57,720.00 57,720.00 180 PARKING DEPT 14811-5131 OVERTIME 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 Total Overtime - 5131 10,000.00 10,000.00 10,000.00 180 PARKING DEPT 14811-5150 RES PARKING STICKER Stipend 3,000.00 12 3,000.00 3,000.00 3,000.00 - Total Fringe - 5150 3,000.00 3,000.00 3,000.00 Full-Time Equivalent Employees: FY 2020 13.50 852,853.11 15.00 Department Total 916,032.17 916,032.17 916,032.17 FY 2021 14.50 FY 2022 15.00 Variance 21 vs. 22 0.50 Sec. 8-65 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 CONERLY MARILYN 180 PARKING DEPT 14811-5111 METER CONTROL I/II 11/6/18 1 48,222.94 26.94 1.00 942.85 1.000 942.85 49,122.49 49,122.49 49,122.49 HENDERSON MARK 180 PARKING DEPT 14811-5111 METER REPAIR 9/22/2014 1 51,432.79 24.87 1.00 994.83 1.000 994.83 51,830.64 51,830.64 51,830.64 MANDEVILLE RICHARD 180 PARKING DEPT 14811-5111 METER REPAIR I/II 1/2/2019 1 50,522.59 24.87 1.00 994.83 1.000 994.83 51,830.64 51,830.64 51,830.64 MERCED PEDRO 180 PARKING DEPT 14811-5111 PK GARAGE MAINT 1/3/2019 1 45,695.97 22.49 1.00 899.48 1.000 899.48 46,862.91 46,862.91 46,862.91 RAMSDELL DAWNE 180 PARKING DEPT 14811-5111 METER CONTROL 08/27/2001 1 48,745.27 26.94 1.00 942.85 1.000 942.85 49,122.49 49,122.49 49,122.49 RUSTIN DARREN 180 PARKING DEPT 14811-5111 METER CONTROL I/II 12/30/19 1 46,199.91 25.98 1.00 909.44 1.000 909.44 12/30/2021 942.82 26.0 26.1 48,253.04 48,253.04 48,253.04 NEW REQUEST 45,710.46 45,710.46 45,710.46 Meter Reader Shift Differential-WEEKENDS 50 CENTS PER HOUR 200.00 200.00 200.00 200.00 Meter Repair Shift Differential-WEEKENDS 50 CENTS PER HOUR 420.00 420.00 420.00 420.00 Shift Differential-9% 2,941.64 2,947.28 2,947.28 2,947.28 294,381.11 6.00 346,299.95 346,299.95 346,299.95 Sec. 8-66 ---PAGE BREAK--- TRAFFIC & PARKING 180 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 14812 5211 ELECTRICITY Museum Place 44,550 44,550 44,550 44,550 South Harbor 27,775 27,775 27,775 27,775 Church St, Sewall St, Charter & Crombie 15,675 15,675 15,675 15,675 TOTAL 88,000 88,000 88,000 88,000 14812 5255 BUILDING/EQUIP MAINT General building maintenance & custodial supplies 45,000 50,000 50,000 50,000 Elevator Contract 10,011 10,011 10,011 10,011 High pressure water jet to clean and flush floor drains - 30,000 30,000 30,000 Garage repairs 22,500 25,000 25,000 25,000 Annual smart meter monitoring 21,260 6,000 6,000 6,000 Parking lot kiosk communication/data fees 12,000 12,000 12,000 12,000 Amano McGann Garage Systems Maintenance Service 25,524 25,524 25,524 25,524 TOTAL 136,295 158,535 158,535 158,535 14812 5284 EQUIPMENT LEASE AND PURCHASE Payment kiosks - downtown lots. - - - - TOTAL Lease is over money added to maint fund to service machines no longer under warrantee - - - - 14812 5320 DUES AND CONTRACTED SERVICES TMA (formerly paid through CDGB funds.) - - - - Transportation Enhancement 100,000 160,000 160,000 160,000 TOTAL 100,000 160,000 160,000 160,000 14812 5341 COMMUNICATONS/TELEPHONE At&T$200.00 2,400 2,400 2,400 2,400 Verizon 1,600 1,600 1,600 1,600 Telephone repairs (Responsible for dept. phone repairs) 500 500 500 500 2 Modems 1,200 1,200 1,200 1,200 credit cards 1,900 1,900 1,900 1,900 Verizon Meter Fees for Single Space Meters 7,400 2,000 2,000 2,000 TOTAL 15,000 9,600 9,600 9,600 14812 5381 PRINTING AND BINDING Garage & Lot Tickets, & parking stamps 5,500 7,000 7,000 7,000 TOTAL 5,500 7,000 7,000 7,000 Sec. 8-67 ---PAGE BREAK--- 14812 5421 OFFICE SUPPLIES General Office Supplies 2,500 3,000 3,000 3,000 TOTAL 2,500 3,000 3,000 3,000 14812 5710 In State Travel/Meeting Training and meetings 1,500 1,500 1,500 1,500 TOTAL 1,500 1,500 1,500 1,500 14812 5860 EQUIPMENT Misc. office equipment replacement as needed 2,000 3,000 3,000 3,000 TOTAL 2,000 3,000 3,000 3,000 TOTAL PROPOSED TRAFFIC & PARKING 180 350,795 430,635 430,635 430,635 Sec. 8-68 ---PAGE BREAK--- Purchasing Mission Statement – Why We Exist The Purchasing Department is primarily responsible for acquiring all services, supplies and real property, and disposing of surplus supplies, for the best value to the City, while ensuring compliance with state law and local ordinances. The Purchasing Department is also responsible for drafting and administering City contracts and approving purchase orders as they relate to both goods/services and construction related projects. Significant Budget & Staffing Changes for FY 2022 Not Applicable. Recent Accomplishments  Added additional contract and bid result information to the Department’s website.  Implemented DOCUSIGN software which allows for digital signatures on all city contracts, task orders, change orders, etc. – thereby cutting down on paper costs and providing a much more time/cost efficient process in the execution of these documents.  In collaboration with the Mayor’s Office, created a coding system in MUNIS to identify the City’s Minority and Women-Owned vendors, which will allow for the tracking of spending with these businesses  Worked with Departments to identify multiple vendors on state and cooperative contracts that supplied PPE-type supplies and equipment in response to the coronavirus pandemic  Switched cell phone providers for City of Salem employees from Verizon to T-Mobile  Participated in cooperative bidding opportunities and other collective purchasing arrangements, including state and federal contracts.  Updated various tradesperson’s and on-call contractor (street line painting, elevator maintenance, etc.) contracts so that they are in line with the new allowances provided for in the Municipal Modernization Act – and creating efficiencies in how we procure many small, construction/maintenance/repair related contracts.  Recognized the need to centralize the purchasing of a variety of goods/services which has/will result in significant cost savings of such goods/services.  Continued the roll out of the Home Depot Pro Purchase Card.  Signed up more departments to make online purchases with Amazon Business for greater savings through their products purchased under the national purchasing cooperative of U.S. Communities.  Instructed departments on how to add additional information to requisitions so that the information is entered in a more uniform manner and the City is better protected from both an auditing and procurement perspective when making purchases.  Updated City’s master list of bids/contracts/leases.  Served as Executive Board Chair of Massachusetts Association of Public Purchasing Officials (MAPPO). Sec. 8-69 ---PAGE BREAK---  Appointed to the board of the Massachusetts Higher Education Consortium (MHEC) – a purchasing collaborative whose contracts are used throughout all of New England.  FY 2022 Goals & Objectives 1. Goal: Improve the Department’s website, making it more user-friendly and informative. Objective: Add a link for fully executed contracts and bid results Timeline: To be completed by December 31, 2021 2. Goal: Expand upon identifying minority and women owned businesses Objective: Update the City’s vendor form and minority/women owned business policy and issue to departments Timeline: Form and policy to be completed by December 31, 2021. Identification of vendor will be an ongoing process throughout the fiscal year 3. Goal: Increase communication and cooperation among City Departments and School Department Objective: Eliminate redundancy and take advantage of savings that may be realized through larger volume purchases/contracts (i.e. trade contracts such as fire alarm, sprinkler, extinguisher maintenance, etc.) Timeline: October 2021 4. Goal: Consolidate and clean up the City’s vendor file in MUNIS Objective: Eliminate vendors that are no longer used and ensure that all vendors currently active have updated W-9 Forms on file Timeline: To be completed by December 31, 2021 5. Goal: Attend Massachusetts Association of Public Purchasing Official meetings Objective: Stay current on new laws, case law, information on all procurement related matters Timeline: Ongoing through fiscal year 6. Goal: Train city/school staff on relevant procurement laws Objective: Provide in-house trainings on CH. 30B, requisition entry and prevailing wage law to applicable staff. Timeline: To be completed by Spring of 2022 7. Goal: Provide seminar to local business on certifying as an official minority/women-owned business and how to enlist with the state procurement website (COMMBUYS) Objective: Get as many local vendors informed and registered with the state in order to assist in marketing themselves Timeline: To be completed by Spring of 2022 8. Goal: Update/revise City’s standard contract forms for goods/services, construction and professional services Objective: Work with City’s legal office to update these documents to reduce risk/liability and provide further contractual protections to the City Sec. 8-70 ---PAGE BREAK--- Timeline: To be completed by December 31, 2021 9. Goal: Assist the Finance Office in reviewing the City’s Property, Auto & Casualty insurance policies and schedules Objective: Update the schedules to ensure the city is properly insuring its assets Timeline: To be completed by October, 2021 10. Goal: Create schedules to track insurance certificates and prevailing wage rate information from vendors Timeline: To be completed by December 31, 2021 Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY 2021 FY 2022 Invitations to Bid and Requests for Proposals 69 69 70 70 Purchase Orders 8,798 8,097 8,000 8,000 Surplus Items auctioned (Profit) 5 ($17,105) 0($0) 10 ($10,000) 10 ($10,000) Savings realized through bid process (Aggregate High Bid-Awarded Bid) $3,530,893 $8,299392 $4,000,000 $4,000,000 How FY 2022 Departmental Goals Related to City’s Overall Long & Short Term Goals  Maintain a high level of accessibility to and responsiveness by City Departments.  The Department will continue to make improvements to the layout and contents of the website making information more accessible.  The Department has developed an e-subscriber link to notify vendors and constituents of bidding opportunities and will maintain a page of bid results and current contract available for viewing.  The Department has created an online registration form for IFB’s/RFP’s which populates an automated plan holder list. Addendum to IFB’s/RFP’s are now automatically e-mailed out to all plan holders when added to the department webpage  Look for ways to deliver City services more efficiently and effectively through the use of technology.  Through maintaining electronic procurement files, the Department will be able to efficiently share information among departments and the public.  The department will also expand the use of electronic purchase orders.  Implement regionalized services where applicable in order to better utilize tax dollars. Sec. 8-71 ---PAGE BREAK---  The Department has engaged in, and will continue to seek, collective purchasing options with other communities and/or purchasing groups, including state and federal contracts. . Sec. 8-72 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Purchasing - Personnel 240 11381 5111 SALARIES-FULL TIME 147,881.20 145,903.65 145,903.65 83,535.95 151,445.57 151,445.57 151,445.57 240 11381 5113 SALARIES-PART TIME - 9,206.96 9,206.96 0.00 27,328.60 27,328.60 27,328.60 240 11381 5150 FRINGE/STIPENDS - - - 0.00 - - - 240 Total Purchasing - Personnel 124,175.07 155,110.61 155,110.61 83,535.95 178,774.17 178,774.17 178,774.17 15.26% Purchasing - Expenses 240 11382 5306 ADVERTISING 15,823.20 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00 240 11382 5421 OFFICE SUPPLIES (GEN 2,682.45 4,000.00 4,000.00 2,100.00 4,000.00 4,000.00 4,000.00 240 11382 5710 IN STATE TRAVEL/MEETINGS 788.61 2,700.00 2,700.00 0.00 2,700.00 2,700.00 2,700.00 240 11382 5730 DUES AND SUB 600.00 925.00 925.00 525.00 925.00 925.00 925.00 240 Total Purchasing - Expenses 18,348.91 22,625.00 22,625.00 17,625.00 22,625.00 22,625.00 22,625.00 0.00% Purchasing - Fixed Costs 240 11392 5341 TELEPHONE-Wireless 37,181.49 36,500.00 36,500.00 36,500.00 47,500.00 47,500.00 47,500.00 240 11392 5422 COPIERS & SUPPLIES 33,975.55 36,576.00 36,754.53 32,428.97 35,088.00 35,088.00 35,088.00 240 Total Purchasing - Fixed Costs 70,112.38 73,076.00 73,254.53 68,928.97 82,588.00 82,588.00 82,588.00 12.74% 240 Department Total 212,636.36 250,811.61 250,990.14 170,089.92 283,987.17 283,987.17 283,987.17 13.15% Sec. 8-73 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 O'BRIEN MARGARET 240 PURCHASING 11381-5111 ASST PURCHASING AGENT 3/2017 52,352.86 1,043.02 1.00 100% 54,341.30 54,341.30 54,341.30 WATKINS THOMAS 240 PURCHASING 11381-5111 PURCHASING AGENT 1/8/17 93,550.79 1,863.81 1.00 100% 97,104.27 97,104.27 97,104.27 145,903.65 2.00 Total Full Time - 5111 151,445.57 151,445.57 151,445.57 TO BE FILLED 240 PURCHASING 11381-5113 PT ADMIN ASSISTANT 9,206.96 9,206.96 1.00 25 hours per wk 27,328.60 27,328.60 27,328.60 9,206.96 1.00 Total PartTime - 5113 27,328.60 27,328.60 27,328.60 Full-Time Equivalent Employees: FY 2020 2.00 155,110.61 3.00 Department Total 178,774.17 178,774.17 178,774.17 FY 2021 2.00 FY 2022 3.00 Variance 21 vs. 22 1.00 Sec. 8-74 ---PAGE BREAK--- PURCHASING - 240 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11382 5306 Advertising Required legal notices for solicitation of bids and proposals 15,000 15,000 15,000 15,000 TOTAL 15,000 15,000 15,000 15,000 11382 5421 Office Supplies (General) Office supplies as needed 2,000 2,000 2,000 2,000 Sit/stand desks for City Hall departments (one time purchase for FY20) 2,000 2,000 2,000 2,000 TOTAL 4,000 4,000 4,000 4,000 11382 5710 In State Travel and Meetings MCPPO Certification Courses 2,000 2,000 2,000 2,000 Travel Reimbursement for MAPPO Meetings 700 700 700 700 TOTAL 2,700 2,700 2,700 2,700 11382 5730 Dues and Subscriptions Massachusetts Association of Public Purchasing Officials Yearly Membership Dues 675 675 675 675 ICMA Membership 250 250 250 250 TOTAL 925 925 925 925 TOTAL PROPOSED PURCHASING - 240 22,625 22,625 22,625 22,625 Sec. 8-75 ---PAGE BREAK--- PURCHASING - FIXED COSTS 240 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11392 5341 Telephone-T-Mobile Wireless Cellphones - (Cemetery, City Clerk, Electrical, Engineer, Finance, Health, Legal, 30,000 40,000 40,000 40,000 Mayor, Park, Parking, Planning, Public Property, Public Services, Veterans) - Tablets (ITS, Public Property, Electrical, DPW, Park) 6,500 7,500 7,500 7,500 TOTAL 36,500 47,500 47,500 47,500 11392 5422 Photocopy Machine Public Property 1,860 1,860 1,860 1,860 Planning 3,360 3,360 3,360 3,360 Treasurer 1,740 2,016 2,016 2,016 Purchasing 1,884 - - - Clerk 1 2,964 3,228 3,228 3,228 Clerk 3 1,896 2,424 2,424 2,424 Mayor 1,872 2,076 2,076 2,076 Engineering Copier 1,860 - - - Assessor/Collector 1,596 1,596 1,596 1,596 Finance 2/Legal 840 - - - Finance 2/Legal - 1,824 1,824 1,824 Finance 3 2,724 2,724 2,724 2,724 Health 1,980 1,980 1,980 1,980 Supplies (Toner, Staples, Copy Paper) 5,000 5,000 5,000 5,000 - USAGE AND OVERAGE CHARGES 7,000 7,000 7,000 7,000 USAGE AND OVERAGE CHARGES 7,000 - - TOTAL 36,576 35,088 35,088 35,088 TOTAL PROPOSED PURCHASING - FIXED COSTS 240 73,076 82,588 82,588 82,588 Sec. 8-76 ---PAGE BREAK--- Treasurer – General Administration Mission Statement – Why We Exist The primary function of the Treasurer’s Office is to preserve, protect and manage the financial resources of the City. The Treasurer is responsible for the receipt, deposit and disbursement of City funds, the accurate accounting and prudent investment of City funds in order to maximize yields while maintaining adequate liquidity and ensure compliance with Massachusetts General Laws, with the Charter and Ordinances of the City of Salem. The Treasurer prepares and submits quarterly employment tax forms to the State and Federal governments. The Treasurer undertakes continual maintenance of the City’s operating and investment funds and completes a reconciliation of the City’s bank and cash accounts. The Treasurer in conjunction with the Finance Director negotiates municipal borrowings (both long and short term) for capital related projects. The Department is also responsible for accounts and properties in the Tax Title process, and for the public auction of foreclosed properties. The Treasurer for the City of Salem is also the Treasurer for the Salem Contributory Retirement system and the Salem/Beverly Water Supply Board. Significant Budget & Staffing Changes for FY 2022 No significant budget or staffing changes for FY 2022. Recent Accomplishments  Continued to supervise and enhance the Payroll Coordinator position  Supervised payroll functions for weekly and bi-weekly payroll  Streamlined the paying of various employee deductions.  Prepared reconciliation for the GIC Health Insurance previously completed by a consultant.  Maximized Investment Earnings  Participated in the Cities review process resulting in an upgraded bond rating from Standard & Poors.  Oversaw E-Payables with Bank of America for electronic vendor payments resulting in a rebate of $14,178.  Worked in conjunction with IT to successfully implement View Permit Cloud. FY 2022 Goals & Objectives  Continue to upgrade on-line banking and employee deduction reporting systems for vendors.  Strive to maintain quality fiscal management and reporting. Sec. 8-77 ---PAGE BREAK---  Continue to train staff, and to take advantage of professional training and education when available and practical.  Continue to maximize investment earnings by working with current and new financial institutions.  Review debt management policies and make recommendations and updates as needed.  Continued to improve efficiencies and controls.  Review tax title accounts and identify if they would generate funds to the City of Salem.  Address gaps in the process to best utilize staff expertise and contribute to sustaining positive staff morale and productivity.  To work in conjunction with IT to implement Vendor Self Service and electronic check processing. How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals  The Treasurer’s Office will work with the Mayor and Finance Department to maintain or possibly increase the City’s bond rating.  The Treasurer’s Office will oversee the management of the City’s Stabilization, OPEB Liability and Capital Improvement investments.  The Treasurer’s Office will reconcile and manage cash accounts resulting in accountability and transparency.  Promote integrity, transparency, and accountability by ensuring that all financial transactions in the Treasurer’s Office are clearly documented.  Ensure all expenditures are accounted for within the Treasurer’s budget. Sec. 8-78 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Treasurer - General Admin. - Personnel 270 11451 5111 SALARIES-FULL TIME 256,781.12 254,468.65 254,468.65 150,024.73 261,080.92 262,033.42 262,033.42 270 11451 5150 FRINGE/STIPENDS 999.96 1,000.00 1,000.00 583.31 1,000.00 1,000.00 1,000.00 270 Total Treas. - General Admin.- Personnel 214,327.54 255,468.65 255,468.65 150,608.04 262,080.92 263,033.42 263,033.42 2.96% Treasurer - General Admin. - Expenses 270 11452 5317 EDUCATIONAL TRAINING - 1,170.00 1,170.00 0.00 1,170.00 1,170.00 1,170.00 270 11452 5320 CONTRACTED SERVICES 832.00 - - 0.00 850.00 850.00 850.00 270 11452 5388 TAX FORECLOSURE SERV 6,195.78 7,200.00 7,200.00 5,822.13 7,200.00 7,200.00 7,200.00 270 11452 5421 OFFICE SUPPLIES (GEN 1,446.15 1,500.00 1,500.00 1,409.17 1,500.00 1,500.00 1,500.00 270 11452 5425 CHECKS/FORMS 2,734.65 2,660.00 2,660.00 1,995.00 2,660.00 2,660.00 2,660.00 270 11452 5709 CREDIT CARD/EFT FEES 126,025.40 183,427.00 186,816.82 14,207.48 170,134.00 170,134.00 170,134.00 270 11452 5730 DUES AND SUB 350.00 345.00 345.00 280.00 345.00 345.00 345.00 270 Total Treas. General Admin. - Expense 124,345.06 196,302.00 199,691.82 23,713.78 183,859.00 183,859.00 183,859.00 -7.93% 270 Department Total 338,672.60 451,770.65 455,160.47 174,321.82 445,939.92 446,892.42 446,892.42 -1.82% Sec. 8-79 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 DOMINGUEZ MONICA 270 TREASURER 11451-5111 Payroll Coordinator 2/9/04 51,296.93 1,021.99 1.00 1 100% 53,245.68 53,245.68 53,245.68 COWDELL JEAMES 270 TREASURER 11451-5111 ASSISTANT TREASURER 2/3/2020 62,618.15 - - - MCMAHON KATHLEEN 270 TREASURER 11451-5111 TREASURER 12/27/2010 89,067.33 1,774.48 1.00 1 100% 92,450.41 92,450.41 92,450.41 BLAISDELL RACHEL 270 TREASURER 11451-5111 ASSISTANT TREASURER 4/5/21 - 68,000.00 1.00 1 100% 63,500.00 64,452.50 64,452.50 11451-5111 AFSCME 51,486.24 1.00 Total AFSCME 1818 51,884.83 51,884.83 51,884.83 254,468.65 4.00 Total Full Time - 5111 261,080.92 262,033.42 262,033.42 270 Certified Treasurer's Sti 11451-5150 1,000.00 1,000.00 1 1,000.00 1,000.00 1,000.00 1,000.00 Total Fringe - 5150 1,000.00 1,000.00 1,000.00 Full-Time Equivalent Employees: FY 2020 4.00 255,468.65 4.00 Department Total 262,080.92 263,033.42 263,033.42 FY 2021 4.00 FY 2022 4.00 Variance 21 vs. 22 0.00 Sec. 8-80 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 COOK ELAINE 270 TREASURER 11451-5111 PRINCIPAL CLERK 3/11/96 2 51,486.24 28.45 1.00 995.87 1.000 995.87 51,884.83 51,884.83 51,884.83 51,486.24 1.00 51,884.83 51,884.83 51,884.83 Sec. 8-81 ---PAGE BREAK--- TREASURER - 270 ORG OBJECT EXPENSE TITLE Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11452 5317 Professional Training/Education 1,170 1,170 1,170 1,170 TOTAL 1,170 1,170 1,170 1,170 11452 5320 Contracted Services Financial Consulting Services 7.7 Hrs. @ 130.00 - 850 850 850 TOTAL - 850 850 850 11452 5388 Tax Foreclosure Service Cost of Required Advertising 7,200 7,200 7,200 7,200 TOTAL 7,200 7,200 7,200 7,200 11452 5421 Office Supplies (General) General Office supplies as needed 1,500 1,500 1,500 1,500 TOTAL 1,500 1,500 1,500 1,500 11452 5425 Checks/Forms 18000 Blue C fold pressure seal checks @ $85.00 per 1000 $1,530 2,210 2,210 2,210 2,210 Shipping $680.00 - - 500 1099M $50, 500 1095 $50, and 1000 W's $125 plus shipping, $100 450 450 450 450 TOTAL 2,660 2,660 2,660 2,660 11452 5709 Credit Card/EFT Fees Bank fees associated with credit card machines and meters located throughout the City 133,699 136,592 136,592 136,592 Based on Actual Costs for FY 19 147,083x 1% - Transaction Fees 474000 x .08 34,128 30,000 30,000 30,000 System management and wireless data fees (124 smart meters x 5.75 x 12) 6,500 1,967 1,967 1,967 Smart Meter Credit Card Fees for single space parking meters 2985 x 12 x.13 3,900 1,165 1,165 1,165 Pay By Cell Feature 5142 x 12 x.10 5,200 410 410 410 TOTAL 183,427 170,134 170,134 170,134 11452 5730 Dues and Subscriptions Treasurer's Association dues Eastern Mass Treasurer's Collector's Association 65 65 65 65 MCTA 2 members @ $140 each 280 280 280 280 TOTAL 345 345 345 345 TOTAL PROPOSED TREASURER - 270 196,302 183,859 183,859 183,859 Sec. 8-82 ---PAGE BREAK--- Treasurer – Long Term Debt Service This expenditure covers the cost of the principal and interest payments of the City’s General Fund bonded debt. Short-term debt service and Water & Sewer Enterprise Fund debt service appear separately in the Treasurer’s budget. In FY 22 the City’s total long-term debt service is $10,570,317. This includes principal payments of $7,106,880 and interest payments of $3,463,437. The debt service is broken down as follows: Water Enterprise Fund principal $1,621,880 - Water Enterprise interest $547,428 Sewer Enterprise Fund principal $1,108,000- Sewer Enterprise Fund interest $822,488 General Fund capital improvements and equipment principal $4,395,000 - General Fund capital improvements interest $2,075,521 In FY 21 the City’s total long-term debt service is $10,642,540. This includes principal payments of $7,324,368 and interest payments of $3,318,172. The debt service is broken down as follows: Water Enterprise Fund principal $1,773,165 - Water Enterprise interest $644,424 Sewer Enterprise Fund principal $975,269- Sewer Enterprise Fund interest $807,276 General Fund capital improvements and equipment principal $4,580,934 - General Fund capital improvements interest $1,861,472 In FY 20 the City’s total long-term debt service is $10,373,264. This includes principal payments of $$7,561,904 and interest payments of $2,811,360. The debt service is broken down as follows: Water Enterprise Fund principal $1,636,904 - Water Enterprise interest $624,792 Sewer Enterprise Fund principal $935,000- Sewer Enterprise Fund interest $674,001 General Fund capital improvements and equipment principal $4,990,000 - General Fund capital improvements interest $1,512,567 In FY 19 the City’s total long-term debt service was $8,887,320. This includes principal payments of $6,434,490 and interest payments of $2,452,830. The debt service is broken down as follows: Water Enterprise Fund principal $1,564,490 - Water Enterprise interest $564,000 Sewer Enterprise Fund principal $650,000- Sewer Enterprise Fund interest $436,669 General Fund capital improvements and equipment principal $4,220,000 - General Fund capital improvements interest $1,452,161 In FY 18 the City’s total long-term debt service was $9,212,262. This includes principal payments of $6,529,124 and interest payments of $2,683,138. The debt service is broken down as follows: Water Enterprise Fund principal $1,582,124 - Water Enterprise interest $620,517 Sewer Enterprise Fund principal $635,000- Sewer Enterprise Fund interest $459,845 General Fund capital improvements and equipment principal $4,312,000 - General Fund capital improvements interest $1,602,776 In FY 17 the City’s total long-term debt service is $8,270,716. This includes principal payments of $5,634,805 and interest payments of $2,635,911. The debt service is broken down as follows: Sec. 8-83 ---PAGE BREAK--- Water Enterprise Fund principal $1,304,805 - Water Enterprise interest $584,096 Sewer Enterprise Fund principal $540,000 - Sewer Enterprise Fund interest $425,526 General Fund capital improvements and equipment principal $3,790,000 - General Fund capital improvements interest $1,626,289 In FY 16, the City’s total Long-Term Debt Service is $6,936,821. This includes principal payments of $4,812,532 and interest payments of $2,124,289. Most of the bonding has been directed to finance School remodeling projects, with smaller amounts financing City Hall Renovations, the Police, Fire Engineering, and Public Service Departments, and various capital improvement projects and equipment. In FY 17 the City refinanced the October 15, 2007 bonds (the remaining, non-called portions). Based on market rates the refunding produced approximately $595,378 in budgetary savings over the remaining life of the bonds being refunded, which is 10.083% on a present value basis. (The standard threshold for refunding transactions is to have present value savings of at least 3% of refunded principal). The refunding bonds were included in the 11/17/2016 $17,227,000 bond issue. The long-term debt bond proceeds were used to retire $8,635,650 of governmental Ban’s, $3,000,000 for Blaney Street Project, $5,210,000 for refunding. The remaining $5,591,300 of proceeds is allocated for $4,137,665 in governmental expenditures and $809,685 for Collins Middle School projects and $644,000 for the Transfer Station Per the Municipal Finance Oversight Board of the Commonwealth of Massachusetts the City in accordance with provisions of Chapter 44A of the General Laws is entitled to issue state qualified bonds from time to time in increments not to exceed sixty-two million twenty-four thousand eight hundred fifty-nine dollars ($62,024,859) Treasurer – Short Term Debt Service The expenditure covers the cost of the City’s Short-term borrowing, including principal and interest on any Bond Anticipation Notes, Tax Anticipation Notes, Revenue Anticipation Notes, Grant Anticipation Notes and State Aid Anticipation Note. Note: A Bond Anticipation Note (BAN) is a short-term debt instrument used to generate cash for initial project costs and with the expectation that the debt will be replaced later by permanent bonding. Typically issued for a term of less than one year, BANs may be reissued for up to five years, provided principal repayment begins after two years (MGL Ch. 44 S17). Principal payments on school-related BANs may be deferred up to seven years if has an approved project on the Massachusetts School Building Authority (MSBA) priority list. BANs are full faith and credit obligations. Treasurer- Essex North Shore Agricultural & Technical School District A portion (30%) of the funding for the ENSTAD comes from the State through Chapter 70 School Aid. The majority (70%) is made up by assessments from each of the 17 member communities in the school district. The amount of a community’s assessment is determined by the size of its enrollment. As of October 2020, Salem had 198 students in the Regional system. There will be debt service principal and interest payment in FY22 included in the assessment. Sec. 8-84 ---PAGE BREAK--- Treasurer – State Assessments (Cherry Sheet) The State assess the municipalities for certain functions including Mass Teachers Retirement, Air Pollution Control, Mosquito Control, MBTA, Metropolitan Area Planning Council, RMV Non-Renewal Surcharges, School Choice Charger Schools and Special Ed. A complete description of each assessment can be found on the DOR website. Treasurer – Contributory Retirement The Salem Contributory Retirement System includes employees of the City of Salem, the South Essex Sewer District, the Salem/Beverly Water Supply Board, the Essex North Shore Agricultural and Technical High School and the Salem Housing Authority. It provides pension and annuity payments to 614 retirees, 97 survivors, and 13 quadros. The retirement system collects pension contributions from 1161 active employees, an increase of 55 from FY 20, and there is 119, inactive or on leave members as of March 4, 2021. There were 39 transfers, refunds or rollovers. Treasurer – Non-Contributory Pensions As of March 04,2021, the City provides a pension benefit for a one non-contributory retiree. This includes a pension payment that is paid weekly. Treasurer – Medicare The Medicare budget calculation is based on prior year number of employees and is adjusted for inflation. There is no indication that there will be enough of a change in the employment level for FY22, an adjustment was made in the Medicare budget as it has been underfunded in the past. Thus, FY22 is based on the average of the prior two years actual plus Treasurer – Municipal Insurance The City’s Liability Insurance is currently with Massachusetts Inter-local Insurance Association (MIIA). Sec. 8-85 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Treasurer-Debt Service - Expenses 270 17102 5908H 16-HIGH SCHOOL-PRIN (07) 320,000.00 320,000.00 320,000.00 320,000.00 320,000.00 320,000.00 320,000.00 270 17102 5908I (14 REF) 95,000.00 95,000.00 95,000.00 95,000.00 95,000.00 95,000.00 95,000.00 270 17102 5908J GARAGE-PRIN (14 REF) 45,000.00 - - 0.00 - - - 270 17102 5908K BOWDITCH-PRIN (14 REF) 90,000.00 80,000.00 80,000.00 80,000.00 85,000.00 85,000.00 85,000.00 270 17102 5908L CARLTON-PRIN (14 REF) 60,000.00 60,000.00 60,000.00 60,000.00 60,000.00 60,000.00 60,000.00 270 17102 5908M CARLTON-PRIN (14 REF) 30,000.00 25,000.00 25,000.00 25,000.00 25,000.00 25,000.00 25,000.00 270 17102 5918 18-FERRY-PRIN (07) 60,000.00 50,000.00 50,000.00 50,000.00 - - - 270 17102 5919C 21-BATES SCHL-PRIN (10) 860,000.00 - - 0.00 - - - 270 17102 5919F SALTONSTALL PRIN (2013) 155,000.00 160,000.00 160,000.00 160,000.00 170,000.00 170,000.00 170,000.00 270 17102 5919G COLLINS PRIN (2013) 300,000.00 340,000.00 340,000.00 340,000.00 350,000.00 350,000.00 350,000.00 270 17102 5919H MCGRATH PRIN (2013) 35,000.00 35,000.00 35,000.00 35,000.00 40,000.00 40,000.00 40,000.00 270 17102 5938 18-FERRY-INT (07) 3,200.00 1,000.00 1,000.00 1,000.00 - - - 270 17102 5948H 16-HIGH SCHOOL-INT (07) 106,480.00 93,680.00 93,680.00 50,040.00 80,880.00 80,880.00 80,880.00 270 17102 5948K 21-BATES SCHL-INT (10) 17,200.00 - - 0.00 - - - 270 17102 5948N SALTONSTALL INT (2013) 152,031.78 146,181.26 146,181.26 74,690.63 139,581.26 139,581.26 139,581.26 270 17102 5948O COLLINS INT (2013) 288,581.00 302,506.26 302,506.26 154,652.88 288,706.26 288,706.26 288,706.26 270 17102 5948P MCGRATH INT (2013) 39,112.50 37,887.50 37,887.50 19,293.75 36,387.50 36,387.50 36,387.50 270 17102 5948Q (14 REF) 19,356.00 15,556.26 15,556.26 8,728.12 11,756.26 11,756.26 11,756.26 270 17102 5948R GARAGE-INT (14 REF) 900.00 - - 0.00 - - - 270 17102 5948S BOWDITCH-INT (14 REF) 11,600.00 8,200.00 8,200.00 4,900.00 4,900.00 4,900.00 4,900.00 270 17102 5948T CARLTON-INT (14 REF) 8,400.00 6,000.00 6,000.00 3,600.00 3,600.00 3,600.00 3,600.00 270 17102 5948U CARLTON-INT (14 REF) 5,225.00 4,125.00 4,125.00 2,312.50 3,125.00 3,125.00 3,125.00 270 17102 5949A CIP 2009-INT (11) 13,800.00 8,600.00 8,600.00 5,600.00 5,400.00 5,400.00 5,400.00 270 17102 5949B CIP 2010-INT (11) 30,800.00 23,200.00 23,200.00 13,200.00 17,500.00 17,500.00 17,500.00 270 17102 5949C CIP 2009-PRIN (12) 130,000.00 130,000.00 130,000.00 130,000.00 30,000.00 30,000.00 30,000.00 270 17102 5949D CIP 2010-PRIN (12) 170,000.00 165,000.00 165,000.00 165,000.00 130,000.00 130,000.00 130,000.00 270 17102 5949E CIP 2011 INT 10,400.00 9,700.00 9,700.00 5,300.00 7,900.00 7,900.00 7,900.00 270 17102 5949F CIP 2011-PRIN 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 270 17102 5949G CIP 2012-PRIN 105,000.00 105,000.00 105,000.00 105,000.00 110,000.00 110,000.00 110,000.00 270 17102 5949H CIP 2012-INT 75,443.88 71,768.78 71,768.78 52,234.49 74,993.78 74,993.78 74,993.78 270 17102 5949I CIP 2013-PRIN 135,000.00 135,000.00 135,000.00 130,000.00 150,000.00 150,000.00 150,000.00 270 17102 5949J CIP 2013-INT 41,843.76 36,443.76 36,443.76 36,443.76 30,743.76 30,743.76 30,743.76 270 17102 5949K CIP 2014-PRIN 230,000.00 85,000.00 85,000.00 85,000.00 85,000.00 85,000.00 85,000.00 Sec. 8-86 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 270 17102 5949L CIP 2014-INT 46,447.00 40,212.52 40,212.52 23,246.86 34,078.19 34,078.19 34,078.19 270 17102 5949M CIP 2015-PRIN 290,000.00 195,000.00 195,000.00 195,000.00 185,000.00 185,000.00 185,000.00 270 17102 5949N CIP 2015-INT 71,593.76 59,468.76 59,468.76 38,475.01 49,968.76 49,968.76 49,968.76 270 17102 5949O CIP 2016-PRIN 555,000.00 635,000.00 635,000.00 635,000.00 345,000.00 345,000.00 345,000.00 270 17102 5949P CIP 2016-INT 114,767.00 127,275.00 127,275.00 69,187.50 106,925.00 106,925.00 106,925.00 270 17102 5949Q CIP-BERTRAM-PRIN 110,000.00 110,000.00 110,000.00 110,000.00 105,000.00 105,000.00 105,000.00 270 17102 5949R CIP-BERTRAM-INT 35,212.50 30,812.50 30,812.50 16,506.25 26,511.51 26,511.51 26,511.51 270 17102 5949S CIP-ROADWAYS 2014-PRIN 200,000.00 200,000.00 200,000.00 200,000.00 200,000.00 200,000.00 200,000.00 270 17102 5949T CIP-ROADWAYS 2014-INT 44,000.00 36,000.00 36,000.00 20,000.00 28,000.00 28,000.00 28,000.00 270 17102 5949U CIP 2017 PRIN 640,000.00 590,000.00 590,000.00 100,000.00 615,174.00 615,174.00 615,174.00 270 17102 5949V CIP 2017 INT 211,708.00 149,125.02 149,125.02 74,562.51 127,812.40 127,812.40 127,812.40 270 17102 5949W CIP 2018 PRIN 285,000.00 305,000.00 305,000.00 0.00 325,000.00 325,000.00 325,000.00 270 17102 5949X CIP 2018 INT 129,412.00 104,450.02 104,450.02 52,787.51 104,323.98 104,323.98 104,323.98 270 17102 5949Y CIP-289 DERBY ST-PRIN 65,000.00 45,000.00 45,000.00 45,000.00 45,000.00 45,000.00 45,000.00 270 17102 5949Z CIP-289 DERBY ST-INT 38,813.00 24,381.26 24,381.26 12,753.13 22,131.26 22,131.26 22,131.26 270 17102 5949ZA CIP 2019 PRIN - 581,797.50 581,797.50 581,797.00 645,000.00 645,000.00 645,000.00 270 17102 5949ZB CIP 2019-INT 173,609.85 349,545.20 349,545.20 182,044.94 425,617.88 425,617.88 425,617.88 270 17102 5949ZC CIP-CLC-PRIN - 94,136.00 94,136.00 94,136.00 95,000.00 95,000.00 95,000.00 270 17102 5949ZD CIP-CLC-INT 105,501.00 175,353.40 175,353.40 88,853.40 170,625.00 170,625.00 170,625.00 270 17102 5949ZG MUSEUM PLACE GARAGE - PRIN 4,000.00 4,000.00 4,000.00 270 17102 5949ZH MUSEUM PLACE GARAGE - INT 34,581.25 34,581.25 34,581.25 270 17102 5949ZI CIP 2020 PRIN 140,826.00 140,826.00 140,826.00 270 17102 5949ZJ CIP 2020-INT 239,471.70 239,471.70 239,471.70 270 Total Treas.-Debt Serv - Expense 5,471,482.88 6,442,406.00 6,442,406.00 4,791,346.24 6,470,520.75 6,470,520.75 6,470,520.75 0.44% 270 Department Total 5,471,482.88 6,442,406.00 6,442,406.00 4,791,346.24 6,470,520.75 6,470,520.75 6,470,520.75 0.44% Sec. 8-87 ---PAGE BREAK--- TREASURER - FIXED COSTS 270 ORG OBJECT EXPENSE TITLE Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 TREASURER - Long Term Debt GF - 270 17102 DEBT SERVICE Debt Service Figures from Debt Schedule provided by First Southwest 6,442,406 6,470,521 6,470,521 6,470,521 TOTAL 6,442,406 6,470,521 6,470,521 6,470,521 TOTAL PROPOSED TREASURER - FIXED COSTS 270 6,442,406 6,470,521 6,470,521 6,470,521 Sec. 8-88 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Treasurer - Short Term Debt Interest - Expenses 270 17522 5270 LEASE PAYMENTS 485,037.83 685,979.00 685,979.00 698,878.41 606,854.00 606,854.00 606,854.00 270 17522 5304 PROF SERVICES/FEES 14,274.97 13,500.00 13,500.00 0.00 13,500.00 13,500.00 13,500.00 270 17522 5925 INTEREST ON BANS 86,039.82 440,000.00 440,000.00 0.00 287,930.00 287,930.00 287,930.00 270 17522 5927 INTEREST ON LEASES 21,466.36 45,139.00 45,139.00 18,307.41 29,545.00 29,545.00 29,545.00 270 Total Treas.-ST Debt Int - Expense 595,044.01 1,184,618.00 1,184,618.00 717,185.82 937,829.00 937,829.00 937,829.00 -20.83% 270 Department Total 595,044.01 1,184,618.00 1,184,618.00 717,185.82 937,829.00 937,829.00 937,829.00 -20.83% Sec. 8-89 ---PAGE BREAK--- TREASURER - SHORT TERM DEBT GF - 270 17522 5270 Lease Payments CIP FY 2018 $503,600 Lease - Principal Payment Year 3 of 3 163,688 - - - CIP FY 2016 $30,466 Lease Police Cruiser - Principal Payment 2 of 3 10,172 - - - CIP FY 2019 $434,500 Lease - Principal Payment Year 2 of 3 144,834 144,834 144,834 144,834 CIP FY 2020 $595,346 Lease - Principal Payment 1 of 3 198,448 200,115 200,115 200,115 LED Street Light Conversion $1,180,101 Lease - Principal Payment Year 5 of 7 168,837 171,589 171,589 171,589 All American Investment Group, LLC Lease Ten Ford Escorts 3 of 3 90,316 90,316 90,316 TOTAL 685,979 606,854 606,854 606,854 17522 5304 Professional Fees Fees for Hilltop Securities and Legal Services 13,500 13,500 13,500 13,500 TOTAL 13,500 13,500 13,500 13,500 17522 5925 Interest on BANS Interest on BAN $14,000,000*.0.04 440,000 287,930 287,930 287,930 TOTAL 440,000 287,930 287,930 287,930 17522 5927 Interest on Leases CIP FY 2018 $503,600 Lease - Interest Payment Year 3 of 3 4,660 - - - CIP FY 2016 $30,466 Lease Police Cruiser - Interest Payment 2 of 3 222 - - - CIP FY 2019 $434,500 Lease - Interest Payment Year 2 of 3 10,308 5,140 5,140 5,140 CIP FY 2020 $595,346 Lease - Interest Payment Year 1 of 3 21,557 13,391 13,391 13,391 LED Street Light Conversion $1,180,101 Lease - Principal Payment Year 4 of 7 8,392 5,640 5,640 5,640 All American Investment Group, LLC Lease 10 Ford Escorts 3 of 3 - 5,374 5,374 5,374 TOTAL 45,139 29,545 29,545 29,545 TOTAL PROPOSED TREASURER - SHORT TERM DEBT GF - 270 1,184,618 937,829 937,829 937,829 Sec. 8-90 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Treasurer - School Assessments - Expenses 270 18202 5641 ESSEX TECH & VOC ASSESSMENT 2,262,449.00 2,367,453.00 2,367,453.00 1,775,589.75 2,602,989.00 2,602,989.00 2,602,989.00 270 Total School Assess. - Expense 2,262,449.00 2,367,453.00 2,367,453.00 1,775,589.75 2,602,989.00 2,602,989.00 2,602,989.00 9.95% 270 Department Total 2,262,449.00 2,367,453.00 2,367,453.00 1,775,589.75 2,602,989.00 2,602,989.00 2,602,989.00 9.95% Treasurer-State Assessments - Expenses 270 18302 5630 MBTA 970,999.00 975,651.00 975,651.00 487,362.00 978,993.00 978,993.00 978,993.00 270 18302 5631 SPECIAL EDUCATION 11,370.00 11,701.00 11,825.00 5,916.00 31,693.00 31,693.00 31,693.00 270 18302 5637 AIR POLLUTION CONTR 12,525.00 12,840.00 12,840.00 6,392.00 13,547.00 13,547.00 13,547.00 270 18302 5638 MET AREA PLANNING CO 22,956.00 23,382.00 23,382.00 11,650.00 23,814.00 23,814.00 23,814.00 270 18302 5640 RMV NONRENEWAL SUR 128,500.00 132,400.00 132,400.00 66,010.00 132,400.00 132,400.00 132,400.00 270 18302 5643 SCHOOL CHOICE 578,643.00 551,073.00 542,073.00 278,291.00 567,232.00 567,232.00 567,232.00 270 18302 5644 CHARTER SCHOOLS 7,107,113.00 7,292,805.00 7,158,501.00 3,618,986.00 7,626,721.00 7,626,721.00 7,626,721.00 270 18302 5646 NE MASS MOSQUITO CON 46,601.00 49,450.00 49,440.00 24,442.00 52,673.00 52,673.00 52,673.00 270 Total Treas.-State Assess. - Expense 7,428,624.00 9,049,302.00 8,906,112.00 4,499,049.00 9,427,073.00 9,427,073.00 9,427,073.00 5.85% 270 Department Total 7,428,624.00 9,049,302.00 8,906,112.00 4,499,049.00 9,427,073.00 9,427,073.00 9,427,073.00 5.85% Sec. 8-91 ---PAGE BREAK--- TREASURER - SCHOOL ASSESSMENT - 270 18202 5641 Essex Agricultural & Technical School Assessment Essex Aggie & Technical School 2,367,453 2,602,989 2,602,989 2,602,989 TOTAL 2,367,453 2,602,989 2,602,989 2,602,989 TOTAL PROPOSED TREASURER - SCHOOL ASSESSMENT - 270 2,367,453 2,602,989 2,602,989 2,602,989 Sec. 8-92 ---PAGE BREAK--- TREASURER - STATE ASSESSMENTS - 270 18302 State Assessments State Assessment amounts are derived from Massachusetts Department of Revenue 9,049,302 9,427,073 9,427,073 9,427,073 House figures TOTAL 9,049,302 9,427,073 9,427,073 9,427,073 TOTAL PROPOSED TREASURER - STATE ASSESSMENTS - 270 9,049,302 9,427,073 9,427,073 9,427,073 Sec. 8-93 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Treasurer -Contribution Retirement - Personnel 270 19101 5178 PENSION ASSES (CONTR 12,100,050.16 12,778,085.00 12,778,085.00 12,868,329.15 13,676,803.00 13,676,803.00 13,676,803.00 270 Total Treas.-Contrib. Retire Personnel 12,130,756.87 12,778,085.00 12,778,085.00 12,868,329.15 13,676,803.00 13,676,803.00 13,676,803.00 7.03% 270 Department Total 12,130,756.87 12,778,085.00 12,778,085.00 12,868,329.15 13,676,803.00 13,676,803.00 13,676,803.00 7.03% Sec. 8-94 ---PAGE BREAK--- TREASURER - CONTRIBUTORY RETIREMENT - 270 19101 5178 Contributory Retirement City Contributory Retirement 12,967,845 13,676,803 13,676,803 13,676,803 Less Fringe from grants (189,760) - TOTAL 12,778,085 13,676,803 13,676,803 13,676,803 TOTAL PROPOSED TREASURER - CONTRIBUTORY RETIREMENT - 270 12,778,085 13,676,803 13,676,803 13,676,803 Sec. 8-95 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Treasurer -Non Contribution Retirement - Personnel 270 19111 5176 PENSIONS-NON CONTRIB 9,566.67 10,033.94 10,033.94 5,404.07 10,315.00 10,315.00 10,315.00 270 Total Treas.- Non Contrib. Retire Personnel 8,033.08 10,033.94 10,033.94 5,404.07 10,315.00 10,315.00 10,315.00 2.80% 270 Department Total 8,033.08 10,033.94 10,033.94 5,404.07 10,315.00 10,315.00 10,315.00 2.80% Sec. 8-96 ---PAGE BREAK--- TREASURER - NON-CONTRIBUTORY RETIREMENT - 270 19111 5176 Pension Non-Contributory City Non-Contributory Retirement based on current payments annualized Weekly $192.59 X 52.1 weeks 1 pensioners 10,034 10,315 10,315 10,315 TOTAL 10,034 10,315 10,315 10,315 TOTAL PROPOSED TREASURER - NON-CONTRIBUTORY RETIREMENT - 270 10,034 10,315 10,315 10,315 Sec. 8-97 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Treasurer -Medicare - Personnel 270 19191 5177 MEDICARE 1,249,172.81 1,262,406.80 1,262,406.80 678,604.93 1,268,348.00 1,278,186.86 1,278,186.86 270 Total Treas. -Medicare - Personnel 1,030,454.78 1,262,406.77 1,262,406.80 678,604.93 1,268,348.00 1,278,186.86 1,278,186.86 1.25% 270 Department Total 1,030,454.78 1,262,406.77 1,262,406.80 678,604.93 1,268,348.00 1,278,186.86 1,278,186.86 1.25% Sec. 8-98 ---PAGE BREAK--- TREASURER - MEDICARE - 270 19191 5177 The Medicare budget is based on the number of employees and there is no indication 1,262,407 1,268,348 1,278,187 1,278,187 that there will be enough of a change in the employment level for FY21. Thus FY 21 is funded based on the average of the prior two years actual plus 1% FY 19 Actual $1,189,939.46 TOTAL PROPOSED TREASURER - MEDICARE - 270 1,262,407 1,268,348 1,278,187 1,278,187 Sec. 8-99 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Treasurer-Insurance - Expenses 270 19452 5740 INSURANCE PREMIUMS 343,967.01 287,384.00 287,384.00 283,712.83 368,500.00 368,500.00 368,500.00 270 19452 5740A Insurance Deductibles 5,000.00 5,000.00 5,000.00 0.00 5,000.00 5,000.00 5,000.00 270 Total Treas. -Ins. - Expense 285,657.01 292,384.00 292,384.00 283,712.83 373,500.00 373,500.00 373,500.00 27.74% 270 Department Total 285,657.01 292,384.00 292,384.00 283,712.83 373,500.00 373,500.00 373,500.00 27.74% Sec. 8-100 ---PAGE BREAK--- TREASURER - MUNICIPAL INSURANCE - 270 19452 5740 Municipal Insurance Annual municipal insurance costs Property & Casualty 485,003 500,000 500,000 500,000 Annual professional liability insurance costs 145,190 150,000 150,000 150,000 Coverage for 6 Ford Escorts 50,000 50,000 50,000 Less School Portion (300,000) (300,000) (300,000) (300,000) Less 3% Early Pay (14,175) (17,500) (17,500) (17,500) MIIA Rewards Credit (14,175) - - - Additional Participation Credits (14,459) (14,000) (14,000) (14,000) TOTAL 287,384 368,500 368,500 368,500 19452 5740A Insurance Deductibles Deductibles - estimated 5,000 5,000 5,000 5,000 Level Funded TOTAL 5,000 5,000 5,000 5,000 TOTAL PROPOSED TREASURER - MUNICIPAL INSURANCE - 270 292,384 373,500 373,500 373,500 Sec. 8-101 ---PAGE BREAK--- Solicitor & Licensing Board Mission Statement – Why We Exist The Solicitor’s office is responsible for providing representation and advice to the City and its officials in numerous areas including but not limited to zoning issues, employment law, collective bargaining, civil rights, civil service, contract actions, real estate, workmen’s compensation and tort actions involving personal injury and property damage claims. Members of the legal department regularly attend and provide advice at meetings of the City Council and sub- committees thereof and to several City boards and commissions. In addition to drafting ordinances and other legal documents, numerous verbal and written opinions are rendered to the City Council and Department Heads. The Licensing Board issues and oversees licenses for the following activities: auto dealerships, fortunetelling, liquor, vending, common victualer, lodging houses, street performers and entertainment. Significant Budget & Staffing Changes for FY 2022 No changes. Recent Accomplishments  Prepared multiple amendments to the City’s Ordinances  Prepared multiple Zoning Ordinance amendments  Advised various boards and commissions regarding state and local laws as well as case law  Prepared contracts, license agreements and mutual aid agreements  Prepared Opinions for boards and commissions  Managed claims against city  Defended lawsuits against the city and its Boards  Initiated and successfully obtained Receivers for delinquent properties through the Housing Court  Worked with various departments on solicitations for bids and requests for proposals  Served as part of team to interview prospective senior staff  Advised HR and department heads on various personnel matters  Advised School Department on various personnel and policy matters  Investigated and advised departments on personnel infractions and prepared disciplinary documents  Drafted various easements and rights of entry agreements  Prepared legal documents for disposition of former superior court Sec. 8-102 ---PAGE BREAK---  Prepared legal documents for the Bates School Safe Routes to School project  Prepared deed restrictions for CPA-funded projects  Made presentations and prepared recommendations relative to land in dispute on Franklin Street  Prepared land disposition agreement for 5 Broad Street FY 2022 Goals & Objectives  Goal: Successfully defend claims against city and its officers Objective: Maximize resources, including insurance coverage to defend claims  Goal: Revise existing ordinances to address any inefficiencies Objective: Conduct periodic review of Ordinance with Department Heads  Goal: Address local needs/neighborhood concerns Objective: Create or amend Ordinances to provide tools to address needs/concerns  Goal: Maximize MIIA rewards programs Objective: Assign staff to attend programs  Goal: Assist Licensing Board in regulating licenses Objective: Create specific regulations for the board  Goal: Improve vendor management and offerings Objective: Work as part of a team to improve quality of vendors  Goal: Ensure all liquor licenses are fully utilized Objective: Work with Boards and businesses  Goal: Redevelop Transfer Station Site Objective: Develop DEP approved plan to see site is remediated  Goal: Redevelop municipally controlled properties Objective: Assist in redevelopment of properties  Goal: Have an inclusive workplace, prevent discrimination Objective: Work with HR and others to provide training and address suits and address complaints complaints  Goal: Improve process for identifying and reducing Objective: Work with team to step up enforcement, collect data and take legal the number of problem properties action when necessary  Goal: Conduct performance appraisals for union staff Objective: Negotiate/implement inclusion of performance reviews with unions  Goal: Ensure proper administration of new marijuana statute Objective: Continue to work with city officials to enforce ordinance Sec. 8-103 ---PAGE BREAK--- Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY 2021 FY 2022 SOLICITOR/LICENSING Limit payments from judgments acct. 4,470 5,929 4,000 4,000 Increase attendance at MIIA Reward classes 37 26 25 40 Liquor Licenses 181,450 177,138 0 175,000 One Day Liquor 4,500 2,800 500 3,000 Weekday Entertainment 12,600 11,700 0 11,700 Common Victualers Licenses 4,150 3,900 0 3,900 Auto Dealers 5,800 5,000 5,000 5,000 Lodging House & Inn Licenses 5,415 5,000 5,000 5,000 How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals The Legal Department’s goals include several of the short and long-term goals of the City. These shared goals include: 1) encouraging responsible private development and new growth opportunities, including the courts buildings; 2) continuing to improve upon management of Haunted Happenings and other community events; 3) maintaining a high level of accessibility to and responsiveness to the public; and 4) overseeing successful disposition and remediation of the transfer station site, Furlong Park, and other sites. Sec. 8-104 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Solicitor - Personnel 260 11511 5111 SALARIES-FULL TIME 237,120.92 298,922.10 298,922.10 169,363.89 429,574.09 429,574.09 429,574.09 260 11511 5131 OVERTIME (GENERAL) 2,646.36 3,000.00 3,000.00 1,400.04 3,000.00 3,000.00 3,000.00 260 11511 5150 FRINGE/STIPENDS 2,000.00 2,000.00 2,000.00 1,500.00 2,000.00 2,000.00 2,000.00 260 Total Solicitor - Personnel 259,841.27 303,922.10 303,922.10 172,263.93 434,574.09 434,574.09 434,574.09 42.99% Solicitor - Expenses 260 11512 5303 LEGAL SERVICES 186,597.21 70,000.00 70,000.00 19,197.12 70,000.00 70,000.00 70,000.00 260 11512 5306 ADVERTISING - 200.00 200.00 0.00 200.00 200.00 200.00 260 11512 5381 PRINTING AND BINDING 89.00 - - 0.00 100.00 100.00 100.00 260 11512 5421 OFFICE SUPPLIES (GEN 767.07 500.00 500.00 500.00 500.00 500.00 500.00 260 11512 5730 DUES AND SUB 3,105.00 3,900.00 3,900.00 3,605.00 3,900.00 3,900.00 3,900.00 260 11512 5760 JUDGMENTS 5,929.14 4,000.00 4,000.00 45.00 4,000.00 4,000.00 4,000.00 260 Total Solicitor - Expenses 185,464.56 78,600.00 78,600.00 23,347.12 78,700.00 78,700.00 78,700.00 0.13% 260 Department Total 445,305.83 382,522.10 382,522.10 195,611.05 513,274.09 513,274.09 513,274.09 34.18% Sec. 8-105 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 RENNARD ELIZABETH 260 SOLICITOR -LICENSIN 11511-5111 SOLICITOR 4/1/2004 115,741.91 2,305.91 1.00 1 100% 120,137.91 120,137.91 120,137.91 ROOMEY JOANNE 260 SOLICITOR -LICENSIN 11511-5111 PARALEGAL 6/28/06 51,789.16 1,043.91 1.00 1 100% 54,387.71 54,387.71 54,387.71 CALDWELL VICTORIA 260 SOLICITOR -LICENSIN 11511-5111 ASSISTANT SOLICITOR 3/24/14 75,592.38 1,506.02 0.80 28 hrs 100% 78,463.64 78,463.64 78,463.64 NEW 260 SOLICITOR -LICENSIN 11511-5111 DIRECTOR OF DIVERSITY, EQUITY, AND INCLUSION - 1.00 75,000.00 75,000.00 75,000.00 NEW 260 SOLICITOR -LICENSIN 11511-5111 ASSISTANT SOLICITOR 1.00 40,000.00 40,000.00 40,000.00 FLORES PAUL 260 SOLICITOR -LICENSIN 11511-5111 BOARD MEMBER 2,100.00 B 4 2,100.00 2,100.00 2,100.00 PAGLIARO MELISSA 260 SOLICITOR -LICENSIN 11511-5111 CLERK OF BOARD 3,000.00 B 4 3,000.00 3,000.00 3,000.00 ST PIERRE ROBERT 260 SOLICITOR -LICENSIN 11511-5111 BOARD CHAIRMAN 2,500.00 B 4 2,500.00 2,500.00 2,500.00 GREEL DEBORA 260 SOLICITOR -LICENSIN 11511-5111 BOARD MEMBER 2,100.00 B 4 2,100.00 2,100.00 2,100.00 (2,400.00) Annual Board Stipend increase of 800.00 for each member proposed for 2020 budget. 48,498.64 1.00 Total AFSCME 1818 51,884.83 51,884.83 51,884.83 298,922.10 5.80 Total Full Time - 5111 429,574.09 429,574.09 429,574.09 260 SOLICITOR -LICENSIN 11511-5131 Overtime 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 Total Overtime - 5131 3,000.00 3,000.00 3,000.00 NEW 260 SOLICITOR -LICENSIN 11511-5150 Public Records Officer Stipend 2,000.00 2,000.00 1 2,000.00 2,000.00 2,000.00 2,000.00 Total Fringe - 5150 2,000.00 2,000.00 2,000.00 Full-Time Equivalent Employees: FY 2020 3.80 303,922.10 5.80 Department Total 434,574.09 434,574.09 434,574.09 FY 2021 3.80 FY 2022 5.80 Variance 21 vs. 22 2.00 Sec. 8-106 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 PAGLIARO MELISSA 260 SOLICITOR-LICENSING 11511-5111 PRINCIPAL CLERK 6/19/06 2 48,498.64 28.45 1.00 995.87 1.000 995.87 51,884.83 51,884.83 51,884.83 48,498.64 1.00 51,884.83 51,884.83 51,884.83 Sec. 8-107 ---PAGE BREAK--- SOLICITOR - 260 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11512 5303 Legal Services Outside legal services - labor, litigation, environmental 70,000 70,000 70,000 70,000 Surveying, title Examinations, Etc. arbitration fees - filing and arbitrator fees Memberships and Publications Expenses incurred for travel and meetings TOTAL 70,000 70,000 70,000 70,000 11512 5306 ADVERTISING Advertisement for Alcohol Licensing 200 200 200 200 TOTAL 200 200 200 200 11512 5381 PRINTING AND BINDING Licenses and Forms as needed (alcohol, auto dealers, etc.) - 100 100 100 Envelopes, Business Cards, Letterhead Stationary TOTAL - 100 100 100 11512 5421 Office Supplies and Equipment General office supplies as needed 500 500 500 500 TOTAL 500 500 500 500 11512 5730 Dues & Subscriptions Bar membership/ dues 900 900 900 900 Subscriptions & publications; Cont. legal ed. 1,000 1,000 1,000 1,000 Lexis service 2,000 2,000 2,000 2,000 TOTAL 3,900 3,900 3,900 3,900 11512 5760 Judgments Judgments 4,000 4,000 4,000 4,000 TOTAL 4,000 4,000 4,000 4,000 TOTAL PROPOSED SOLICITOR - 260 78,600 78,700 78,700 78,700 Sec. 8-108 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Adopted Budget Tranfrs/Adj Adjusted Budget YTD Expended Encumb/Req Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION FY2021 2021 FY2021 2021 2021 FY2021 FY2022 FY2022 FY2022 PEG Access Enterprise [PHONE REDACTED] 5713 Expenses - 691,250.00 691,250.00 303,412.19 0.00 303,412.19 691,250.00 691,250.00 691,250.00 270 Total PEG Access Enterprise 691,250.00 691,250.00 691,250.00 303,412.19 - 303,412.19 691,250.00 691,250.00 691,250.00 0.00% 260 Department Total 691,250.00 691,250.00 691,250.00 303,412.19 - 303,412.19 691,250.00 691,250.00 691,250.00 0.00% Sec. 8-109 ---PAGE BREAK--- SOLICITOR - 260 PEG ACCESS ENTERPRISE ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 6300302 5713 Expenses SATV - Salem Television Access Fees (quarterly payments) 660,000 660,000 660,000 660,000 Fiber Equipment (part of quarterly payment paid to city for fiber) 31,250 31,250 31,250 31,250 TOTAL 691,250 691,250 691,250 691,250 TOTAL PROPOSED SOLICITOR - 260 691,250 691,250 691,250 691,250 Sec. 8-110 ---PAGE BREAK--- Human Resources – General Administration Mission Statement – Why We Exist The City of Salem Human Resources Department is a department of four employees. Along with myself, we have an Office Manager, Alicia Brady, a Benefits Manager, Jim Taliadoros, and a 28-hour per week Personnel Aide, Amy O’Keefe. The part-time switchboard operator, Joe Freitas also falls under this Department. This Department is responsible for posting vacant positions, scheduling and conducting interviews, hiring full and part-time employees, participating in negotiations and administering various collective bargaining agreements, interpreting agreement language and mediating grievances, reviewing, and drafting and enforcing personnel policies and procedures. This Department works together with the Treasurer’s Office in ensuring new and existing employees are processed and paid correctly. We are also responsible to ensure all personnel actions are made in accordance with applicable laws, policies and collective bargaining agreements. Along with MIIA, we oversee our workers’ compensation plan and utilization for the City and the Salem Public School Department. Human Resources is responsible for monitoring and administering City and School unemployment claims, developing programs and procedures to ensure the City's compliance with the ADA and acting as a liaison to the Commission on Disabilities. Human Resources is also responsible for administering City-wide employee benefits including health, dental and life insurance, along with a host of many other voluntary plans, to all benefit eligible employees. We also implement trainings within departments and City-staff wide, on a regular basis. The Department is also a confidential resource for employees, and the Director acts as a liaison, mediator, and facilitator with employees, their supervisors and co- workers to address and resolve any matters, as needed. Significant Budget & Staffing Changes for FY 2022 I have requested that the Personnel Assistant’s weekly hours be increased from 28 to 35. This position is key to this Department, as it is responsible for processing unemployment claims and workers’ compensation claims. Additionally, budget increases this year for this Department are seen in some of my projected expenses, in our Workers’ Compensation Salaries and Premium, the Dental Insurance, and in the Health Insurance Rates from the GIC. Another area I see important for a budget increase from last year to remain intact is within the education line. In FY’20 we offered a workplace-based- conversational Spanish class to employees, and the program was a huge success. COVID prevented us from offering this class in FY ’21; however, we’d like to offer this FY. Each department’s needs are different with respect to the specific services provided, and as such, being able to empower employees with the ability to converse with our increasing population of non-English speaking constituents was and will still be a win-win for everyone. Sec. 8-111 ---PAGE BREAK--- Recent Accomplishments:  They say time flies when you are having fun, and that clearly holds true for us in the Human Resources Department. While the last few months may not be considered fun by any stretch, they did force us to pull together in our new normal.  We routinely promoted our Employee Assistance Program from MIIA, a completely free and confidential program for all employees. The EAP is a resource for employees with any number of needs for assistance.  Participated in the hiring process for new patrol offices of the Salem Police Department, as well as the Salem Fire Department. As these are key positions within the City of Salem, I am pleased to be on the hiring committee in these areas.  Successfully produced our 1095Cs and submitted verification of the same without errors to the IRS for calendar year 2020. Since July 1, 2020, we have hired or been involved in the hiring of many new full-time and part-time employees! Specifically, the following Departments saw new full-time employees join their teams: Police, Fire, Planning, Electrical, DPS, Engineering, Finance, Parking/Transportation, and MassHire. We also hired 20 COVID Mask Ambassadors this past year. This team was instrumental in assisting and educating with mas compliance in our downtown, our parks and other locations as needed in the City. They were also helpful in line control for COVID testing at Old Town Hall. I am really pleased with our hiring processes. We have a team approach for our interviews. It is a great way for potential employees to see that if he or she is hired, they will be a member of a team. It is very exciting to bring on new employees!  Conducted several exit interviews as employees left the City for either retirement or to pursue other opportunities. This process allows us to have a meaningful dialog with a departing employee to not only wish him or her well, but also learn of any matters relative to the department we may not have been aware of or receive suggestions and critique for investigations and improvement.  Our department implemented the voluntary furloughs we offered last year. This included the initial letter, assisting with unemployment claims, and ensuring employees’ contributions for benefits were collected. Additionally, we adjusted accruals for employees who were on furloughs.  Worked with and assisted employees who were affected by COVID; whether they were exposed, quarantining or in isolation. Implemented the FFCRA to enable employees to be out of work for COVID related reasons without affecting their sick leave. Worked with Department heads as they faced COVID related situations with their staff.  We held a Saturday AM Job Fair at the Department of Public Services. Using our Labor Service List, we called in nearly thirty applicants for first level- assessments and second interviews. While we are continually updating Updated our Labor Service Listing, the local version of Civil Service, this process allowed us to meet many qualified individuals and extend conditional job offers as of this date. Our Labor Service List is nearly depleted; we are planning another Job Fair to attract new applicants for June 5, 2021 at DPS. We prefer the Labor Service process; it has worked well for us in our Department of Public Services.  Continued to implement performative exercises as part of the interview process to ensure we hire the most qualified candidates for our open positions. These exercises are a valuable tool in our evaluation of candidates for employment. Depending upon the position, we can determine the candidate’s ability to either drive our vehicles and trucks or examine an AP batch for accuracy. Sec. 8-112 ---PAGE BREAK--- FY 2022 Goals & Objectives  Offer a Benefit Educational Session for our employees. Over the years we have offered many programs and insurances to our employees; it would be beneficial for us to help them streamline their enrollments. My goal is to offer voluntary plans under one broker and/or provider.  Educate and communicate! We will continue to educate employees about the GIC and assist new employees as they navigate the health care system of the GIC. I cannot overstress the importance of this.  Work even more closed with our EAP provider to offer options for wellness and work-balance trainings and activities. Wellness activities are beneficial to all employees, and any assistance we can offer (free!) is always valuable.  Offer a training to our management staff in conducting performance appraisals. We are nearly ready to go with this initiative for our employees, and it is important that management staff be clear in how to conduct such appraisals.  Continue to maintain salary schedule for non-union and union employees current on an annual basis and as employees leave to ensure that we can attract the best candidates for vacant positions. Implement a referral and sign on bonus program.  Work with the Commission on Disabilities to continue to wisely use the funds generated from the Handicap Violations. As a member of the Commission’s subcommittee for this purpose, I am in the position to ensure purchases in compliance with the statute allowing the Commission to utilize these funds.  Work with our MIIA Risk Manager and seek out trainings through MIIA to assist us in earning rewards towards our Workers’ Compensation Insurance Premium on a regular basis by solidifying our Risk Committee to ensure we are doing all we can to minimize our financial risks with regards to Workers’ Compensation, and our Property and Casualty premiums.  Continue with review of our city policies, write new ones, and negotiate implementation as required.  Continue with memorializing an onboarding process to ensure employee inclusivity; this will include more comprehensive orientation and likely training for Department Heads in adding a new employee to their staff.  Develop Departmental Procedure Manual, for this Department.  Implement the Employee Evaluation Process/Assessment with our bargaining units and non-union staff.  Seek out and encourage training for various topics, departments, and positions.  Continue to focus on employee relations and good will, which will include quarterly gatherings and check-in with new staff.  Apply for the Massachusetts Office on Disability grants. This new funding will assist us with ensuring accessibility city-wide. We were very disappointed our request for accessibility work at the Salem Willows was denied. We have since learned the amount of available funding from MOD was much less this year, while the requests were higher than ever; however, as our plans for the work were tied to our ADA Transition Plan recommendations, the denial was still disappointing. We will apply again this year.  Work with the IT and Payroll department to automate our onboarding and internal personnel actions and offer MUNIS training to all end users. Outcomes and Performance Measures Actual 2019 Actual Actual Estimated FY 2020 FY 2021 FY 2022 \ Workers' Comp. cases open 1+ years (tail claims pre-MIIA) 5 5 5 Salaries on pre-FY'09 claims (COLA takes effect 10/2021) 135,000.00 170,600.00 191,000.00 Medicals on tail claims 2,000.00 4,000.00 5000.00 MIIA premium (actual, rec’d 4/2021) 673,293.00 706,958.00 Sec. 8-113 ---PAGE BREAK--- Training sessions (actuals and estimates) Miscellaneous for MIIA Rewards Credit, meetings and several departments participate. Strategy with MIIA; expect to hold several with staff to prepare for Rewards Program, and select trainings 8 5 10 Expect to offer professional development trainings this FY (perf. evals., team building, & ad hoc., on the job injuries, Spanish classes (FY’22); 10 6 10 Open enrollments 6 PEC meetings; 4 3 4 4 Dental (including retiree dental) email and mailing 2 2 4 2 Deferred compensation 8 2 2 2 Unemployment Assistance, current plus estimate 350,000.00 300,000.00 300,000.00 School (as of 88% 80% City (as of 12% 20% Job applications processed Seasonal hires (calendar year) 41 35 CORI checks (calendar year) 310 200 Volunteers and labor service and seasonal applications processed: 35 45 New Employees (Full time, since 7/1/2020) 33 31 with 6 pending 25 Part time employees hired since 7/1/2020 93 75 Audit Preparation IRS 403(B) audit for Salem Public Schools deferred compensation plan (four months and still in process) 1 1 Accrual compilation for audit and MUNIS programming purposes All city employees All city employees All city employees All city employees How FY 2022 Departmental Goals Relate to City’s Overall Long & Short Term Goals  July 1, 2021 will be the start of our final contractual year with the GIC. We recently requested our data from the GIC to help us determine our plan for health care for FY’23 and beyond. We’ll solicit bids, and together with the PEC, and our consultant, we’ll determine our health care future. If we exit the GIC, we must be out for three years. Our PEC is dedicated to the memberships they represent. This process clearly ties into the Mayor’s long-term goal of continuing to provide affordable and quality healthcare to our employees and retirees.  I would like to put out an RFP for our voluntary benefits as well. Many options are available to employees, and things can just get too confusing, resulting in people not enrolling in voluntary plans that may be of value to them. One provider would streamline that process and offer quality benefits to our employees. Sec. 8-114 ---PAGE BREAK---  We will again be looking to offer more in house training this coming year, from trainings geared to front line staff as well as department heads. The Mayor is very supportive of staff development, and as such, we will be taking advantage of opportunities to ensure all staff members are as effective as they can be in the City. As stated in my narrative earlier, some of these training will require additional funding, and some are offered free to us through MIIA.  Finally, our dedication to a productive and efficient workforce begins with employee morale. Once an employee is hired, we need to foster the individual’s growth in the workplace. The Mayor is committed to strong employee relations and partnerships, and as such, this goal is directly related to the City’s long and short-term goals. Sec. 8-115 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Human Resources - Personnel 130 11521 5111 SALARIES-FULL TIME 228,156.09 234,892.95 234,892.95 133,408.77 256,995.76 255,896.26 255,896.26 130 11521 5113 SALARIES-PART TIME 13,673.16 13,730.08 13,730.08 6,930.00 14,848.50 14,848.50 14,848.50 130 11521 5131 OVERTIME (GENERAL) - - - 0.00 - - - 130 11521 5161 RETROACTIVE WAGES 761,430.93 - - 0.00 - - - 130 11521 5172 SALARY/COLLECTIVE BARGANING R - - - 0.00 250,000.00 250,000.00 250,000.00 130 Total HR - Personnel 795,433.22 248,623.03 248,623.03 140,338.77 521,844.26 520,744.76 520,744.76 109.45% Human Resources - Expenses 130 11522 5300 PURCHASE OF SERVICES 6,931.07 8,550.00 8,550.00 4,224.00 9,000.00 9,000.00 9,000.00 130 11522 5303 LEGAL SERVICES/ABRITRATION 79.50 2,250.00 2,250.00 75.00 1,000.00 1,000.00 1,000.00 130 11522 5306 ADVERTISING 600.00 500.00 500.00 500.00 1,000.00 1,000.00 1,000.00 130 11522 5317 EDUCATIONAL TRAINING 7,308.74 1,000.00 1,000.00 0.00 10,000.00 10,000.00 10,000.00 130 11522 5320 CONTRACTED SERVICES 17,381.93 - 10,275.31 10,275.31 - - - 130 11522 5421 OFFICE SUPPLIES (GEN 1,264.04 1,350.00 1,350.00 1,350.00 1,400.00 1,400.00 1,400.00 130 11522 5710 IN STATE TRAVEL/MEETINGS - 100.00 100.00 30.29 100.00 100.00 100.00 130 Total HR - Expenses 31,474.51 13,750.00 24,025.31 16,454.60 22,500.00 22,500.00 22,500.00 -6.35% 130 Department Total 826,907.73 262,373.03 272,648.34 156,793.37 544,344.26 543,244.76 543,244.76 99.25% Sec. 8-116 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 BRADY ALICIA 130 HUMAN RESOURCES 11521-5111 OFFICE MANAGER 8/7/2007 52,543.49 1,067.47 1.00 1 100% 55,615.19 55,615.19 55,615.19 CAMMARATA LISA 130 HUMAN RESOURCES 11521-5111 PERSONNEL DIRECTOR 3/5/07 94,058.53 1,873.92 1.00 1 100% 97,631.23 97,631.23 97,631.23 TALIADOROS JAMES 130 HUMAN RESOURCES 11521-5111 BENEFITS MANAGER 12/02/19 52,989.57 1,089.42 1.00 1 100% 56,758.78 56,758.78 56,758.78 OKEEFE AMY 130 HUMAN RESOURCES 11521-5111 PERSONNEL AIDE/ASST 8/29/16 35,301.36 725.77 1.00 28 100% 46,990.56 45,891.06 45,891.06 234,892.95 4.00 Total Full Time - 5111 256,995.76 255,896.26 255,896.26 FREITAS JOSEPH 130 HUMAN RESOURCES 11521-5113 PT SWITCHBOARD 7/16/13 13,730.07 285.00 P 0.54 19 Hrs/wk 14,848.50 14,848.50 14,848.50 13,730.08 0.54 Total Part Time - 5113 14,848.50 14,848.50 14,848.50 130 HUMAN RESOURCES 11521-5171 Collective Barganing Reserve - 50,000.00 - - - 130 HUMAN RESOURCES 11521-5172 Salary/Collective Bargaining Reserve 250,000.00 250,000.00 250,000.00 - Other Total 250,000.00 250,000.00 250,000.00 Full-Time Equivalent Employees: FY 2020 3.70 248,623.03 4.54 Department Total 521,844.26 520,744.76 520,744.76 FY 2021 3.70 FY 2022 4.54 Variance 21 vs. 22 0.84 Sec. 8-117 ---PAGE BREAK--- HUMAN RESOURCES - 130 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11522 5300 Purchase of Service Custom Drug Testing, random CDL license holder testing, 4x per year* 8,550 9,000 9,000 9,000 Pre-employment physicals for all new employees Shredding services with Heritage Industries. TOTAL $350.00-$550.00 per event 8,550 9,000 9,000 9,000 11522 5303 Legal Services Fees to AAA; filing fee $275.00, case fee between 2,250 1,000 1,000 1,000 $500 and $1000 per case. TOTAL 2,250 1,000 1,000 1,000 11522 5306 Advertising Advertising of vacant positions within the City via various media: 500 1,000 1,000 1,000 Mass Municipal Association, position related publications, Boston Globe TOTAL 500 1,000 1,000 1,000 11522 5317 Educational Training Union and non-union tuition reimbursement, licenses for City employees 1,000 10,000 10,000 10,000 Miscellaneous training courses for employees Conversational/work-based Spanish classes for employees TOTAL 1,000 10,000 10,000 10,000 11522 5320 Contracted Services Uniforms for employees contractually required to wear and service of same - - - - Moved Expense to DPS TOTAL - - - - 11522 5421 Office Supplies Paper, toner cartridges, envelopes 1,350 1,400 1,400 1,400 TOTAL 1,350 1,400 1,400 1,400 11522 5710 In State Travel/Meetings Periodic MMA, MIIA and MMPA seminars and training 100 100 100 100 TOTAL 100 100 100 100 TOTAL PROPOSED HUMAN RESOURCES - 130 13,750 22,500 22,500 22,500 Sec. 8-118 ---PAGE BREAK--- Human Resources – Workers' Compensation Recent Accomplishments  Having an insurance carrier for administering this important City responsibility is invaluable. Once a claim is filed, the decision-making is not left to staff here at the City, rather, an insurance company looking out for our best interests follows the claim and maintains communication with us all along the way.  We still meet with our WC rep. from MIIA on a regular basis and have numerous discussions over the phone to monitor the progress of our injured employees. We encourage MIIA to pursue all claims aggressively to assist our employees in returning to work in a timely manner.  Continuing to offer and implemented light duty restrictions for employees returning to work after an injury. Allowing an employee to return to work just makes sense as we budget for salary, and indemnity costs will affect our premiums. FY 2022 Goals & Objectives  Provide trainings to staff regarding claim reporting and tracking. Timely claim reporting is key in staying on top of our claims to ensure our injured employees are provided the most effective and efficient care and treatment.  Meet with MIIA and the new leadership at the School Department to promote training to prevent on the job injuries that ultimately affect our premium rates.  Preschedule employees for as many MIIA trainings as allowable to maximize the MIIA Rewards Program to obtain the highest possible percentage off our annual premium. This means attending leadership trainings and continuing with our timely processing of claims to MIIA.  Promote the MIIA Rewards Program via MIIA sponsored safety trainings, which will help keep employee injuries to a minimum, which will ultimately and hopefully influence our annual premium with MIIA.  Work with our Risk Manager to establish a strong safety/risk committee to assist in minimizing our physical risk factors within the city and the schools.  Work with the Police Chief and the Fire Chief to retain a carrier for 111F coverage for our Public Safety employees. Human Resources – Unemployment Compensation Recent Accomplishments  Due to COVID and its fallout resulting in the highest unemployment rate the state has seen in years, the number of fraudulent unemployment claims has increased unlike anything we have ever seen to a national level. We are confident our internal data is secure, and the fraudulent claims are likely rooted in a much larger data commercial breach. We are now verifying every ‘monetary determination’ we receive from the DUA, to ensure they are part of a legitimate Sec. 8-119 ---PAGE BREAK--- claim. If we learn the claim is not legitimate, we are assisting employees with the steps they should take to protect their personal information. We have notified everyone of this situation and will stay on top of it.  We were inundated with fraudulent claims last year. We processed over 200 fraudulent claims and most claims were made up of at least two separate submissions.  We have been fortunate over the last few years to experience record lows in the unemployment rate. With the surge in the unemployment rate, we are already aware of two extensions, and we are told some if not all the extension benefits will be supported by the federal government.  We have enlisted the School Department to assist us in verifying claims during this unprecedented time. We will still provide each other with updates regarding terminated and re-hired employees. This has helped us determine claim viability and provide timely and accurate responses to the DUA.  We still protest claims we believe are meritless. Our diligence out of the gate with accurate information lends to our success in that area. FY 2022 Goals & Objectives  Work closely with UTMC to educate ourselves on the current landscape of unemployment to help us minimize our exposure on all fronts.  Maintain communication with the school department to ensure we are minimizing our unemployment liability and protect our employees.  Work with department heads in personnel procedures regarding termination and job cessation, which would include proper documentation for progressive discipline.  Keep our Unemployment costs as low as we can via our aggressive efforts and be sure to use best practices when an employee is relieved from service.  Schedule training sessions for the City and the School department with regards to unemployment procedures. Sec. 8-120 ---PAGE BREAK--- Human Resources – Group Insurance Significant Budget & Staffing Changes for FY 2022 We are in our tenth (and maybe final) year with the GIC. We started our first contract in July 2012 in which all employees and retirees, including retired municipal teachers, were enrolled in health insurance plans under the Group Insurance Commission. At the time it was a difficult process for many employees and retirees, given that it was so different than our prior health insurance offering. However, given our utilization and trends with rate increases, I am still confident that our moving to the GIC has been the best move for the City of Salem with regards to health insurance. It has not been without its challenges; however, the coverage we offer is excellent in quality. The process can be confusing for some, if not many, and that is why my office is always helping with all phases of health care issues. We are used to the process, and the ‘insurance language’ lingo and processes that are confusing to others, so we help whenever we can. We are pleased the final numbers from the GIC regarding rate increases were not as high as we initially anticipated, and no plan design changes were rolled out for FY’22. The overall average rate increase was 5.2%, with some plans seeing higher increases than others. Our increases over the years with the GIC have been minimal, and we have been fortunate. Additionally, we are fortunate the GIC has a mandated threshold regarding rate increases they cannot exceed. Plus, rate increases are tied to utilization. Encouraging wellness and carrier sponsored programs will assist our employees and retirees in staying healthy. We educate employees about these changes. As always, we will stay on top of this year-round. COVID prevented the GIC from offering training this year, along with Health Fairs. We missed seeing employees and retirees in person this season; however, with some COVID restrictions reduced we have been able to talk with new hires and upcoming retirees in person. We hold conference calls and converse via email to assist them as well. While there was no need for an extended Open Enrollment this year, the GIC portal has allowed employees and retirees to The GIC extended Open Enrollment, too, and rolled out their online portal for enrollment and changes. All in all, open enrollment went smoothly. FY 2022 Goals & Objectives  We’ll continue to explore ways to minimize health care costs for employees through educational sessions during the year, not just at open enrollment. Questions come up all the time, whether they be about mail order prescriptions, bills, deductibles, or how to get reimbursed for a co-pay, there are always ways to assist our employees with rising health care costs. We’ll continue to do emails to all employees about a health care topic. Whether it is a reminder to submit for a fitness reimbursement or to be more aware of an ‘Explanation of Benefits’ form to ensure employees are paying only for services they are responsible for, we think it is important to have consistent communication with employees about their health care benefit.  Determine our future with the GIC. This is our final year of our current contract with the GIC. We have already requested our utilization in preparation to put our coverage out to bid. Given the uncertainty of the health insurance world, and the indication of changes within the GIC’s offerings, it only makes sense for us to look for other carriers and plans. Ultimately, we must provide affordable and quality health care to our employees and retirees and that requires us doing our due diligence in its procurement. Our Public Employee Committee has played an integral role in this process, as they’ve been involved with our health Sec. 8-121 ---PAGE BREAK--- care discussions since 2012 when we first decided to move to the GIC. Made up of union representatives and a retiree representative, this dedicated group has worked tirelessly for their memberships’ while keeping the City’s best interests in mind. Sec. 8-122 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Human Resources - Workers' Comp - Personnel 130 19121 5111 SALARIES-FULL TIME 158,657.73 171,600.00 171,600.00 93,622.43 191,000.00 191,000.00 191,000.00 130 19121 5172 WORKMENS' COMP-MEDIC 3,035.45 5,000.00 5,000.00 1,050.00 5,000.00 5,000.00 5,000.00 130 19121 5179 WORKERS COMP-MIIA PREMIUM 298,132.79 314,705.00 314,705.00 314,705.00 332,270.00 332,270.00 332,270.00 130 Total HR-Workers' Comp-Personnel 433,944.16 491,305.00 491,305.00 409,377.43 528,270.00 528,270.00 528,270.00 7.52% 130 Department Total 433,944.16 491,305.00 491,305.00 409,377.43 528,270.00 528,270.00 528,270.00 7.52% Human Resources - Unemployment 130 19131 5173 UNEMPLOYMENT COMPENS 148,291.91 300,000.00 451,708.09 155,983.09 300,000.00 300,000.00 300,000.00 130 Total HR-Unemployment 189,871.87 300,000.00 451,708.09 155,983.09 300,000.00 300,000.00 300,000.00 -33.59% 130 Department Total 189,871.87 300,000.00 451,708.09 155,983.09 300,000.00 300,000.00 300,000.00 -33.59% Human Resources - Employee Insurance Benefits 130 19141 5174 MEDICAL INSURANCE 13,416,816.24 15,232,536.00 15,232,536.00 8,785,819.13 15,817,048.05 15,817,048.05 15,817,048.05 130 19141 5181 DENTAL INSURANCE 44,314.76 45,000.00 45,000.00 32,157.16 45,000.00 45,000.00 45,000.00 130 19141 5182 LIFE INSURANCE 119,259.85 109,500.00 109,500.00 61,224.29 120,000.00 120,000.00 120,000.00 130 19141 5186 OPT OUT PROGRAM 11,250.00 40,000.00 40,000.00 3,850.00 40,000.00 40,000.00 40,000.00 130 Total Human Res. - Employee Ins. Benefits 11,892,498.63 15,427,036.00 15,427,036.00 8,883,050.58 16,022,048.05 16,022,048.05 16,022,048.05 3.86% 130 Department Total 11,892,498.63 15,427,036.00 15,427,036.00 8,883,050.58 16,022,048.05 16,022,048.05 16,022,048.05 3.86% Sec. 8-123 ---PAGE BREAK--- HR/WORKERS' COMP - 130 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 19121 5111 Workers' Compensation Wages Wages paid to former employees of the City and School Department who were injured on the job. These are pre-MIIA Workers' Compensation coverage. 171,600 191,000 191,000 191,000 COLA increase 10/1/2021 anticipated, weekly payroll increase TOTAL 171,600 191,000 191,000 191,000 19121 5172 Workers' Compensation Medicals Medical invoices for injuries incurred prior to 7/1/2008 5,000 5,000 5,000 5,000 TOTAL 5,000 5,000 5,000 5,000 19121 5179 Workers' Compensation Insurance Premium to MIIA FY '22 Premium; actual 673,293 706,958 706,958 706,958 - - - - - School Workers Comp in School Budget 53% (338,000) (353,479) (353,479) (353,479) Claims - School 80% City 20% - - Less 3% Early Pay (20,588) (21,209) (21,209) (21,209) TOTAL 314,705 332,270 332,270 332,270 TOTAL PROPOSED HR/WORKERS' COMP - 130 491,305 528,270 528,270 528,270 Sec. 8-124 ---PAGE BREAK--- HR/UNEMPLOYMENT COMP - 130 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 19131 5173 Unemployment compensation Payments to Department of Unemployment Assistance for unemployment wages paid to former City and School Department employees 300,000 300,000 300,000 300,000 School 94%, City 6% baseline TOTAL 300,000 300,000 300,000 300,000 TOTAL PROPOSED HR/UNEMPLOYMENT COMP - 130 300,000 300,000 300,000 300,000 Sec. 8-125 ---PAGE BREAK--- HR/GROUP INSURANCE - 130 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 19141 5174 Medical Insurance City share of health insurance costs for City and School employees and Retirees 15,397,536 15,982,048 15,982,048 15,982,048 Estimate for FY 2022 - HRA Copay 35,000 35,000 35,000 35,000 Less Fringe from WIB, School Grants, CDBG, less fringe (200,000) (200,000) (200,000) (200,000) TOTAL 15,232,536 15,817,048 15,817,048 15,817,048 19141 5181 Dental Insurance City share of dental insurance costs for City and School employees 45,000 45,000 45,000 45,000 TOTAL 45,000 45,000 45,000 45,000 19141 5182 Life Insurance City share of employee basic term life insurance premiums - City and School 72,000 80,000 80,000 80,000 City share of retiree basic term life insurance premiums - City and School 37,500 40,000 40,000 40,000 Estimated split between school and city TOTAL 109,500 120,000 120,000 120,000 19141 5186 Opt Out Program Program to pay for employees who opt-out of City-offered health insurance 40,000 40,000 40,000 40,000 Individual = 2,400; Family = 6,000 paid out in four installments TOTAL 40,000 40,000 40,000 40,000 TOTAL PROPOSED HR/GROUP INSURANCE - 130 15,427,036 16,022,048 16,022,048 16,022,048 Sec. 8-126 ---PAGE BREAK--- Fire Mission Statement The primary mission of the Salem Fire Department is to provide a range of programs designed to protect the lives and property of the citizens of Salem from the adverse effects of fire, sudden medical emergencies, or exposure to dangerous conditions created by either man or nature. Significant Budget & Staffing Changes for FY 2022 This past year has been one of the most challenging the department has faced in over a hundred years. The challenges associated with COVID-19 have forced us to rethink the ways in which we complete our mission. Many of these changes have recently been scaled back but some will remain indefinitely to further protect our department members and the community. We saw a significant number of retirements in 2021, including our Chief, several Lieutenants and Captains, as well as a few firefighters. These retirements allowed the department to promote 8 of our members to Lieutenant and 3 to Captain. In February of 2021, we were able to hire 7 new firefighters and starting in March we will be working to hire 5 more, bringing our department back to its full complement of 88-line firefighters. Our 7 current recruits will be attending the Massachusetts Firefighting Academy in May. The recruits will be there for a period of ten weeks learning and practicing the essential skill set of a firefighter. The challenges of the last year have brought about some budget issues, but thanks to good planning and fiscal responsibility, heading into FY 2022 there will be no significant budget changes. We will continue to add Spanish speaking members to our department until we reach approximately 20 percent Spanish speakers in the department; this effort will help to maintain a high level of service for all our residents and visitors including our non-English speaking population. Sec. 8-127 ---PAGE BREAK--- FY 2022 Goals & Objectives Fire Prevention: Fire Prevention has always been an integral part of our department mission. Code enforcement and inspections are a critical part of a modern fire department. Fire Education within the elderly community will continue allowing for more presentations in different housing units and we will continue to educate the youth of our community in the schools, at afterschool programs, camps and other organizations aimed for children. As with last year, our Fire Prevention division will continue focusing on the many construction projects within the City. In addition, our inspectors will be working with all city departments towards safely incorporating and expanding outside dining in the City. The problem property task force will continue to be a department priority and we will work with the inspectional service departments, Health and Building to ensure all buildings are maintained and operated in a safe manner.  Emergency Medical Services: The Salem Fire Department oversees our private ambulance provider Atlantic/Cataldo and all emergency medical care for the City. Fire apparatus and firefighters are an integral part of medical care for the community. Our apparatus responds to 2500 medical calls annually working in conjunction with our partner private ambulance company. We have 68 members of the fire department that are trained Massachusetts licensed EMTs and all the apparatus are equipped to meet the standard of care provided by a BLS ambulance unit, excluding transport capability. Quality emergency medical care is a primary mission of the fire department; we strive to deliver the highest level of medical care for the community.  Special Operations: The mission of the Salem Fire Department Special Operations Team is to enhance and expand upon the capabilities of Salem Fire Department by providing highly advanced training and preparedness for team members for high risk/low frequency incidents or events including but not limited to High and Low Angle Rescue and Confined Space Rescue. The team is led by a Deputy Chief who oversees 36 sworn fire personnel, each of whom engage in countless hours of specialized training to remain prepared and equipped to meet the dynamic hazards and challenges associated with specialized rescues. This focused training is in addition to the hours spent performing their customary firefighting and emergency medical service duties. Team members take part in up to four annual full day training events at regional industrial sites funded by private partners with equipment provided by these same private community partners. This specialized skill set is then brought back to the department and shared with the remaining department members through daily training and drills. Special Operation Team members are evenly Sec. 8-128 ---PAGE BREAK--- spread throughout the departments four divisions to make this specialized skill set always available to the department. Beyond specialized crisis rescues, the Special Operations Team also provides mandated standby services for many public and private entities at construction sites, utility, and industrial locations. Thanks to the generosity of the two principal private partners, Footprint at Salem Harbor Power Station and the South Essex Sewerage District, The Salem Fire Department Special Operations Team stands ready and well equipped to serve the city of Salem and the surrounding north shore region.  Building Maintenance – The department is moving forward with several significant station repair projects. Crews have begun replacing the entire roof on the main three-story section of the Fire Headquarters building along with the two-story administrative wing and Electrical Department. This project will coincide with repairs to the guy wires/support cables attached to the 60’ antenna which is located on the Headquarters portion of the roof. The cables are original to the structure and date back to 1972. The antenna will be safely secured for years to come following this project. Also underway is the paving project at the rear of Fire Headquarters which will include the installation of a handicap ramp for access to the administration wing of the building, along with the expansion of the parking area. Sidewalks will also be repaired, and trees and landscaping installed. The project will greatly improve the appearance of the entrance side of the building and make the entire area safer and more accessible for everyone. The Station 5 apparatus ramp will also be paved this spring correcting some severe settling issues making it difficult to safely back the apparatus through the very narrow station doors. The first phase of façade repairs at Station 2 and Station 4 will begin this year. This project will be spread over several years with the sides of the building in most need being completed first.  Apparatus/Equipment – Ladder trucks: Salem Ladder 1 is now 21 years old and needs to be replaced. Ladder 1 is a 2000 105’ Pierce Arial which has served the City well but has become less reliable due to many age-related breakdowns. A front-line ladder truck has a typical life span of 15 years and this truck can no longer be relied on to fill the needs of the department. It is essential that the department and the City of Salem, which only continues to grow, has two Ladder trucks in service. Pumper Trucks: We have submitted a federal grant request for a new engine to replace the oldest truck in our fleet which is 25 years. The useful life span of a front-line fire pumper is 20 years. The department is looking at all options for these major equipment upgrades including grants and lease purchase options. Equipment: This past year the department received a grant through the Federal Assistance to Firefighter’s Program totaling $163,636.36. These funds were earmarked and used to replace all the department SCBAs. The SCBA is one of the most critical parts of a firefighters PPE ensemble. Sec. 8-129 ---PAGE BREAK--- The SCBAs purchased are the best and most modern self-contained breathing apparatus available and will serve the department and the community for the next ten years.  Communications - The Fire Department and Police Department are working jointly to upgrade our aging communication systems. Many of our components have aged out and replacement parts are becoming difficult, if not impossible, to locate. These two vital communication systems have outlived their lifespan and need to be replace immediately. The City in conjunction with Fire and Police, recently completed a study and design process which will combine and fully upgrade the communication networks for the Fire and Police departments, along with all other departments in the City including DPW, Schools, City Hall, Harbor Master, ETC. The new system will consist of three radio repeater sites located in three remote locations of the City. These sites will be connected via a redundant system of fiber optics and microwave transmitters ensuring 100% reliability. Departments will have access to these City owned repeater sites, each operating on their own assigned frequencies. Although this project has a significant up-front cost, the benefits will be great. The City will have just one system to maintain citywide instead of many owned and operated by each department. Communications will be more reliable and much more cost effective for the City. The department has also applied for a Federal AFFG grant for new portable radios totaling $160,000. These funds, if awarded, will be used to complete the new portable radio phase of the radio system upgrade. The Fire House incident reporting system, which our department has been using for 25 years, is being discontinued this October. We will be switching to a more robust web-based incident reporting system and dispatch program. This new Fire Dispatch module and our National Fire Incident Reporting System (NIFFRS) will include expandable modules to incorporate within our department such as inspections, personnel, scheduling, fleet maintenance ETC. This system will also send up to the minute information to the iPad on each apparatus while they are responding to an incident. How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals  The Fire Department will continue to work towards modernizing it aging fleet of apparatus seeking all available funding sources. Expanding the use of technology will streamline operations and further the capabilities of all aspects of the department which will have a direct benefit for the community.  The department will continue to restore the stations through phases with the ultimate end goal of lowing maintenance cost and preserving these vital structures for the future. Capital improvement will continue to be a focus of the department.  Community partnerships have been an integral part of the departments overall plan. We have always relied on funding for special operations teams, special vehicles and equipment and we will continue to foster the relations necessary for their continued support. Community partnership is a two-way street; our department will continue to take part in special community events and activities all of which improve the overall city life experience. Sec. 8-130 ---PAGE BREAK---  An aggressive approach towards training and special hazard preparation will continue to be one of the daily functions for this department. Subject matter expertise is essential for firefighters and the many necessary perishable skills needed to be a professional firefighter must be continually practiced and revied. Our department’s training officer will ensure a uniformed approach toward training for all four of the departments front line firefighting divisions.  Quality equipment is essential to a modern-day firefighting/EMS force. With the recent purchase of new SCBAs and soon to be upgraded radio communications, our department will be one of the best trained and well-equipped in the region. Sec. 8-131 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Fire - Personnel 100 12201 5111 SALARIES-FULL TIME 6,309,504.72 6,366,664.30 6,481,243.54 3,471,805.71 6,316,736.03 6,316,736.03 6,316,736.03 100 12201 5113 SALARIES-PART TIME 31,733.02 56,947.01 56,947.01 21,451.14 59,106.06 59,106.06 59,106.06 100 12201 5131 OVERTIME (GENERAL) 976,883.73 943,481.20 957,413.74 769,222.22 1,076,834.42 1,076,834.42 1,076,834.42 100 12201 5133 EMT 43,769.37 43,800.00 43,800.00 23,538.72 48,000.00 48,000.00 48,000.00 100 12201 5136 HOLIDAYS 487,068.44 496,770.90 496,770.90 292,649.65 488,268.59 488,268.59 488,268.59 100 12201 5138 OUT OF GRADE 75,059.25 80,000.00 80,000.00 48,333.89 80,000.00 80,000.00 80,000.00 100 12201 5139 NIGHTS 417,567.89 425,044.62 425,044.62 227,056.03 418,573.48 418,573.48 418,573.48 100 12201 5141 LONGEVITY 157,549.34 160,671.87 160,671.87 83,359.00 146,829.26 146,829.26 146,829.26 100 12201 5143 FIREFIGHTER RANK STIPEND 28,000.00 29,500.00 29,500.00 0.00 29,500.00 29,500.00 29,500.00 100 12201 5145 EDUCATION INCENTIVE 85,172.71 74,167.45 74,167.45 1,411.54 83,852.20 83,852.20 83,852.20 100 12201 5150 FRINGE/STIPENDS 320,036.16 307,800.00 307,800.00 303,850.24 295,300.00 295,300.00 295,300.00 100 12201 5154 SPECIALTY STIPEND 5,500.00 8,000.00 8,000.00 6,000.00 9,600.00 9,600.00 9,600.00 100 Total Fire - Personnel 7,552,435.44 8,992,847.32 9,121,359.13 5,248,678.14 9,052,600.04 9,052,600.04 9,052,600.04 -0.75% Fire - Expenses 100 12202 5211 ELECTRICITY 36,648.66 39,879.00 39,879.00 39,879.00 39,879.00 39,879.00 39,879.00 100 12202 5215 NATURAL GAS 18,939.14 28,000.00 28,000.00 21,650.00 28,000.00 28,000.00 28,000.00 100 12202 5216 OIL HEAT 12,380.58 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00 100 12202 5241 BUILDING MAINTENANCE 37,710.33 35,000.00 35,000.00 27,000.51 35,000.00 35,000.00 35,000.00 100 12202 5258 FIRE EQUIPMENT REPAI 51,364.56 52,000.00 52,000.00 39,881.01 52,000.00 52,000.00 52,000.00 100 12202 5277 PHOTOCOPY MACHINE LE 4,086.22 4,320.00 4,320.00 4,233.00 4,320.00 4,320.00 4,320.00 100 12202 5284 EQUIPMENT LEASE 87,972.23 87,973.00 87,973.00 87,973.00 87,973.00 87,973.00 87,973.00 100 12202 5294 FIRE PROT CLOTHING 32,245.28 47,700.00 47,700.00 6,944.67 47,700.00 47,700.00 47,700.00 100 12202 5300 PURCHASE OF SERVICES 18,845.91 23,700.00 23,700.00 16,065.20 29,789.00 29,789.00 29,789.00 100 12202 5317 EDUCATIONAL TRAINING 40,704.22 42,187.00 42,187.00 37,462.01 42,187.00 42,187.00 42,187.00 100 12202 5318 DENTAL/MEDICAL SERVI 17,225.00 17,600.00 23,600.00 20,903.69 17,600.00 17,600.00 17,600.00 100 12202 5318R DENTAL/MEDICAL SERVI 23,567.93 25,000.00 19,000.00 5,513.58 25,000.00 25,000.00 25,000.00 100 12202 5341 TELEPHONE 22,615.17 23,028.00 23,028.00 19,718.72 23,028.00 23,028.00 23,028.00 100 12202 5421 OFFICE SUPPLIES (GEN 3,180.29 5,500.00 5,500.00 2,750.00 5,500.00 5,500.00 5,500.00 100 12202 5451 CUSTODIAL SUPPLIES 8,816.76 9,000.00 9,000.00 4,499.96 9,000.00 9,000.00 9,000.00 100 12202 5510 FIRE PREVENTION 9,427.35 14,500.00 14,500.00 4,706.90 14,500.00 14,500.00 14,500.00 100 12202 5513 EMERGENCY MANAGEMENT 249.66 1,000.00 1,000.00 0.00 1,000.00 1,000.00 1,000.00 100 12202 5586 FIRE SUPPRESSION SUP 18,280.89 23,730.00 23,730.00 16,100.00 23,730.00 23,730.00 23,730.00 Sec. 8-132 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 100 12202 5730 DUES AND SUB 1,900.00 1,900.00 1,900.00 1,900.00 2,000.00 2,000.00 2,000.00 100 Total Fire - Expenses 423,204.52 497,017.00 497,017.00 372,181.25 503,206.00 503,206.00 503,206.00 1.25% 100 Department Total 7,975,639.96 9,489,864.32 9,618,376.13 5,620,859.39 9,555,806.04 9,555,806.04 9,555,806.04 -0.65% Sec. 8-133 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 GIUNTA GERRY 100 FIRE 12201-5111 CHIEF 122,857.54 2,376.39 1.00 1 100% - - - NEW 100 FIRE 12201-5111 CHIEF 123,809.92 123,809.92 123,809.92 100 FIRE 12201-5111 DEPUTY CHIEFS 386,423.62 7,416.96 4.00 4 100% 386,423.62 386,423.62 386,423.62 100 FIRE 12201-5111 CAPTAINS 756,044.98 16,123.80 9.00 9 100% 756,044.98 756,044.98 756,044.98 100 FIRE 12201-5111 LIEUTENANTS 1,168,765.55 22,433.12 16.00 16 100% 1,168,765.55 1,168,765.55 1,168,765.55 100 FIRE 12201-5111 FIRE FIGHTERS-4 3,033,355.78 61,786.40 44.00 44 100% 2,723,829.68 2,723,829.68 2,723,829.68 100 FIRE 12201-5111 FIRE FIGHTERS-3 413,763.09 1,134.53 2.00 2 100% 118,218.03 118,218.03 118,218.03 100 FIRE 12201-5111 FIRE FIGHTERS-2 - - 7.00 7 380,097.63 380,097.63 380,097.63 100 FIRE 12201-5111 FIRE FIGHTERS-1 - 2,084.44 5.00 5 100% 244,656.39 244,656.39 244,656.39 - ADDISON JOHN 100 FIRE 12201-5111 MECHANIC 1/1/2014 68,584.31 1,329.15 1.00 1 100% 69,248.72 69,248.72 69,248.72 - DICHIRICO 100 FIRE 12201-5111 EXECUTIVE SECRETARY 51,443.64 995.06 1.00 1 100% 51,842.63 51,842.63 51,842.63 12201-5111 STEP INCREASES 10,464.96 10,424.86 1 0.00 0.00 0.00 12201-5111 FIRE PREVENTION ADD TO BASE 7,500.00 7,500.00 3 7,500.00 7,500.00 7,500.00 12201-5111 Adjust for & Rounding - - - - 12201-5111 AFSCME 347,460.80 5.00 Total AFSCME 1818 286,298.88 286,298.88 286,298.88 6,366,664.27 95.00 Total Full Time - 5111 6,316,736.03 6,316,736.03 6,316,736.03 THERIAULT CINDY 100 FIRE 12201-5113 CLERK 7/14/2008 21,022.87 406.22 P 19 100% 21,164.06 21,164.06 21,164.06 Part-Time FAO's 100 FIRE 12201-5113 FAO's 20,136.85 20.00 19 100% 19,798.00 19,798.00 19,798.00 100 FIRE 12201-5113 EMERGENCY MGMT CLERK 15,787.29 19 18,144.00 18,144.00 18,144.00 56,947.01 Total Part Time - 5113 59,106.06 59,106.06 59,106.06 100 FIRE 12201-5131 OT FF CONTRACTUAL-88 & MECHANIC 838,281.20 891,424.42 88 891,424.42 891,424.42 891,424.42 100 FIRE 12201-5131 OT - FAO'S 45,000.00 45,000.00 5 54,000.00 54,000.00 54,000.00 100 FIRE 12201-5131 OT - FF 50,000.00 50,000.00 60,000.00 60,000.00 60,000.00 100 FIRE 12201-5131 OT - HAUNTED HAPENINGS 3,550.00 7,100.00 10,000.00 10,000.00 10,000.00 100 FIRE 12201-5131 OT - COMMUNITY EVENTS 3,150.00 6,300.00 6,300.00 6,300.00 6,300.00 100 FIRE 12201-5131 OT - RECRUITS TO ACADEMY 3,500.00 7,000.00 55,110.00 55,110.00 55,110.00 943,481.20 Total Overtime - 5131 1,076,834.42 1,076,834.42 1,076,834.42 100 FIRE 12201-5133 EMT 43,800.00 600.00 73 48,000.00 48,000.00 48,000.00 100 FIRE 12201-5136 HOLIDAYS FF & MECHANIC 496,770.90 Varies 488,268.59 488,268.59 488,268.59 100 FIRE 12201-5138 OUT OF GRADE 80,000.00 Varies 80,000.00 80,000.00 80,000.00 100 FIRE 12201-5139 NIGHTS FIREFIGHTERS & FAO'S 425,044.62 Varies 418,573.48 418,573.48 418,573.48 100 FIRE 12201-5141 LONGEVITY - FF & Mechanic 160,671.87 Varies 146,829.26 146,829.26 146,829.26 100 FIRE 12201-5143 FF RANK DUTY RECOGNITION 29,500.00 500.00 60 29,500.00 29,500.00 29,500.00 100 FIRE 12201-5145 EDUCATION INCENTIVE 74,167.45 Varies 83,852.20 83,852.20 83,852.20 100 FIRE 12201-5150 SENIOR/MASTER/VETERAN 307,800.00 Varies 295,300.00 295,300.00 295,300.00 100 FIRE 12201-5154 SPECIALTY PAY 8,000.00 Varies 9,600.00 9,600.00 9,600.00 1,625,754.84 Total All Other 1,599,923.53 1,599,923.53 1,599,923.53 Full-Time Equivalent Employees: FY 2020 95.00 8,992,847.32 95.00 Department Total 9,052,600.04 9,052,600.04 9,052,600.04 FY 2021 95.00 FY 2022 95.00 Variance 21 vs. 22 0.00 Sec. 8-134 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 BROUGHTON AMANDA 100 FIRE 12201-5111 FIRE ALARM OP SUPE 12/16/2019 2 49,999.59 - - - - BROUGHTON - Shift Differential 4,534.78 - - - - NEW HIRE 50,802.19 50,802.19 50,802.19 NEW HIRE SHIFT DIFFERENTIAL 4,534.78 4,534.78 4,534.78 BROWN JEFFREY 100 FIRE 12201-5111 FIRE ALARM OP SUPE 07/05/1990 2 58,339.31 28.21 1.00 1,128.42 1.000 1,128.42 58,790.68 58,790.68 58,790.68 LARRABEE CLINT 100 FIRE 12201-5111 FIRE ALARM OPERAT 8/19/2015 2 53,770.04 27.14 1.00 1,048.05 1.000 1,048.05 54,603.41 54,603.41 54,603.41 LARRABEE - Shift Differential 4,876.74 37.44 1.000 37.44 1,950.62 1,950.62 1,950.62 LERNER SHAWN 100 FIRE 12201-5111 FIRE ALARM OPERAT 11/111/994 2 53,770.04 27.14 1.00 1,048.05 1.000 1,048.05 54,603.41 54,603.41 54,603.41 LERNER - Shift Differential 4,876.74 37.44 1.000 37.44 1,950.62 1,950.62 1,950.62 O'KEEFE FRANCIS 100 FIRE 12201-5111 FIRE ALARM OPERAT 1/7/2008 2 53,770.04 - 1.000 - - - - O'KEEFE- Shift Differential 4,876.74 - 1.000 - - - - WHITMORE JONATHON 100 FIRE 12201-5111 FIRE ALARM OPERAT 3/20/2010 2 53,770.04 28.34 1.00 1,040.05 1.000 1,040.05 54,186.61 54,186.61 54,186.61 WHITMORE - Shift Differential 4,876.74 93.60 1.000 93.60 4,876.56 4,876.56 4,876.56 347,460.80 4.00 286,298.88 286,298.88 286,298.88 Sec. 8-135 ---PAGE BREAK--- FIRE DEPARTMENT - 100 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 12202 5211 Electricity Electric service for five stations. 39,879 39,879 39,879 39,879 TOTAL 39,879 39,879 39,879 39,879 12202 5215 Natural Gas Gas service for heating, cooking, hot water in five stations. 28,000 28,000 28,000 28,000 TOTAL 28,000 28,000 28,000 28,000 12202 5216 Oil Heat Fuel oil for heat at Stations 4 & 6. 15,000 15,000 15,000 15,000 TOTAL 15,000 15,000 15,000 15,000 12202 5241 Building Maintenance (5 buildings) Repair of overhead doors, springs, and motors. Repairs to plumbing, toilets & sinks. General station maintenance/repairs, exhaust recovery system/ Plymovent in all 4 stations 35,000 35,000 35,000 35,000 TOTAL 35,000 35,000 35,000 35,000 12202 5258 Fire Equipment Repair Ladder testing Aerial Trucks 3,500 3,500 3,500 3,500 Ladder testing ground ladders 2,000 2,000 2,000 2,000 Tires - cars & trucks, Batteries, motor oil, vehicle glass repairs, inspection stickers 7,650 7,650 7,650 7,650 Pump testing and repairs 2,500 2,500 2,500 2,500 Transmission, body work (apparatus) & engine work 17,000 17,000 17,000 17,000 Truck lighting equipment 1,000 1,000 1,000 1,000 Equipment - valves, hose repairs, plumbing 4,000 4,000 4,000 4,000 Air compressors service & repairs air and breathing air 3,850 3,850 3,850 3,850 Spark plugs, filters, small parts for trucks & other vehicles, brakes, & other misc. parts & supplies 10,500 10,500 10,500 10,500 TOTAL 52,000 52,000 52,000 52,000 12202 5277 Photocopy Machine Lease Machine lease and service calls - two copiers (Administration & Fire Prevention) 4,320 4,320 4,320 4,320 TOTAL 4,320 4,320 4,320 4,320 12202 5284 Equipment Lease Lease payment 4 of 7 for Station 5 Pump Truck 87,973 87,973 87,973 87,973 TOTAL 87,973 87,973 87,973 87,973 Sec. 8-136 ---PAGE BREAK--- 12202 5294 Fire Protective Clothing Badges, PBI hoods, rubber & leather boots, suspenders, gloves 7,000 7,000 7,000 7,000 Repairs to PPE (jackets & trousers) 2,000 2,000 2,000 2,000 Purchase of replacement Personal Protective Equipment (PPE) boots, gloves, turnout gear, 11,700 11,700 11,700 11,700 helmets…. 27,000 27,000 27,000 27,000 TOTAL 47,700 47,700 47,700 47,700 12202 5300 Purchase of Services Radio service- consoles, mobiles, portables, repeaters, batteries 9,500 9,500 9,500 9,500 Computer upgrades, hardware, servers 5,500 5,500 5,500 5,500 Firehouse software (licenses, support) 4,500 10,589 10,589 10,589 Call back/detail program: CrewSense 4,200 4,200 4,200 4,200 Deputy Chief Assessment Center - - Fire Chief Assessment Center - - TOTAL 23,700 29,789 29,789 29,789 12202 5317 Educational Training New Officer training, EMT Recertifications, Classes, Training Seminars 10,500 10,500 10,500 10,500 Reimbursement for academic expenses for continuing education 31,687 31,687 31,687 31,687 TOTAL 42,187 42,187 42,187 42,187 12202 5318 Dental Medical Services (Active Personnel) Provides for medical expenses for active personnel - job-related medical expenses. 17,600 17,600 17,600 17,600 TOTAL 17,600 17,600 17,600 17,600 12202 5318R Dental Medical Services (Retired Personnel) Provides for medical expenses incurred by retired personnel who were retired 25,000 25,000 25,000 25,000 on a line of duty medical disability. TOTAL 25,000 25,000 25,000 25,000 12202 5341 Telephone Verizon (Local & Regional) 15,200 15,200 15,200 15,200 Long distance provider 1,500 1,500 1,500 1,500 Verizon Inspection I pads 2,328 2,328 2,328 2,328 Telephone lines from repeaters/channel 2 added 4,000 4,000 4,000 4,000 TOTAL 23,028 23,028 23,028 23,028 Sec. 8-137 ---PAGE BREAK--- 12202 5421 Office Supplies (General) General Office Supplies as needed 5,500 5,500 5,500 5,500 TOTAL 5,500 5,500 5,500 5,500 12202 5451 Custodial Supplies General Custodial Supplies as needed 9,000 9,000 9,000 9,000 TOTAL 9,000 9,000 9,000 9,000 12202 5510 Fire Prevention Grounds care/ lawn service 1,000 1,000 1,000 1,000 NFPA code updates 2,000 2,000 2,000 2,000 Fire Prevention supplies 1,000 1,000 1,000 1,000 Fire Prevention seminars / meetings/expenses 500 500 500 500 Citizen Academy 10,000 10,000 10,000 10,000 TOTAL 14,500 14,500 14,500 14,500 12202 5513 Emergency Management Emergency management expenses: 1,000 1,000 1,000 1,000 Multi gas meter replacement TOTAL 1,000 1,000 1,000 1,000 12202 5586 Fire Suppression Supplies Hose & nozzles 5,000 5,000 5,000 5,000 Tools and Equipment 2,500 2,500 2,500 2,500 Self-contained breathing apparatus (SCBA) repair, face piece, flo testing 3,000 3,000 3,000 3,000 Mask fit testing 3,100 3,100 3,100 3,100 Mobil radio parts, microphones, cases 4,500 4,500 4,500 4,500 Hand and gas tool repair and replace 2,000 2,000 2,000 2,000 Supplies laundering PPE 1,630 1,630 1,630 1,630 Sensors for 4-gas meters 2,000 2,000 2,000 2,000 TOTAL 23,730 23,730 23,730 23,730 12202 5730 Dues & Subscriptions Membership dues - professional organizations: ECFC/ FPdivision FCAM, NFPA 1,900 2,000 2,000 2,000 TOTAL 1,900 2,000 2,000 2,000 TOTAL PROPOSED FIRE DEPARTMENT - 100 497,017 503,206 503,206 503,206 Sec. 8-138 ---PAGE BREAK--- Police Mission Statement – Why We Exist The Mission of the Salem Police Department is to be dedicated to its citizens by working in partnership with the community to fight and deter crime, reduce fear and improve the quality of life in our City. Significant Budget & Staffing Changes For FY 2021-2022 Personnel: On June 25th, 2020 the Salem Police Department family lost one of its own; Officer Dana Mazola, a 31-year veteran of the Department. Officer Mazola was killed in an off-duty traffic accident. Our thoughts and prayers go out to the Mazola family. The sworn officer complement of the Salem Police Department was maintained in accordance with the City Ordinance (Section 32-1). We continue to utilize the federal COPS Hiring Grant to off-set costs associated with four officers. Funding under the COPS Hiring Grant will cease on June 30th, 2021 with no anticipated renewal. The following personnel retired FY20; Sergeant Robert Carter (July 8th), Officer Lawrence Puleo (July 9th), Detective Thomas Brennan (July 17th), Officer Robert Phelan (July 17th), Officer Timothy Salvo (July 17th), Officer Nancy O’Donnell (July 18th), Captain Conrad Prosniewski (July 23rd), Officer John Anderson (August 15th), Officer Kathleen Rocheville (October 1st) and Officer Michael LaRiviere (October 13th). One dispatcher and one police officer resigned from the Department in FY20 and one officer was terminated. One superior officer was processed for demotion, to become effective in FY21. Two new officers joined the ranks of the Department in FY20; Officer Jason Balzarini, who transferred from the Rockport Police Department, and Officer Sean Coughlin, a new hire. Pursuant to the Chapter 309 of the Acts of 2018, the Department appointed the following retired officers as special police officers during FY20; Thomas Brennan, Mark Fabiszewski, Robert Phelan and Timothy Salvo. These special police officers perform police detail work and other duties as authorized by the chief of police and must dedicate a percentage of their work to City-sponsored events. In FY20, one retired officer, Nancy O’Donnell, was reemployed as a part-time employee to assist with evidence/property control and to assist with the scheduling of police details. Assessment Centers for the ranks of sergeant and captain were held on July 16th and August 29th, 2019 respectively. Sec. 8-139 ---PAGE BREAK--- The following promotions occurred during FY20: Jason Gross and Rafael Gonzalez were promoted to sergeant on July 27, 2019 and November 25, 2019 respectively. Harry Rocheville was promoted to lieutenant on November 25th, 2019 and Kristian Hanson was promoted to lieutenant with an effective date of January 6th 2020. Dennis King was promoted to Captain on November 25th, 2019. The Department maintains a cadre of 7 per-diem dispatchers to assist with handling a consistently high call for service volume and to provide coverage in the absence of full time dispatchers. The Department continues to see a cost savings in utilizing the services of per diem dispatchers vice hiring of additional fulltime staff or paying overtime rates. The Department continued to take advantage of the City’s Senior Tax Work-off Program in FY20 by sponsoring one senior citizen to assist in the Records Department. We have found this program to be beneficial to the Department and we plan on continuing our participation in FY21. The Department anticipates the retirements of 4 superior officers and 4 patrol officers during FY22. The Department anticipates hiring ten officers to fill vacancies during FY21/22. In addition to the anticipated retirements, the Department is operating four officers below its personnel staffing level (95) authorized by City Ordinance. To increase the applicant pool, two lateral transfers from other police departments in the Commonwealth are included in the proposed hiring. Expenses:  Traffic enforcement equipment: The Traffic Division has identified the effectiveness of the TrafficLogix speed trailer in addressing speeding throughout the community at the cost estimate of $14,000.00. There is a need for two additional Lidar speed detection units for enforcement at the cost estimate of $3,978.00 These costs are in addition to the maintenance costs for the current inventory of traffic enforcement equipment.  Contracted Services (Mental Health Clinician): The Mental Health Clinician is currently working 16 hours per week, however, the demand for her services and the recently passed criminal justice reform has created a need for additional hours. An increase to 40 hours per week to meet this demand is required. Approximately $30,000.00 will be required to augment the Department of Mental Health grant (which currently pays for the 16 hours/week for the clinician). Sec. 8-140 ---PAGE BREAK---  Contracted Services (Evidence Room Audit). In anticipation of a change in administration within the Department, an audit of the Evidence Room is required for accounting and accreditation purposes. Estimated cost for the audit is $8,675.00  Contracted Services (Assessment Centers). With anticipated retirements, there will be a need for promotions. With no current promotional list at the sergeant or lieutenant ranks, assessment centers will be required. Estimated total cost; $20,000.00  Academy training: With the anticipated retirements in FY22, the Department will be required to send up to 8 reserve officers to a full time academy. Estimated cost is $32,000.00 for tuition and $3,200.00 for tablet computers and books and $3,200.00 in uniforms.  Flock Camera System: To enhance mobile surveillance and camera coverage of sensitive access points throughout the city, specifically the waterfront, this system will provide deterrence and investigative capabilities. Estimate: $5,000.00  Tip-411. As requested by the public, we will provide voice, email and text messages from individuals, in an anonymous capacity, who have knowledge of or observe criminal activities to report the same without fear of retribution. Estimate: $4,200.00.  Touchprint Fingerprint Machine. The Touchprint fingerprint machine was supplied by the Commonwealth free of charge and included a one-year maintenance contract which has now expired. Maintenance contract for FY22 is; $3,600.00.  Capital Expenditures: Will include the procurement of vehicles, including the continued acquisition of hybrid cruisers for front line cars, as well as multiple unit support vehicles to gradually replace an aging fleet. In-house cameras will systematically be replaced over the course of the next few years and additional unit(s) in the equipment room and armory will be addressed. The communications area 5-ton air conditioning unit and air flow equipment require replacement. Accessibility to the building will be phased in over the next few years to include automation of the front door, refurbishment of the auditorium, replacement of entrance rugs, proper signage and modification of restrooms. Recent Accomplishments Coronavirus Pandemic (COVID-19). The corona virus (COVID-19) pandemic, which began in early 2020, had a dramatic and lasting impact on the Salem Police Department and its operations. Close coordination with City leadership, the Fire Department, Board of Health, state and federal agencies resulted in the development and execution of plans to help keep the City, its residents, visitors and business community safe from the virus. The Department’s response to the pandemic was wide ranging; from serving as a receiving and distribution site for personal protective equipment (PPE), helping design, establish and maintain a temporary quarantine facility for homeless individuals from Salem and surrounding communities, enforcement of public health regulations and providing security, crowd control and traffic management at COVID-19 testing sites. To ensure the safety of its personnel, the Department revamped all of its operational response protocols to reflect mandated public health precautions. Although public access to the police facility was significantly curtailed, the Department was able to carry out its administrative and public service mission through remote access and work-from-home initiatives. Reaccreditation. On September 10th, 2019, the Department was reaccredited by the Massachusetts Police Accreditation Commission (MPAC). This is a significant accomplishment in that MPAC accreditation provides recognition that the Department’s managerial and operational policies and procedures are in Sec. 8-141 ---PAGE BREAK--- accord with professional standards; assures the community that its police department is committed to the providing the highest quality of service and its policies and procedures are effective, responsive and equitable. The Department has been accredited by MPAC since 2013. Accreditation standards are the bedrock of police reform legislation which will be mandated in FY22. National Night Out. A significant piece of the Department’s community-engagement strategy has been participation in National Night Out (NNO), an annual, nationwide, event that encourages police-community engagement, interaction and community building. NNO 2019, held on August 6th was the 4th event hosted by the Department. The support of the City, particularly the Fire Department, Public Services Department and Special Event Coordinator deserves special note. Unfortunately, due to pandemic health restrictions, NNO20 was cancelled. Haunted Happenings. As in previous years, police preparations for Haunted Happenings begins long before the actual event. In preparation for Haunted Happenings 2019, the Department hosted a coordination seminar, bringing together key City departments, representatives of the business community, outside law enforcement and public service agencies to discuss operational and contingency planning. This seminar led to the Department applying for a Northeast Homeland Security Regional Advisory Council (NERAC) grant to hold a tabletop exercise (TTX). If the grant is awarded, the Department will hold a TTX to test and further evaluate our operational plans in preparation for Haunted Happenings 2021.  From a policing perspective, Haunted Happenings 2019 was a successful event. The Department appropriately addressed the myriad of security concerns surrounding large crowds and successfully coordinated the support of numerous outside law enforcement agencies who deployed to Salem to assist. Of particular note, the Massachusetts State Police Community Action Team (MSP CAT) was deployed to Salem for the first time in support of HH19. Citizens Police Academy (CPA). The Department hosted one iteration of its Citizens Police Academy (CPA) during FY20; other courses that had been planned were cancelled due to COVID-19 health concerns. The CPA program began in 2015 and is designed to give interested citizens insight into the activities of their police department. Topics covered during the CPA - and which are covered in more depth during Advanced CPA courses - include patrol operations, K9, criminal investigations, domestic violence, narcotics, activities of the Community Impact Unit and presentation on legal matters and issues facing the police today. Since its inception in 2015, the Department has hosted 9 iterations of the CPA program, including 1 CPA Advanced Course and has graduated 227 citizens through the program. Although the Department is prepared to offer CPA and Advance CPA during 2021, plans are currently on hold due to pandemic health concerns. NEMLEC. The Salem Police Department has been an active member of the Northeastern Massachusetts Law Enforcement Council (NEMLEC) since 2003. In FY20, the Department responded to 35 NEMLEC callouts and heavily utilized NEMLEC personnel and assets during Haunted Happenings 2019. NEMLEC’s assistance to the public memorial service for Officer Dana Mazola in June, 2020 deserves special recognition. High Risk Homeless Task Force The High Risk Homeless Task continued their coalition approach to addressing homeless-related issues in our community. Through the Department’s Community Impact Unit (CIU), which has an embedded outreach worker and mental health clinician, the HRTF seeks to identify high-risk homeless individuals that are in need of treatment for substance abuse, mental health issues and/or have a dual diagnosis. Strategies are then developed to get those high-risk individuals the “wrap around” assistance and services they need. The Department maintains strong ties with LifeBridge and Salem Community Health and other social service agencies servicing the needs of the City’s homeless population. These strong ties were instrumental in being able to provide services to homeless individuals when the COVID-19 pandemic hit. Sec. 8-142 ---PAGE BREAK--- Mental Health Collaborative (MHC). In FY20, the Department continued to coordinate meetings of the Mental Health Collaborative, a group comprised of CIU officers and outreach representatives from community-based, private and public health, medical, and social service agencies. The MHC seeks to identify and offer assistance to those individuals, who for a variety of reasons, are in crisis or suffering from a mental health disorder, with the goal of reducing the calls for service and diverting those individuals from involvement in the criminal justice system and emergency rooms through early intervention. Door Knock Initiative. In FY20, CIU, in collaboration with the Healthy Streets organization, continued its “door knock” program. Through this program, CIU and a Healthy Streets outreach worker conducts follow-up inquiries with persons who have experienced an overdose. The goal of the initiative is to encourage those individuals to seek treatment to overcome their addiction. In calendar year 2020, the Department and Healthy Streets conducted 75 door knocks (compared to 106 in CY19). The program saw a setback when the COVID-19 pandemic hit in early 2020 when face-to-face interactions were curtailed as a public health precaution. Technology in the Fight Against the Opioid Epidemic. In FY20, the Department, in collaboration with the Health Department, Department of Public Services, Fire Department and City Planning Department began working with Biobot Analytics, a company that has developed cutting edge technology to measure drug metabolites in sewage to estimate opiate consumption. Sampling began in early 2020, however, was curtailed due to the pandemic. The Department is awaiting an initial report from Biobot. Critical Incident Management System (CIMS). The Critical Incident Management System is a regional effort by law enforcement and health care providers to track regional overdoses in an effort to identify users from one community that may be may overdose in another. This collaboration enables neighboring communities to better identify overdose victims that cross jurisdictional boundaries to better offer treatment and support. This effort is being expanded to include cross jurisdictional behavioral health calls. Rape Aggression Defense (RAD) Program. In FY 20, the Department launched a Rape Aggression Defense (RAD) program, a realistic self-defense tactics and techniques program specifically designed for women. Four officers have been trained as RAD instructors and equipment has been procured. As this is a program which requires face-to-face interaction and hands-on instruction, full implementation of the program has been delayed due to pandemic health restrictions. Hybrid Vehicles. In FY20, the Department procured two hybrid vehicles for use as front line patrol cruisers. Three additional hybrids were procured in FY21, bringing the total number of hybrids in the fleet to 5. The Department has been closely monitoring these vehicles and have been pleased with lower fuel consumption and maintenance costs. In a six-month lookback period, comparisons between two hybrid vehicles and two standard fuel vehicles saw an average 34% less fuel usage and 26% less trips to fuel up. No operational impediments have been reported and the Department will continue to procure hybrid vehicles. Grants & Supplemental Funding. To further its mission, in FY20 the Department took advantage of federal and state funding opportunities:  Med Project Grant. In FY20, the Department continued to provide a medication “drop-box” in the station lobby which enables citizens to safety and securely dispose of unwanted/expired medication to prevent misuse. This service is made possible through a $1,350.00 grant from the Commonwealth.  Port Security Grant. In FY20, the Department was awarded a $37,200.00 Port Security Grant administered through the Federal Emergency Management Agency (FEMA). The grant authorizes procurement of static surveillance cameras and Transportation Worker Identification Credential (TWIC) readers to be installed in the port area. These security upgrades are required by the Transportation Security Administration (TSA). One plate reader camera has been procured and installed at Winter Island with two more locations (Kernwood and Blaney Street) in the queue and the TWIC system is now Sec. 8-143 ---PAGE BREAK--- operational. Future port security enhancements under the grant include the recently submitted Port Security Grant for FY21 which includes a new Harbormaster's boat ($359,000.00) and four new camera installations for the new Harbor Walk at Footprint and replacement of eight existing port security cameras ($130,000).  Bulletproof Vest Grant. Federal funding for the procurement of bulletproof vests for officers was awarded on September 24, 2019 ($5,246.98)  Justice Assistance Grant (JAG). Federal funding awarded on October 1, 2019 in the amount of $10,673.00 for the deployment of the Department’s Strategic Task Force (STF) to provide additional patrol coverage in response to identified community needs.  Community Block Development Grants (CBDG). Funding awarded on January 7th, 2020 in the amount of $54,200.00 for the On-Point Teen Center Improvement Project. This project was applied for by the Department, but is overseen by the City’s Department of Planning and Community Development. On July 1st 2020, a CBDG grant ($9,000.00) was awarded to provide additional patrol coverage in the Point Neighborhood.  Nalxone Grant. Awarded through the Commonwealth on September 8th 2020 in the amount of $7,200.00 to purchase Naloxone (Narcan) and substance use disorder preventative efforts as needed.  COPS Hiring Grant. Initially awarded on September 1st, 2016 ($500,000.00) to cover the salaries of four officers. The Department must maintain a specific number of officers for the grant to remain active. The grant has been extended for one year and will be ending on June 30, 2021.  Department of Justice (DOJ) Emergency COVID Relief. Emergency federal funding awarded to cover COVID-related expenses in the amount of $34,388.00 ($10,245.00 for personnel, $3,469.00 for equipment and $20,674.00 for supplies).  CARES Act: Ongoing submission for reimbursement of overtime for police officers and dispatchers that have been directly expended on COVID-19 pandemic related issues.  911 Grant. 911 training grant awarded on October 10, 2019 for $98,449.88; funds were used to pay fees for 911 training as well as salaries and overtime for officers and dispatchers to attend training.  911 Support & Incentive Grant. Awarded on December 11th 2019 in the amount of $139,507.00 to cover a percentage of civilian dispatchers / police dispatchers salaries and overtime.  Department of Mental Health / Jail Diversion Grant. Awarded through the Commonwealth on July 16th 2019 ($45,000.00) to pay for the salary of a part time mental health clinician and an overdose outreach specialist embedded in the Department’s CIU. Crisis intervention team training is also covered under this grant. Response to Protest Activity. In the aftermath of the May, 2020 killing of Mr. George Floyd by police in Minnesota, nationwide protests against police brutality and demands for police reform took place. Salem saw several protests against the police and in support of social justice causes in FY20, all of Sec. 8-144 ---PAGE BREAK--- which were peaceful in nature and resulted in no arrests for riotous behavior, nor application of force. The Salem Police Department fully supports Citizens’ rights to peacefully protest and express their opinions. All operational plans and Chief’s Guidance issued in advance of these protests stressed the demonstrators’ Constitutional Right to assemble and demonstrate and the Department facilitated groups’ movements throughout the City to ensure their safe passage. Fallen Officer Memorial. In FY20, the Department began the process of identifying officers who had died in the line of duty with the ultimate goal of memorializing these officers on a Fallen Officers Memorial in front of the station. A Boy Scout from Troop 24 in Salem has taken this project on as his Eagle Scout project. We have formed a working group to develop a Departmental policy identifying the criteria for inclusion on the memorial and have begun work on a possible design. Election Support. The Department provided support to the Citywide City Council elections held in November, 2019. Presidential elections held later in 2020 required significant support from the Department to ensure safety of ballot boxes, polling locations and escort of election officials collecting ballots from polling stations and off-site ballot boxes. Race Equity Task Force (RETF). The Race Equity Task Force was formed by the mayor to identify stakeholders within the community who are in positions to effect change involving racial disparities. The Department is participating in the RETF, to include serving on the subcommittee for public safety and fulfilling the mayor’s commitment to the “Eight Can’t Wait” campaign by completing a review of our use of force policies. FY22 Budget Input - Statistics Sec. 8-145 ---PAGE BREAK--- FY21 Estimate Calls for Service 38,114 38,647 38,027 33,910 37,175 Arrests (Court Action Taken)/ Protective Custody 2,004 2,192 2,100 1,988 2,071 Robberies 35 22 22 20 25 Breaking & Entering 117 95 102 76 98 Sexual Assaults 31 19 20 26 24 MV Thefts 39 46 41 44 43 Larceny 919 880 696 696 798 Assaults 626 619 643 590 620 MV Accidents 2,025 2,156 1,976 1,545 1,926 MV Citation Violations 5,439 6,852 7,733 5,784 6,452 Neighborhood Meetings 38 22 14 36 28 Outcomes and Performance Measures FY17 FY18 FY19 FY20 Calls for service involving juveniles has remained relatively consistent; FY17 (1,427), FY18 (1,406), FY19 (1,425) and FY20 (1,276). Calls for service involving the elderly in our community (i.e. individuals over the age of 60) has remained fairly consistent over the last three years; FY18 (4,293), FY19 (4,653) and FY20 (4,360). In FY20 calls for service involving individuals identifying themselves as homeless (i.e. no fixed abode) was 1,962. This is an increase over FY19 which saw 1,630 calls for service, a 20% increase. This increase may be attributed to violations of pandemic public health restrictions and precautions. The administration of Naloxone (Narcan) by police officers to overdose victims has seen a decrease over the past four years; FY17 (121), FY18 (100), FY19 (87) and FY20 (67). This decrease is most likely due to the greater availability of Naloxone by members of the public who are administering it to overdosing victims instead of calling the emergency services. Larcenies have remained consistent from FY19 to FY20, with each fiscal year seeing 696 reported cases. This is in contrast to FY17 (919) and FY18 (880). Calls for Service have remained relatively consistent since FY17, averaging over 37,000 calls for service per year. The noticeable decrease in FY20 (33,910) is due to pandemic public health restrictions enacted in early 2020. Sec. 8-146 ---PAGE BREAK--- Motor vehicle accidents & Citations. There was 21.8% decrease in accidents from FY19 to FY20. Likewise, citations saw a 25% decrease from FY19 to FY20. This is most likely due to the reduced amount cars on the road during the COVID-19 pandemic. Sec. 8-147 ---PAGE BREAK--- Overdose statistics for the period Calendar Year 2008 through 2020 Sec. 8-148 ---PAGE BREAK--- Crimes against persons include, for example, offenses such as murder/non-negligent manslaughter, negligent manslaughter, kidnapping/abduction, forcible rape, aggravated and simple assaults, etc. Crimes against property include burglary/breaking and entering, destruction/damage/vandalism of property, fraud, shoplifting, thefts from buildings and motor vehicles and other larcenies. Crimes against society include drug and narcotic offenses, prostitution, weapon law violations, etc. Salem-specific NIBRS comparison calendar years 2016 through 2020 Sec. 8-149 ---PAGE BREAK--- Sec. 8-150 ---PAGE BREAK--- FY 2022 Goals & Objectives  Improve communications and transparency with citizens  Update the website to allow for regular and real time communication of events and public safety needs, including uploading Policies and Procedures for ease of access by residents. Timeline – 6 months at no cost.  Develop a Communications Board to provide the support for regular communications through the website, Facebook, Twitter and Code Red. Timeline – 12 months at no cost.  Offering 1 Citizen Police Academy class (bearing in mind COVID restrictions) during the fiscal year to continue to build partnerships and improve communication, understanding and transparency with our residents. Timeline – 12 months within the $3,000.00 Community Events budget.  Provide the Citizen Complaint Form for ease of access through the website. Timeline – 6 months at no cost.  Implement a body-worn camera system. Timeline – 12 months cost submitted to CIP budget.  Implement the legislative mandates required by the Act Relative to Justice, Equity and Accountability in Law Enforcement in the Commonwealth, to include the certification of all officers on the Department, including full time, reserve and special officers; recording of all Department-received discipline complaints to a central State database; training requirements in areas to include, but not limited to, cultural awareness; implicit bias; de-escalation; use of force; autism awareness and handling the mentally ill; and an anticipated increase in record requests. The Department will develop and institute new policies, conduct an internal audit to ensure compliance, train officers in the changes resulting from the law, and comply with the tenets of the law itself by furthering justice, equity and accountability at the Department. Timeline – 12 months cost included in $100,000.00 training budget and $14,820.00 in the part time employee budget by adding a junior records clerk.  Strengthening the City’s reputation as a welcoming and inclusive community for all  Increase Civil Rights /Hate Crimes Officer engagement with the community. Currently, we are one of a small number Departments throughout the Commonwealth who actively provide this resource and it has been a long-standing practice. Two officers currently serve on the City’s No Place for Hate Committee. Timeline – 6 months at no cost.  Work with local and federal law enforcement agencies to identify, react and report hate incidents/crimes and actively review cases to ensure all appropriate action is taken. Timeline – 6 months at no cost.  Proposing revisions to building access and use for those with disabilities to include building signage, front door automation and auditorium space as it is a publicly used space. Timeline – 12 months cost submitted to CIP budget.  Providing officers with training in cultural diversity and implicit bias. Timeline – 12 months cost included in $100,000.00 training budget.  Continue efforts recruiting and hiring diverse citizenry to build both a diverse employee population and to ensure all citizens feel they have representation on our Department. The Department will seek out college job fairs to identify diverse candidates (to include an emphasis on a variety of majors, such as social work and in addition to criminal justice). Timeline – 12 months at no cost.  Work on additional recruitment videos similar to the one provided in early FY20 to encourage the diversity in our employees and reach a wider audience. Timeline – 12 months with no cost.  Remain vigilant to national trends involving violent extremists, anti-government groups, discrimination, hate incidents and hate crimes and provide continued support for any groups who may be at risk for injury or harm. Providing comprehensive, tailored, operational plans for the Pride Parade, Black Sec. 8-151 ---PAGE BREAK--- Heritage Picnic, Peace March, social justice protests, and support for many other groups including HAWC and NAGLY. Timeline – 12 months cost included in operations budget.  Maintain a high level of all public safety: Police and Fire  Service as it relates to staffing is important to accomplish this goal. Staffing needs are identified by reviewing calls for service and analyzing trends and volume of calls, while appropriately engaging Associations to place staff where they are most responsive to the community’s needs. Additionally, we have learned through our experience in dealing with the pandemic that calls for service are not the only indicator for staffing needs. For example, our public health demands in FY20/21 required dedication of significant police resources. Timeline – immediately within the staffing budget.  We must maintain a robust training program to ensure proper knowledge, skills and understanding of current laws, best police practices and community needs. Timeline – 12 months cost included in $100,000.00 training budget (based on salary estimates any 8-hour training has a staffing cost of approximately $27,000.00 – not including the fee for the course)  Build stronger relationships with the Fire Department and EMS to ensure a coordinated response to emergencies and to the numerous City events, including July 4th, Haunted Happenings, road races, and any other potential public safety hazard. Timeline – immediately with no cost.  Maintain and improve upon the standards of MPAC accreditation for the Department. Timeline – 12 months within the $2,400.00 Training and Equipment budget.  Comply with the Peace Officers Standards and Training Commission’s police officer certification process to ensure all officers are compliant with the law. Timeline – 1- 3 years cost included in $100,000.00 training budget.  Build stronger relationships with our State and Federal law enforcement partners to identify and address the threat of homegrown violent extremists that have increased their activity throughout the country and within the city. This also includes strengthening our security around vital infrastructure facilities in the city like the sewage and electrical plants, the LNG gas tank and our city water supply tank. Timeline – 12 months with no cost for networking and intelligence efforts, but with costs from the Technology Budget and Port Security Grant for surveillance technology.  Improve traffic and parking enforcement  Provide continuous selective enforcement in areas of accidents and where residents report ongoing traffic violations. This includes the purchase of a speed sign and message board and additional Lidar units. Timeline – 12 months with cost of $18,000.00 included in Police Supplies and Equipment budget.  Provide assessment of areas where traffic and/or traffic violations occur in order to identify, analyze and develop recommendations in partnership with the Traffic and Parking Commission. Timeline – 12 months at no cost.  Coordinate with other City Departments to identify possible parking solutions to problem areas or times, including snow emergencies and high volume tourism or events. Timeline – 12 months at no cost.  Enhanced use of technology in public safety  Replace the antiquated radio system in cooperation with the Fire Department to ensure reliable and effective service to the City of Salem. Timeline – 12 months cost submitted to CIP budget.  With the approval of the State, work to identify locations that speed and red light cameras can be effectively used to provide enhanced safety on our roadways. Timeline – 12 months at no cost. Sec. 8-152 ---PAGE BREAK---  Invested in the use of hybrid cruisers in FY21. Continue to implement this change to reduce overall gas consumption / carbon emissions to extend the life of the vehicle. Timeline – 12 months cost submitted to CIP budget.  We will invest and install enhanced and interactive technology in the cruiser light bars to improve both officer and public safety. Timeline – 12 months cost submitted to CIP budget.  Implement electronic citation processes in the cruisers, through use of a state grant, to ensure prompt, efficient and accurate documentation and reporting for 14 cruisers. Timeline – 12 months at no cost.  Invest in community cameras in areas of need, whether for crime prevention / investigation or protection of City investments, including new developments or improvements within the City parks. Timeline – 12 months cost submitted to CIP budget.  Continue collaboration with Biobot to collect and analyze metabolite data from the City’s sewer system to develop strategies in the fight against the opioid epidemic and ongoing pandemic. Timeline – 12 months at no cost.  Improve the efficiency and effectiveness of police services and safety in the community  Identify best practices for improving timely responsiveness to calls for service and review the personnel distribution in key areas.  Promote police conduct that is responsive and sensitive to the needs of the community through a comprehensive community policing approach.  Improve Police/community relationship to build and foster trust and legitimacy  Work towards implementing recommendations provided by the City of Salem Race Equity Task Force (RETF). This includes Chief of Police membership and participation on the RETF. Timeline – 12 months at no cost.  Host the annual National Night Out with more community involvement in a manner consistent with COVID health restrictions. Timeline – 12 months within the $3,000.00 Community Events budget.  Continue our outreach programs with Peer Specialists, Homeless Outreach and Mental Health support. Timeline – 12 months within the $30,000.00 Contracted Services budget.  Continue having patrol officers & sergeants attend neighborhood meetings and post neighborhood meetings, dates, times and locations on our website. Timeline – 12 months at no cost.  Effectively address the problem of substance use disorders in our community  Work with area police departments in a regional collaborative to work on effective investigations and arrests to remove drugs and drug dealers from our streets and work with DEA and HIDTA as needed to address the introduction of Meth. Timeline – 12 months at no cost.  Continue with CIU and the Peer Specialist to offer assistance to all who need treatment and family support. Timeline – 12 months within the $30,000.00 Contracted Services budget.  Build upon and expand our partnerships including CIMS, BioBot and HEALing Communities to make an impact in the number of overdoses and drug use in our community by encouraging treatment, public education, and our efforts to positively impact our citizenry. Use of data support systems can provide assistance in identifying trends to reduce repeat overdoses. Timeline – 12 months at no cost.  Reduce crime in our community and increase citizen safety and perception of safety Sec. 8-153 ---PAGE BREAK---  Continue utilizing the Strategic Crime Reduction Task Force to develop and implement innovative and proactive problem solving initiatives within the community. These initiatives are based on analysis of crime statistics and community feedback of problem areas obtained from meetings and surveys. Timeline – 6 months with the funds awarded through a Justice Assistance Grant (JAG) in the amount of $10,673.00.  Create a Police and Community Relations Advancement Board to allow for direct communication between the community and Department. As envisioned, the Board will work with the community on difficult topics (such as racial inequity) to come up with solutions that represent both what the community is asking for, and the police are able to provide. Timeline – 12 months at no cost. Create public forums where an officer can directly interact with, in person or remotely, a citizen or group of citizens to further topics such as cultural awareness and race relations. Timeline – 12 months at no cost. Sec. 8-154 ---PAGE BREAK--- Sec. 8-155 ---PAGE BREAK--- Sec. 8-156 ---PAGE BREAK--- Sec. 8-157 ---PAGE BREAK--- Sec. 8-158 ---PAGE BREAK--- Sec. 8-159 ---PAGE BREAK--- Sec. 8-160 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Police - Personnel 210 12101 5111 SALARIES-FULL TIME 6,685,253.37 6,807,759.00 6,807,759.00 3,664,460.17 7,362,354.30 7,358,973.71 7,358,973.71 210 12101 5113 SALARIES-PART TIME 124,230.23 122,966.15 122,966.15 72,440.37 177,865.16 177,865.16 177,865.16 210 12101 5131 OVERTIME (GENERAL) 1,077,551.94 989,592.80 989,592.80 429,900.23 1,070,000.00 1,070,000.00 1,070,000.00 210 12101 5136 HOLIDAYS 574,779.34 522,223.79 522,223.79 406,950.54 574,155.03 574,155.03 574,155.03 210 12101 5138 OUT OF GRADE 17,260.36 15,000.00 15,000.00 24,553.10 15,000.00 15,000.00 15,000.00 210 12101 5141 LONGEVITY 84,400.00 77,700.00 77,700.00 76,300.00 79,400.00 79,400.00 79,400.00 210 12101 5142 ELECTIONS 18,293.36 23,000.00 23,000.00 25,936.14 23,000.00 23,000.00 23,000.00 210 12101 5145 EDUCATION INCENTIVE 710,290.90 706,621.00 706,621.00 280,618.24 671,621.00 671,621.00 671,621.00 210 12101 5151 WELLNESS 4,500.00 6,500.00 6,500.00 1,500.00 6,500.00 6,500.00 6,500.00 210 12101 5153 SENIOR/MASTER/VET STIPEND 285,700.00 260,142.88 260,142.88 183,050.00 264,900.00 264,900.00 264,900.00 210 12101 5154 SPECIALTY STIPEND 63,911.43 59,001.20 59,001.20 38,229.06 64,250.00 64,250.00 64,250.00 210 12101 5156 SHIFT DIFFERENTIAL 400,779.22 421,694.00 421,694.00 221,515.97 418,656.04 418,656.04 418,656.04 210 Total Police - Personnel 8,412,600.22 10,012,200.84 10,012,200.82 5,425,453.82 10,727,701.54 10,724,320.95 10,724,320.95 7.11% Police - Expenses 210 12102 5211 ELECTRICITY 68,821.92 78,000.00 78,000.00 61,800.00 78,000.00 78,000.00 78,000.00 210 12102 5215 NATURAL GAS 20,832.73 26,500.00 26,500.00 26,340.00 28,500.00 28,500.00 28,500.00 210 12102 5253 RADIO & VEHICLE MAINT 78,814.98 78,778.00 79,190.00 77,520.78 94,671.00 94,671.00 94,671.00 210 12102 5272 TECHNOLOGY 83,934.80 88,617.00 88,617.00 82,379.90 96,341.00 96,341.00 96,341.00 210 12102 5284 EQUIPMENT LEASE 7,021.25 6,500.00 6,500.00 6,451.20 6,500.00 6,500.00 6,500.00 210 12102 5300 BUILDING MAINT & SERVICES 69,298.65 53,800.00 54,158.21 48,252.11 68,300.00 68,300.00 68,300.00 210 12102 5317 TRAINING AND EDUCATION 39,222.40 29,900.00 29,900.00 22,377.00 65,100.00 65,100.00 65,100.00 210 12102 5318 MEDICAL - ACTIVE 43,231.83 40,000.00 40,000.00 31,953.71 50,000.00 50,000.00 50,000.00 210 12102 5320 CONTRACTED SERVICES 12,553.20 28,000.00 58,000.00 45,000.00 58,675.00 58,675.00 58,675.00 210 12102 5326 DIVE TEAM EXPENSES 5,653.60 3,000.00 3,000.00 20.48 6,000.00 6,000.00 6,000.00 210 12102 5341 TELEPHONE & COMMUNICATIONS 70,153.04 79,557.00 79,557.00 73,784.67 77,620.00 77,620.00 77,620.00 210 12102 5381 PRINTING AND BINDING 9,291.35 9,000.00 9,000.00 1,762.50 8,500.00 8,500.00 8,500.00 210 12102 5384 ANIMAL CARE & CONTROL 10,096.62 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 210 12102 5421 OFFICE SUPPLIES (GEN 21,047.13 28,000.00 28,313.80 17,163.88 28,000.00 28,000.00 28,000.00 210 12102 5585 ARMS AND AMMUNITION 29,478.01 20,000.00 20,000.00 16,020.15 29,000.00 29,000.00 29,000.00 210 12102 5710 IN STATE TRAVEL/MEETINGS 365.85 1,000.00 1,000.00 500.00 1,000.00 1,000.00 1,000.00 210 12102 5720 OUT OF STATE TRAVEL 430.47 1,000.00 1,000.00 24.16 1,000.00 1,000.00 1,000.00 210 12102 5730 DUES AND SUB 17,265.74 18,700.00 18,714.34 15,766.88 18,700.00 18,700.00 18,700.00 Sec. 8-161 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 210 12102 5775 COMMUNITY EVENTS 67,406.34 46,900.00 46,900.00 46,219.48 80,788.00 80,788.00 80,788.00 210 12102 5862 POLICE EQUIPMENT 43,106.02 49,950.00 49,950.00 35,217.52 75,512.00 75,512.00 75,512.00 210 Total Police - Expenses 697,672.73 693,202.00 724,300.35 614,554.42 878,207.00 878,207.00 878,207.00 21.25% 210 Department Total 9,110,272.95 10,705,402.84 10,736,501.17 6,040,008.24 11,605,908.54 11,602,527.95 11,602,527.95 8.07% Sec. 8-162 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 BUTLER MARY 210 POLICE 12101-5111 CHIEF 165,948.52 - - - - MILLER LUCAS 210 POLICE 12101-5111 CHIEF 3,191.32 1.00 1 160,307.69 160,307.69 160,307.69 210 POLICE 12101-5111 CAPTAINS 402,264.10 7,721.00 4.00 4 410,309.38 410,309.38 410,309.38 210 POLICE 12101-5111 LIEUTENANTS 780,254.29 13,312.07 8.00 8 707,430.15 707,430.15 707,430.15 210 POLICE 12101-5111 SERGEANTS 971,580.08 20,082.87 14.00 14 1,067,243.63 1,067,243.63 1,067,243.63 210 POLICE 12101-5111 PATROLMEN STEP 5 3,106,604.86 51,109.49 45.00 45 2,853,004.47 2,853,004.47 2,853,004.47 210 POLICE 12101-5111 PATROLMEN STEP 4 629,901.22 9,672.19 10.00 10 631,791.85 631,791.85 631,791.85 210 POLICE 12101-5111 PATROLMEN STEP 3 372,182.58 9,524.83 8.00 8 559,435.03 559,435.03 559,435.03 210 POLICE 12101-5111 PATROLMEN STEP 2 - 6,886.00 1.00 1 60,782.90 60,782.90 60,782.90 210 POLICE 12101-5111 PATROLMEN STEP 1 - 1,097.14 1.00 1 58,325.42 58,325.42 58,325.42 - - - Recruits to Academy 210 POLICE 12101-5111 Academy - full year New-Academy - - 4.00 4 Full Year 228,643.62 228,643.62 228,643.62 POLICE 12101-5111 Academy - 6 months - - 4.00 4 6 months 114,321.83 114,321.83 114,321.83 POLICE 12101-5111 Lateral Transfer 1.00 1 9 months 42,870.68 42,870.68 42,870.68 (116,010.42) (116,010.42) (116,010.42) CONNORS JAYNE 210 POLICE 12101-5111 ADMIN ASSISTANT 12/06/2010 46,231.52 894.24 1.00 1 100% 48,919.40 47,987.60 47,987.60 GREENER FRED 210 POLICE 12101-5111 ADMIN ASSISTANT 42,291.52 818.03 1.00 1 100% 45,602.72 43,897.94 43,897.94 MULLIGAN ROBERT 210 POLICE 12101-5111 OFFICE MANAGER 6/12/17 60,649.40 1,173.12 1.00 1 100% 61,119.55 61,119.55 61,119.55 GERMAN INDHIRA 210 POLICE 12101-5111 JR CLERK 10/23/2017 35,771.35 714.01 1.00 1 100% 39,059.92 38,315.92 38,315.92 - - - AFSCME 294,079.57 7.00 Total AFSCME 1818 389,196.48 389,196.48 389,196.48 LESS COPS GRANT REIMBURSEMENT FOR FY 2019 (Yr 1 150K, Yr 2 175K, YR 3 180K) (100,000.00) - - - FY 2021 Budget Reduction by Mayor - - - 6,807,759.02 112.00 Total Full Time - 5111 7,362,354.30 7,358,973.71 7,358,973.71 LANDERS SALLY 210 POLICE 12101-5113 JR CLERK 12/24/92 14,812.86 - 19 14,820.00 14,820.00 14,820.00 FAMICO DONALD 210 POLICE 12101-5113 ANIMAL CONTROL 3/1/76 20,117.20 389.11 0.54 19 20,272.66 20,272.66 20,272.66 GAUTHIER JAMES 210 POLICE 12101-5113 FINGERPRINT EXPERT 10/17/06 31,036.08 600.24 0.46 16 31,272.50 31,272.50 31,272.50 12101-5113 Parking Ticket Hearing Clerk NEW 2,000.00 0.11 - - - 12101-5113 PER DIEM DISPATCHERS Avg/P/wk. 55,000.00 55,000.00 0.23 40x1.5 hrs. per wk. 55,000.00 55,000.00 55,000.00 12101-5113 Civilians - O'Donnell/Makros 50,000.00 50,000.00 50,000.00 12101-5113 Custodian - seasonal 6,500.00 6,500.00 6,500.00 122,966.15 1.00 Total Part Time - 5113 177,865.16 177,865.16 177,865.16 210 POLICE 12101-5131 OVERTIME 525,000.00 525,000.00 575,000.00 575,000.00 575,000.00 210 POLICE 12101-5131 TRAINING 100,000.00 100,000.00 110,000.00 110,000.00 110,000.00 210 POLICE 12101-5131 OT COURT 132,000.00 132,000.00 132,000.00 132,000.00 132,000.00 210 POLICE 12101-5131 OT-EVENTS 52,000.00 52,000.00 52,000.00 52,000.00 52,000.00 210 POLICE 12101-5131 OT HH 155,592.80 155,592.80 176,000.00 176,000.00 176,000.00 210 POLICE 12101-5131 OT - DISPATCHERS 25,000.00 25,000.00 25,000.00 25,000.00 25,000.00 989,592.80 Total Overtime - 5131 1,070,000.00 1,070,000.00 1,070,000.00 210 POLICE 12101-5136 HOLIDAYS Oficers & Dispatch 522,223.79 522,223.79 574,155.03 574,155.03 574,155.03 210 POLICE 12101-5138 OUT OF GRADE 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00 210 POLICE 12101-5141 LONGEVITY 77,700.00 77,700.00 79,400.00 79,400.00 79,400.00 210 POLICE 12101-5142 ELECTIONS 23,000.00 23,000.00 23,000.00 23,000.00 23,000.00 210 POLICE 12101-5151 WELLNESS 6,500.00 6,500.00 26 250 6,500.00 6,500.00 6,500.00 210 POLICE 12101-5153 SENIOR/MASTER/VETERAN 260,142.88 260,142.88 264,900.00 264,900.00 264,900.00 210 POLICE 12101-5154 SPECIALTY STIPEND 54,501.20 47,000.00 59,750.00 59,750.00 59,750.00 210 POLICE 12101-5154 OIC - SPECIALTY STIPEND 4,500.00 4,500.00 OIC - 900 per year X 5 = 4,500 4,500.00 4,500.00 4,500.00 963,567.88 Total other - 1,027,205.04 1,027,205.04 1,027,205.04 210 POLICE 12101-5145 EDUCATION INCENTIVE-Old QUINN 521,621.00 521,621.00 446,621.00 446,621.00 446,621.00 210 POLICE 12101-5145 EDUCATION INCENTIVE-New Hires 185,000.00 185,000.00 225,000.00 225,000.00 225,000.00 706,621.00 Total Edu Incentive-5145 671,621.00 671,621.00 671,621.00 Sec. 8-163 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 210 POLICE 12101-5156 SHIFT DIFFERENTIAL 421,694.00 421,694.00 418,656.04 418,656.04 418,656.04 210 POLICE 12101-5156 Night/Weekend Differential-Dispatchers - Included in AFSCME FT Amo - - - 421,694.00 Total Shift/Night Diff-5156 418,656.04 418,656.04 418,656.04 10,012,200.84 113.00 Department Total 10,727,701.54 10,724,320.95 10,724,320.95 Full-Time Equivalent Employees: FY 2020 107.50 Total # of Police Officers 98.00 FY 2021 107.50 98.00 FY 2022 113.00 100.00 Variance 21 vs. 22 5.50 2.00 GRANT FUNDING Police 911 Support Gra 25343-5111 Five Dispatchers 0.30 2 30% Police Budget 12101-5111 Five Dispatchers 0.70 2 70% Sec. 8-164 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 CHRISTY GEORGE 210 POLICE 12201-5111 Sr. Building Manager 02/18/20 2 48,666.76 23.58 1.00 943.33 1.000 943.33 2/1/2021 51,401.78 51,401.78 51,401.78 GREENE ANN MARIE 210 POLICE 12201-5111 PRIN CLERK 3/10/2016 2 51,485.96 28.45 1.00 995.87 1.000 995.87 51,884.83 51,884.83 51,884.83 MCKENNA CHARLES 210 POLICE 12201-5111 Police Dispatcher 1/1/2014 2 37,639.03 26.00 1.00 1,040.04 1.000 1,040.04 54,186.08 54,186.08 54,186.08 PROSNIEWSKI MICHAEL 210 POLICE 12201-5111 Police Dispatcher Step 10/3/2015 2 37,639.03 26.00 1.00 1,040.04 1.000 1,040.04 54,186.08 54,186.08 54,186.08 PROSNIEWSKI Shift Differential 12201-5111 Base Rate X 9% 3,413.72 2.34 93.60 1.000 93.60 4,876.75 4,876.75 4,876.75 ROMEOS SARAH 210 POLICE 12201-5111 Police Dispatcher 1/1/2014 2 34,999.71 25.07 1.00 1,002.83 1.000 1,002.83 54,082.08 54,082.08 54,082.08 ROMEOS Shift Differential 12201-5111 Base Rate X 9% 3,174.28 2.26 90.25 1.000 90.25 4,867.39 4,867.39 4,867.39 SARAIVA MELISSA 210 POLICE 12201-5111 Police Dispatcher 1/1/2014 2 37,639.03 26.00 1.00 1,040.04 1.000 1,040.04 54,186.08 54,186.08 54,186.08 ZIRIN KATELYN 210 POLICE 12101-5111 Police Dispatcher 11/23/1992 1 34,999.71 25.07 1.00 1,002.83 1.000 1,002.83 53,338.28 53,338.28 53,338.28 ZIRIN Shift Differential 12101-5111 Base Rate X 9% 3,174.35 2.26 90.25 1.000 90.25 4,800.45 4,800.45 4,800.45 Weekend Differential - Friday C Shift through Monday A Shift .50 X 52 X 1,248.00 1,386.67 1,386.67 1,386.67 294,079.57 7.00 389,196.48 389,196.48 389,196.48 Sec. 8-165 ---PAGE BREAK--- Police - 210 ORG Object DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 12102 5211 Electricity Based on FY19 and YTD (FY20) expenses, to include On-Point Building 78,000 78,000 78,000 78,000 TOTAL 78,000 78,000 78,000 78,000 12102 5215 Natural Gas Based on FY19 and YTD (FY20) expenses, to include On-Point Building 26,500 28,500 28,500 28,500 TOTAL 26,500 28,500 28,500 28,500 12102 5253 Radio & Vehicle Maintenance and Parts Normal maintenance of fleet, including parts not supplied by DPW, and deductibles 50,000 60,000 60,000 60,000 All COMM Contract maintenance & repair of portable, mobile and base radios 26,778 28,236 28,236 28,236 All COMM Repair of portable, mobile and base radios 2,000 2,000 2,000 2,000 Stoneham Ford - Car #30 - two running boards installed - 4,435 4,435 4,435 ELSAG License Plate Reader Swap - - - Budget Cuts in FY 2020 TOTAL 78,778 94,671 94,671 94,671 12102 5272 Technology (originally included with 5300 Bldg. Maint & Services) NexGen (CAD/RMS) 22,400 22,400 22,400 22,400 NexGen (Licenses) PLUS - Net motion Maintenance and Appeon Maintenance 3,928 4,052 4,052 4,052 Community cameras maintenance contract (Bridgewave) 32,751 32,751 32,751 32,751 Cellebrite (Cell phone extraction) 3,700 4,300 4,300 4,300 TransUnion 5,900 3,600 3,600 3,600 AFFIX Technologies (Fingerprint) 6,383 6,383 6,383 6,383 Integration Partners (Approved Vendor for CJIS) 730 730 730 730 Transcor GPS (Trackstar Software) 3,975 3,975 3,975 3,975 JivaSoft On-Dty/X-Tra Duty enhanced scheduling 3,850 3,850 3,850 3,850 Idemia Morpho Trust (Live Scan) 3,500 3,600 3,600 3,600 411 Citizen's Observer 4,200 4,200 4,200 Flock 5,000 5,000 5,000 PMAM 1,500 1,500 1,500 1,500 TOTAL 88,617 96,341 96,341 96,341 12101 5284 Equipment Lease Lease 2 Copiers ( 1color/ 1Blk & White plus copies) 6,500 6,500 6,500 6,500 Copier maintenance & service (American Laser & Xerox) (FY20 - Technology) - TOTAL 6,500 6,500 6,500 6,500 Sec. 8-166 ---PAGE BREAK--- 12102 5300 Bldg. Maintenance & Services Bldg. Services & maintenance not covered by contract (estimated) 17,500 20,000 20,000 20,000 Custodial Supplies *Coast, Winer, Hayden, Aramark 8,000 15,000 15,000 15,000 HVAC maintenance - Falite (YTD - $18,772) 12,000 17,000 17,000 17,000 General Inspections and services ( Boiler, Elevator and Cells- Sprinklers etc.) 12,100 12,100 12,100 12,100 Outdoor Equip./Grounds Maint./Landscaping-Lawn mower, snowblower, sprinklers 3,000 3,000 3,000 3,000 Terminix 1,200 1,200 1,200 1,200 Property lockers - Male officers lockers - - - TOTAL 53,800 68,300 68,300 68,300 12102 5317 Training and Education MGL updates, mandated posters, Printed, Legal Updates, I.D. Manuals 5,500 5,500 5,500 5,500 Leadership and Supervisory Training & Dive Training (6 members) 13,500 13,500 13,500 13,500 Academy Training for 8 new recruits Tuition - 32,000 32,000 32,000 Mandated Training & Supplemental (Legal Updates/,K9 In-service) 1,000 1,000 1,000 1,000 Apple computers/Books for 8 New Recruits - 3,200 3,200 3,200 Recertification for Defensive Tactics & Taser Instructors training (x2) - - - - Inservice training 7,500 7,500 7,500 7,500 MA Police Accreditation 2,400 2,400 2,400 2,400 TOTAL 29,900 65,100 65,100 65,100 12102 5318 Medical - Active consults, medical costs and drug screens-Active / Retirees 40,000 50,000 50,000 50,000 TOTAL 40,000 50,000 50,000 50,000 12102 5320 Contracted Services Outreach Specialist 28,000 30,000 30,000 30,000 Evidence Room audit - Contracted service - 8,675 8,675 8,675 Toni Mertz (MUNIS-On Duty Payroll Link) est 16 hrs. - $130 p/hr. - - - - Sgt. Assessment Center - 10,000 10,000 10,000 Lt. Assessment Center - 10,000 10,000 10,000 TOTAL 28,000 58,675 58,675 58,675 Sec. 8-167 ---PAGE BREAK--- 12102 5326 Dive Team Replacement and repair of Robotics & tanks & truck repair/equip 3,000 6,000 6,000 6,000 TOTAL 3,000 6,000 6,000 6,000 12102 5341 Telephone & Communications Verizon/ AT&T - avg 17,200 17,200 17,200 17,200 SCC Systems- maintenance yearly 1,500 - - - Verizon Wireless - Cruiser air time- modems $40/month x 23 units 11,040 - - - Verizon Wireless & AT&T Mobility - 38,000 38,000 38,000 Comcast Internet Services / Cable / DCJIS Access 3,360 5,500 5,500 5,500 On Point Building Alarm Services (Instant Alarm) 360 400 400 400 CID / Specialty Units / Department cellphone coverage 26,000 - - - Tip 411 (Anonymous tip line) 4,200 - - - Code Red Yearly maintenance 15,397 16,000 16,000 16,000 Code Red Weather 500 520 520 520 TOTAL 79,557 77,620 77,620 77,620 12102 5381 Printing and Binding Bus. cards, Detail Slips, Warnings, Prop. Tags, Taxi Medallions, Public Safety Campaigns 8,500 8,500 8,500 8,500 Taxi/Constable card maker system 500 - - - TOTAL 9,000 8,500 8,500 8,500 12102 5384 Animal Care & Control Temporary housing for stray/dangerous animals & transportation- City of Salem 6,000 6,000 6,000 6,000 Kenneling and Veterinary Care for SPD K-9's - - - - TOTAL 6,000 6,000 6,000 6,000 12102 5421 Office Supplies (General) General Office supplies as needed (based on FY19 & YTD FY20 expenses) 28,000 28,000 28,000 28,000 TOTAL 28,000 28,000 28,000 28,000 12102 5585 Arms and Ammunition Ammo for mandatory state qualification and training of all officers/ new recruits 20,000 25,000 25,000 25,000 Instructor Firearm Recertification - 4,000 4,000 4,000 TOTAL 20,000 29,000 29,000 29,000 12102 5710 In-State Travel/Meetings In-State conferences, training, investigations, etc. - travel, EZ Pass ,parking, fees, etc. 1,000 1,000 1,000 1,000 TOTAL 1,000 1,000 1,000 1,000 Sec. 8-168 ---PAGE BREAK--- 12102 5720 Out-of-State Travel Any travel out of state for conferences, training, investigations, etc. 1,000 1,000 1,000 1,000 TOTAL 1,000 1,000 1,000 1,000 12102 5730 Dues and Subscriptions Plymouth County Commissioner- Vehicle Bid 200 200 200 200 NEMLEC Command Vehicle (1 install per year for 3 years) - - - - All police affiliations, dues, investigative databases subscriptions 18,500 18,500 18,500 18,500 (CLEAR, WEST, WESTLAW, MyPD/NIXLE App., etc.) - - TOTAL 18,700 18,700 18,700 18,700 12102 5775 Community Events 4th of July, Halloween ( Boston PD, NEMLEC, local PD's &Sheriff's Dept.) 42,900 70,000 70,000 70,000 National Night Out / Essex County Summer Program (buses/tuition) 3,000 3,000 3,000 3,000 Annual Opiate Awareness Day, Heroin Outreach, Citizens /Youth Police Academies 1,000 3,000 3,000 3,000 4 Week H.S. - Youth Team building Boot Camp & mentoring program - - - - Outreach materials - 4,788 4,788 4,788 TOTAL 46,900 80,788 80,788 80,788 12102 5862 Police Supplies & Equipment Gen. equip, radar & Sign Board maint, AED Batteries, Repl, Tint Meters 27,000 27,000 27,000 27,000 Motorola Solutions (new radios for new hires) 11,634 11,634 11,634 11,634 Motorola Solutions (batteries/microphones/chargers) 6,916 10,000 10,000 10,000 Cruiser Decals 500 - - - Simons (academy uniforms for new recruits - $400 ea.) - 3,200 3,200 3,200 Simons (Dispatcher clothing allowance) - 2,200 2,200 2,200 TRANSCOR (Paper for E-Citation Printers) 400 - - - TrafficLogix Speed Trailer - 14,000 14,000 14,000 Taser Supplies 3,500 3,500 3,500 3,500 125 archival boxes (per Bob Mulligan/SSU) - - - - CID surveillance & investigative equipment - - - - Lidar (2 @ $1,989) - 3,978 3,978 3,978 - TOTAL 49,950 75,512 75,512 75,512 TOTAL PROPOSED Police - 210 693,202 878,207 878,207 878,207 Sec. 8-169 ---PAGE BREAK--- Harbormaster Mission Statement-Why We Exist The primary mission of the Harbormaster Department is the preservation of life and protection of property in the waters and on the Islands of the City of Salem, including the enforcement of local, state, and in some cases, federal laws. Additionally, the department implements and maintains MTSA mandated security, provides management of the port area, public boating piers, gangways and floats as well as supervises the proper mooring of vessels and collection of associated fees within the jurisdiction. Significant Budget & Staffing Changes for FY 2022 The incremental increase to the state minimum wage will and newly mandated training will impact part-time labor costs. Recent Accomplishments  Participated as Safe Boating Task Force (COVID) member for EEA to establish safe boating regulations.  Oversaw installation of new facility for recreational mariners at Charlotte Fortin Park.  Coordinated COVID 19 Pandemic protocols within public access points and upon waterway.  Established a regional Task Force in partnership with MEP for efficient deployment of maritime assets.  Secured PSG-FEMA Funding for construction/procurement of Multi-Mission patrol/response craft.  Completed vessel propulsion equipment renewals utilizing PSG-FEMA  Led Port through regulatory Annual Compliance Exam.  Continued logistical advice and support for marina dredge project. Sec. 8-170 ---PAGE BREAK--- 2022 Goals and Objectives  Continue to work with the Salem Port Authority, Salem Planning Department, Salem Municipal Harbor Plan Committee, Consultants, and community stakeholders to assist with the Salem Harbor Master Plan.  Collaborate with USCG ATONS group to construct a new Bowditch Ledge Marker during calendar year 2021.  Complete Overhaul/Dry Dock Salem Wharf North Berth by fall 2021.  Repair/stabilize Deep-Water Berth and enhance mooring equipment for summer 2022.  Implement GIS-Cloud based harbor management program during fall of 2021. Sec. 8-171 ---PAGE BREAK--- Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY 2021 FY 2022 MOORING INFORMATION MOORINGS RECORDS 1440 1361 1350 1375 MOORINGS CATALOGED 1140 1036 1055 1025 SLIPS CATALOGED 300 325 305 350 MOORING / SLIP FEE'S COLLECTED 1306 1299 1325 1350 WARNING TAGS ISSUED 107 141 100 100 MOORING CALLS (UNAUTHORIZED USE OR BOATS HITTING) 23 32 30 30 POWER PLANT SERVICE FACILITY SECURITY RESPONSE 25 22 30 25 PASSENGER VESSEL ACTIVITY VESSEL ESCORT & ASSIST 5 1 5 2 LAW ENFORCEMENT FOUND/LOST/STOLEN BOATS 8 15 10 10 BREAKING AND ENTERING 2 2 3 2 ABANDONED BOATS 2 2 2 2 FUEL SPILLS 11 8 10 10 DOMESTICS/ PUBLIC COMPLAINT 12 22 10 10 LARCENY 6 2 5 2 MOVING & CITY VIOLATIONS 17/8 0/2 10/5 5/5 CASES THAT REACH COURT 5 0 5 2 WARNING/SAFETY STOP 93 50 90 90 LEAVING SCENE OF/ ACCIDENT 2 2 2 2 ARREST/PROTECTIVE CUSTODY 0 0 0 0 SAR RESPONSES (SEARCH & RESCUE) FATALITIES 0 0 0 0 MAYDAYS 22 41 25 35 GROUNDINGS SOFT 19 15 12 15 TOWS 48 59 45 45 DEWATERINGS (PREVENT SINKING) 66 79 60 50 FLARE SIGHTINGS 3 0 5 3 COLLISIONS 4 2 3 2 FIRES 7 ? Sec. 8-172 ---PAGE BREAK--- MANOVERBOARD 4 3 5 4 MED AID 10 19 10 10 OVERDUE 6 4 5 5 MUTUAL AID REQUESTS MARBLEHEAD 9 13 10 10 BEVERLY 13 21 10 10 MANCHESTER 3 5 3 5 COAST GUARD 14 28 10 10 MEP 6 3 5 5 OTHER CALLS 502 621 450 600 How FY 2022 Departmental Goals Relate to City’s Overall Long & Short Term Goals  Collaborate for thoughtful planning, potential use and subsequent development along Salem’s waterfront.  Promote and complete projects to increase safe access and use of the waterway.  Develop and continue planned improvements at the DPA to promote maritime commerce.  Continued use of technology for efficient waterway management. Sec. 8-173 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Harbor Master - Personnel 110 12951 5111 SALARIES-FULL TIME 224,391.50 229,928.51 229,928.51 131,643.92 238,662.29 238,662.29 238,662.29 110 12951 5113 SALARIES-PART TIME 99,476.03 97,000.00 97,000.00 67,650.20 105,019.00 105,019.00 105,019.00 110 Total Harbor Master - Personnel 268,079.78 326,928.51 326,928.51 199,294.12 343,681.29 343,681.29 343,681.29 5.12% Harbor Master - Expenses 110 12952 5211 ELECTRICITY 2,017.92 2,500.00 2,500.00 1,602.46 2,500.00 2,500.00 2,500.00 110 12952 5244 VEHICLE REPAIR AND M 8,491.85 10,725.00 10,725.00 6,895.60 10,725.00 10,725.00 10,725.00 110 12952 5317 EDUCATIONAL TRAINING 2,071.45 3,225.00 3,225.00 628.00 3,000.00 3,000.00 3,000.00 110 12952 5320 CONTRACTED SERVICES 908.22 1,400.00 1,400.00 0.00 1,550.00 1,550.00 1,550.00 110 12952 5341 TELEPHONE 4,646.36 4,800.00 4,800.00 4,328.23 5,200.00 5,200.00 5,200.00 110 12952 5353 HAULING FLOATS/BOATS 5,482.50 4,500.00 4,500.00 2,928.80 4,500.00 4,500.00 4,500.00 110 12952 5381 PRINTING AND BINDING 735.00 750.00 750.00 750.00 775.00 775.00 775.00 110 12952 5421 OFFICE SUPPLIES (GEN 1,487.20 1,500.00 1,500.00 697.65 1,500.00 1,500.00 1,500.00 110 12952 5481 GASOLINE/DIESEL FUEL 11,095.68 12,500.00 12,500.00 7,721.01 12,150.00 12,150.00 12,150.00 110 12952 5791 UNIFORMS 548.00 2,200.00 2,200.00 150.00 2,200.00 2,200.00 2,200.00 110 Total Harbor Master - Expenses 36,399.79 44,100.00 44,100.00 25,701.75 44,100.00 44,100.00 44,100.00 0.00% 110 Department Total 304,479.57 371,028.51 371,028.51 224,995.87 387,781.29 387,781.29 387,781.29 4.52% Sec. 8-174 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 MCHUGH WILLIAM 110 HARBORMASTER 12951-5111 HARBORMASTER 7/12/2011 88,476.35 1,762.71 1.00 1 100% 91,837.19 91,837.19 91,837.19 MCHUGH WILLIAM 110 HARBORMASTER 12951-5111 Port Authority Director 100% - - - MULLIGAN PATRICK 110 HARBORMASTER 12951-5111 Office Manager/Asst 7/1/13 51,972.72 1,035.45 1.00 1 100% 53,946.95 53,946.95 53,946.95 LATTRELL SETH 110 HARBORMASTER 12951-5111 Port Authority Deputy Planner 08/12/19 89,479.44 1,782.69 1.00 1 100% 92,878.15 92,878.15 92,878.15 229,928.51 3.00 Total Full Time - 5111 238,662.29 238,662.29 238,662.29 Seasonal PT Positions: Pump Out 110 HARBORMASTER 12951-5113 Pump Out Operators Deckhand/Utility 110 HARBORMASTER 12951-5113 Deckhand/Utility Patrol - Regular & Peak Weekdays/W110 HARBORMASTER 12951-5113 Assistant Harbormaster Clerk 110 HARBORMASTER 12951-5113 Clerk McCabe Marina Personnel 110 HARBORMASTER 12951-5113 Assistant Harbormaster Total Part Time - 5113 97,000.00 0.00 Total Part Time - 5113 105,019.00 105,019.00 105,019.00 Full-Time Equivalent Employees: FY 2020 2.00 326,928.51 3.00 Department Total 343,681.29 343,681.29 343,681.29 FY 2021 3.00 FY 2022 3.00 Variance 21 vs. 22 0.00 MCHUGH WILLIAM 110 HARBORMASTER 12951-5111 HARBORMASTER 94.70% Footprint - CBA Money 12951-5111 5.30% NOTE - Footprint CBA money will be deposited into the Harbormasters Receipts Reserved Fund. This money is then appropriated to cover Harbormaster Expenses including Salary increase. Footnote: Footprint has provided $180k, mitigation funding, to be used to establish a Salem Port Authority Sec. 8-175 ---PAGE BREAK--- HARBORMASTER - 110 ORG EXPENSE TITLE Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 12952 5211 ELECTRICITY General electrical costs 2,500 2,500 2,500 2,500 TOTAL 2,500 2,500 2,500 2,500 12952 5244 VEHICLE REPAIR AND MAINTENANCE These funds allow for department vessels and their trailers to receive routine maintenance and repa 10,725 10,725 10,725 10,725 from mechanical or electrical failure. Due to the harsh salt water environment, all equipment suffer adverse effects even with proactive maintenance. TOTAL 10,725 10,725 10,725 10,725 12952 5317 EDUCATIONAL TRAINING Dues to the Harbormaster Association and CHAMP ($450) for Harbormaster and Assistants. 3,225 3,000 3,000 3,000 Organization(s) provides training and the nexus for state recognized certification. Also, this item provides for TOTAL Law Enforcement Training through the Massachusetts Police Training Council and USCG License Ed 3,225 3,000 3,000 3,000 12952 5320 Contracted Services Annual printing, postage and costs associated with processing slip and mooring permit applications by the deputy collector, Kelly & Ryan. 1,400 1,550 1,550 1,550 TOTAL 1,400 1,550 1,550 1,550 12952 5341 TELEPHONE & COMMUNICATIONS The office phone equipment operates on a 4-phone line rollover system . This allows multiple calls to be transferred to open lines for timely dispatch of units in an emergency. Also, a Verizon cellular phone is assigned to the Harbormaster, Watch Officer, and Office Staff for a total of three devices. 4,800 5,200 5,200 5,200 This arrangement allows for call forwarding and unimpeded communications between mariners and department staff on a 24/7/365 basis. Currently, many calls are received by telephone, which historically were broadcast on VHF marine radios. Also, internet costs are funded with this item. TOTAL 4,800 5,200 5,200 5,200 12952 5353 HAULING FLOATS/BOATS These funds are used to pay marine trucking contractors to haul out and properly secure abandoned boats on land before they become a hazard. Legal action is taken against derelict owners. If the 1,000 1,000 1,000 1,000 vessels are deemed abandoned by the court, they are auctioned or destroyed depending on condition. - Also parts and minor repairs to City floats and ground tackle systems are funded with these monies. - Hauling Floats money moved from Park & Rec budget - FY 2015 3,500 3,500 3,500 3,500 TOTAL 4,500 4,500 4,500 4,500 Sec. 8-176 ---PAGE BREAK--- 12952 5381 PRINTING AND BINDING Mooring and slip permit decals are funded through this item. 750 775 775 775 TOTAL 750 775 775 775 12952 5421 OFFICE SUPPLIES (GENERAL) General Office & Medical Supplies as needed 1,500 1,500 1,500 1,500 TOTAL 1,500 1,500 1,500 1,500 12952 5481 GASOLINE/DIESELFUEL Fuel and oil to operate the department's boats. 12,500 12,150 12,150 12,150 TOTAL 12,500 12,150 12,150 12,150 12952 5791 UNIFORMS Defrays costs to employees for uniforms, duty equipment and survival gear. 2,200 2,200 2,200 2,200 TOTAL 2,200 2,200 2,200 2,200 TOTAL PROPOSED HARBORMASTER - 110 44,100 44,100 44,100 44,100 Sec. 8-177 ---PAGE BREAK--- Inspectional Services – Building/Plumbing/Gas Inspections Mission Statement – Why We Exist The Department is responsible for receiving, reviewing, and issuing all Building, Plumbing and Gas Permits. Most of these permits require at least one inspection. The department also handles large amounts of complaints and inquiries regarding housing, zoning, and City Ordinance compliance Significant Budget & Staffing Changes for FY 2022 No significant staffing changes for FY2022 Recent Accomplishments  Received and processed approx. 1372 building permits with values of $121,253,132 and collection of fees of $8,456,207  Received and processed 1279 gas and plumbing permits, collecting $ 125,390 in fees.  Assisted Fire, Health, Police, Electrical and many other Departments with numerous inspections and miscellaneous problems.  Performed inspections, increased 304 certificates, 90 issued with $8,500 in fees and 110 Inspections totaling 155 with fees of $8,470.00 FY 2022 Goals & Objectives  Will attempt to track numbers and source of calls made to the department.  Additional coordination of annual inspections and enforcement actions.  Will coordinate with health and Data Processing to select new software program that would tie all inspectional services together as well as much simplified reporting of activities. Sec. 8-178 ---PAGE BREAK---  Will increase the 21D Ticket program for chronic offenders. Outcomes and Performance Measures Actual Actual Estimated Projected FY 2019 FY 2020 FY 2021 FY 2022 Annual Number of permits--- Building, plumbing and Gas and certificates of inspection 1372 1618 Revenue 84,246,207 $8,598,567 How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals This Department’s goal is to continually update the new View Permit Cloud software. We also are updating hardware for plan review electronically as we strive to eliminate as much paper as possible. We continue to support many Departments with projects and Handicap compliance issues. Sec. 8-179 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Public Property - Personnel 220 12411 5111 SALARIES-FULL TIME 561,386.38 598,115.70 598,115.70 315,864.67 613,049.09 613,049.09 613,049.09 220 12411 5113 SALARIES-PART TIME 28,101.65 27,050.64 27,050.64 15,876.55 27,944.88 27,944.88 27,944.88 220 12411 5131 OVERTIME (GENERAL) 2,530.22 5,000.00 5,000.00 2,102.23 5,000.00 5,000.00 5,000.00 220 Total Public Property - Personnel 499,863.23 630,166.34 630,166.34 333,843.45 645,993.97 645,993.97 645,993.97 2.51% Public Property - Expenses 220 12412 5295 SAFETY GEAR 796.92 1,500.00 1,500.00 1,008.93 1,500.00 1,500.00 1,500.00 220 12412 5320 CONTRACTED SERVICES 11,191.00 20,150.00 20,150.00 7,221.00 20,150.00 20,150.00 20,150.00 220 12412 5381 PRINTING AND BINDING 434.00 450.00 450.00 75.00 450.00 450.00 450.00 220 12412 5421 OFFICE SUPPLIES (GEN 1,098.94 2,000.00 2,000.00 850.00 2,000.00 2,000.00 2,000.00 220 12412 5451 CUSTODIAL SUPPLIES 6,848.49 13,000.00 13,000.00 5,500.00 9,000.00 9,000.00 9,000.00 220 12412 5710 IN STATE TRAVEL/MEETINGS 10,484.35 12,000.00 12,111.92 10,511.92 12,000.00 12,000.00 12,000.00 220 12412 5713C EXPENSES-CLEAN IT/LIEN IT 15,707.76 2,000.00 2,000.00 1,350.00 2,000.00 2,000.00 2,000.00 220 12412 5778 SEALER WEIGHTS & MEASURERS EX 1,000.00 1,000.00 1,000.00 0.00 1,000.00 1,000.00 1,000.00 220 Total Public Property - Expenses 48,253.02 52,100.00 52,211.92 26,516.85 48,100.00 48,100.00 48,100.00 -7.88% 220 Department Total 548,116.25 682,266.34 682,378.26 360,360.30 694,093.97 694,093.97 694,093.97 1.72% Sec. 8-180 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 CUMMINGS STEPHEN 220 PUBLIC PROP-INSP 12411-5111 Asst. Bldg Insp-Sanitrian 8/22/17 59,629.01 1,187.98 1.00 1 100% 61,893.83 61,893.83 61,893.83 GUIDA MICHAEL 220 PUBLIC PROP-INSP 12411-5111 PLUMBING & GAS INSP 66,763.59 1,330.12 1.00 1 100% 69,299.32 69,299.32 69,299.32 MICHAEL 220 PUBLIC PROP-INSP 12411-5111 Asst Dir of City Facilities 9/29/11 67,364.51 1,342.10 1.00 1 100% 69,923.43 69,923.43 69,923.43 ORFANOS STAVROULA 220 PUBLIC PROP-INSP 12411-5111 ASST BUILDING INSPEC 58,564.50 1,166.77 1.00 1 100% 60,788.91 60,788.91 60,788.91 ST PIERRE THOMAS 220 PUBLIC PROP-INSP 12411-5111 INSPECTIONAL SERV DIR 4/2/1998 99,389.18 1,980.12 1.00 1 100% 103,164.43 103,164.43 103,164.43 TO BE FILLED 220 PUBLIC PROP-INSP 12411-5111 Facilities Director 44,392.92 1.00 1 100% 90,000.00 90,000.00 90,000.00 12411-5111 AFSCME 202,011.99 4.00 Total AFSCME 1818 157,979.17 157,979.17 157,979.17 598,115.71 10.00 Total Full Time - 5111 613,049.09 613,049.09 613,049.09 DOYLE JOHN 220 PUBLIC PROP-INSP 12411-5113 SEALER WEIGHTS/MEAS 1/2/2008 27,050.64 536.37 19 hours per wk 27,944.88 27,944.88 27,944.88 27,050.64 Total PartTime - 5113 27,944.88 27,944.88 27,944.88 220 PUBLIC PROP-INSP 12411-5131 OVERTIME-CUSTODIANS 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00 Overtime - 5118 5,000.00 5,000.00 5,000.00 Full-Time Equivalent Employees: FY 2020 9.00 630,166.34 10.00 Department Total 645,993.97 645,993.97 645,993.97 FY 2021 10.00 FY 2022 10.00 Variance 21 vs. 22 0.00 Sec. 8-181 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 CONNOLLY JONATHAN 220 PUBLIC PROP-INSP 12411-5111 SR BLDG CUST 7/25/16 1 52,323.60 25.30 1.00 1,012.06 1.000 1,012.06 52,728.33 52,728.33 52,728.33 Connolly - Shift Differential 220 PUBLIC PROP-INSP 12411-5111 Base Rate X 9% 3,282.98 2.27 91.09 1.000 91.09 4,745.79 4,745.79 4,745.79 KIRKPATRICK MARCIA 220 PUBLIC PROP-INSP 12411-5111 PRINCIPAL CLERK 10/28/2000 2 50,888.72 28.45 1.00 995.87 1.000 995.87 51,884.83 51,884.83 51,884.83 MURTAGH SALLY 220 PUBLIC PROP-INSP 12411-5111 PRINCIPAL CLERK 03141989 2 48,498.64 28.45 1.00 995.87 1.000 RODRIGUEZ ANTONIO 220 PUBLIC PROP-INSP 12411-5111 JR BLDG CUST 7/1/2018 1 47,018.05 22.74 1.00 909.44 1.000 909.44 10/18/2021 942.82 15 37.1 48,620.22 48,620.22 48,620.22 NEW 220 PUBLIC PROP-INSP 12411-5111 PRINCIPAL CLERK 48,498.64 28.45 1.00 995.87 1.000 995.87 51,884.83 51,884.83 51,884.83 202,011.99 4.00 157,979.17 157,979.17 157,979.17 Sec. 8-182 ---PAGE BREAK--- PUBLIC PROPERTY - INSPECTIONS - 220 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 12412 5295 SAFTY GEAR Hard hats, protective eyewear, etc. for inspectors 1,500 1,500 1,500 1,500 TOTAL Moved to office supplies 1,500 1,500 1,500 1,500 12412 5320 CONTRACTED SERVICES Contracted Services - Temp Plumbing Inspector to cover vacations/sick/etc. 4,000 4,000 4,000 4,000 Contract Services-Enforcement support for short term rental properties 6,650 6,650 6,650 6,650 Professional Building Cleaning Services 9,500 9,500 9,500 9,500 TOTAL 20,150 20,150 20,150 20,150 12412 5381 Printing and Binding For printing and binding of zoning book and maps Letter Head & Envelopes 450 450 450 450 TOTAL 450 450 450 450 12412 5421 General Office supplies General office supplies as needed 2,000 2,000 2,000 2,000 TOTAL 2,000 2,000 2,000 2,000 14112 5451 CUSTODIAL SUPPLIES Coast Maintenance - Custodial supplies 6,700 6,700 6,700 6,700 Delandes Supply - Electrical supplies 300 300 300 300 State Chemical - Custodial chemicals 1,000 1,000 1,000 1,000 Winer Brothers - Misc. supplies 1,000 1,000 1,000 1,000 Less amount left in DPS for their building 4,000 - - - TOTAL 13,000 9,000 9,000 9,000 12412 5710 IN-STATE TRAVEL/MEETING Mileage and seminar reimbursements for 4 full time and one part time inspector 12,000 12,000 12,000 12,000 TOTAL 12,000 12,000 12,000 12,000 12412 5713C EXPENSES-CLEAN IT/LIEN IT Clean it or lien it- Monies to secure vacant buildings etc. Monies expended are recovered 2,000 2,000 2,000 2,000 through leaning TOTAL 2,000 2,000 2,000 2,000 12412 5778 SEALER WEIGHTS & MEASURERS EXPENSES Misc. supplies 1,000 1,000 1,000 1,000 TOTAL 1,000 1,000 1,000 1,000 TOTAL PROPOSED PUBLIC PROPERTY - INSPECTIONS - 220 52,100 48,100 48,100 48,100 Sec. 8-183 ---PAGE BREAK--- Inspectional Services – Board of Appeals Mission Statement – Why We Exist The Building Department is responsible for reviewing and issuing Building permits and to inspect these projects for compliance with both the State Building Code as well as the Architectural Access Board Regulations. We also enforce Salem Zoning. Under this Department are our Plumbing and Gas Inspector and the part time Sealer of weights and measures. We frequently assist other Inspectional teams, (Electrical, Fire and Health as well as Salem P.D) on several life safety and quality of life issues. This Department also consults on construction projects throughout the City. Significant Budget & Staffing Changes for FY 2022 No significant changes. Recent Accomplishments Online applications have recently become available FY 2022 Goals & Objectives To continue the on-line applications and streamlining the process Sec. 8-184 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Public Property - Board of Appeals - Expenses 220 11762 5306 ADVERTISING - 400.00 800.00 484.58 400.00 400.00 400.00 220 11762 5317 EDUCATIONAL TRAINING - 500.00 500.00 0.00 500.00 500.00 500.00 220 11762 5381 PRINTING AND BINDING - 200.00 200.00 0.00 200.00 200.00 200.00 220 11762 5421 OFFICE SUPPLIES (GEN - 100.00 100.00 0.00 100.00 100.00 100.00 220 220 Total Public Prop - B of A - Expense - 1,200.00 1,600.00 484.58 1,200.00 1,200.00 1,200.00 -25.00% Sec. 8-185 ---PAGE BREAK--- PUBLIC PROPERTY - BOARD OF APPEALS - 220 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11762 5306 ADVERTISING Advertising for meetings. 400 400 400 400 TOTAL 400 400 400 400 11762 5317 EDUCATIONAL TRAINING Professional development, board trainings , etc. 500 500 500 500 TOTAL 500 500 500 500 11762 5381 PRINTING AND BINDING Letter head, envelopes. 200 200 200 200 TOTAL 200 200 200 200 11762 5421 OFFICE SUPPLIES Miscellaneous office supplies as needed 100 100 100 100 TOTAL 100 100 100 100 TOTAL PROPOSED PUBLIC PROPERTY - BOARD OF APPEALS - 220 1,200 1,200 1,200 1,200 Sec. 8-186 ---PAGE BREAK--- Inspectional Services – Fixed Costs Mission Statement – Why We Exist Fixed costs are related to rental costs and utilities for City Hall, City Hall Annex, and Council on Aging. Additionally, city wide postage is included in this section. Significant Budget & Staffing Changes for FY 2022 No significant changes. Sec. 8-187 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Public Property - Fixed Costs 220 11962 5211 ELECTRICITY 73,400.78 61,600.00 61,785.62 60,185.62 61,600.00 61,600.00 61,600.00 220 11962 5212 HVAC/Water-120 Washington St 1,369.35 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 220 11962 5216 OIL HEAT 29,853.91 40,000.00 40,800.00 10,030.27 40,000.00 40,000.00 40,000.00 220 11962 5271 CITY HALL ANNEX 428,008.99 460,000.00 491,991.00 491,991.00 460,000.00 460,000.00 460,000.00 11962 5274 ANNEX RENT TAXES - - - 0.00 - - - 220 11962 5341 TELEPHONE 7,208.42 7,800.00 7,800.00 3,210.25 7,800.00 7,800.00 7,800.00 220 11962 5342 POSTAGE 103,352.82 115,000.00 115,000.00 62,935.09 125,000.00 125,000.00 125,000.00 220 Total Public Prop - Fixed Expense 583,617.49 685,900.00 718,876.62 629,852.23 695,900.00 695,900.00 695,900.00 -3.20% 220 Department Total 583,617.49 685,900.00 718,876.62 629,852.23 695,900.00 695,900.00 695,900.00 -3.20% Sec. 8-188 ---PAGE BREAK--- PUBLIC PROPERTY - FIXED COSTS - 220 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11962 5211 Electricity Council on Aging 20,700 20,700 20,700 20,700 90 Washington Street 17,250 17,250 17,250 17,250 City Hall 23,650 23,650 23,650 23,650 TOTAL 61,600 61,600 61,600 61,600 11962 5212 HVAC/Water 120 Washington Street Water 90 Washington street 1,500 1,500 1,500 1,500 TOTAL subject to change 1,500 1,500 1,500 1,500 11962 5216 Oil & Gas Heat Gas for 90 Washington 40,000 40,000 40,000 40,000 Oil for 93 Washington and Council on Aging TOTAL 40,000 40,000 40,000 40,000 11962 5271 CITY HALL ANNEX Rent 90 Washington street 425,000 425,000 425,000 425,000 90 Washington Street 69% of building 35,000 35,000 35,000 35,000 TOTAL 460,000 460,000 460,000 460,000 11962 5274 ANNEX RENT TAXES TOTAL - - - - 11962 5341 TELEPHONE 7,800 7,800 7,800 7,800 TOTAL 7,800 7,800 7,800 7,800 11962 5342 POSTAGE Mailing for City Hall . Note this fee has increased due to the increase in postage 115,000 125,000 125,000 125,000 City Clerk - Census, Dog License Collectors - Excise Tax, Real Estate Miss. Mail of all Department TOTAL 115,000 125,000 125,000 125,000 TOTAL PROPOSED PUBLIC PROPERTY - FIXED COSTS - 220 685,900 695,900 695,900 695,900 Sec. 8-189 ---PAGE BREAK--- Health Department Mission Statement-Why We Exist The mission of the Salem Board of Health is to deliver public health services to residents, businesses and visitors to benefit the culturally diverse population of the City of Salem. Public health includes preventing and monitoring disease, providing health education and enforcing public health codes and regulations. This mission is accomplished through the core values of public health which are to prevent, promote, and protect. Significant Budget & Staffing Changes for FY 2022 The Board of Health continues to work on the Healing Communities Study through Boston Medical Center, as part of this grant Meaghan Bransfield was hired as the Community Coordinator for the study. In response to inspections that were not done due to the COVID-19 pandemic the Board of Health is requesting that a part time Sanitarian position be increased to full time to support the environmental inspections and changes in the Certificate of Fitness ordinance. This will allow for the reallocation of duties. Staff has begun using an enhanced the online permitting and inspections software, Viewpoint Cloud to issue permits and conduct some inspections. Recent Accomplishments  The Board of Health spent much of FY21 working on COVID-19 pandemic response  Board of Health staff investigated approximately 4000, cases of COVID-19 in the community.  Board of Health staff investigated approximately 2,500 complaints of COVID rules and regulations.  The Board of Health investigated 260 cases of reportable contagious diseases.  The City of Salem has been identified as a Phase 1 community in the National Institutes of Health Healing Communities Study, the Board of Health will be the contact for this study and grant.  The Health and Wellness Coordinator continues to work on the Food Farm at Mack Park project,  The Health and Wellness Coordinator conducts Taste and Talk events at senior living facilities in the City.  The Health and Wellness Coordinator organized and ran the Food for Thought Festival in the fall. This is planned as an annual event.  Responded to numerous emergency calls from Police and Fire Departments.  Coordinates the Salem Overdose Awareness and Use Reduction Coalition, webpage www. Salem.com/opiate.  Provided a community Health information program including, Blog, Facebook and Twitter presence.  Provided vaccination clinics for influenza to seniors, city retirees, employees and residents.  Ensured compliance with conditions set for various developments.  Ensured compliance with tobacco regulations. Sec. 8-190 ---PAGE BREAK---  Enforced the State Sanitary Code for housing, food establishments bathing beaches, swimming pools and other permitted facilities conducting over 1600 inspections.  Provided sanitary inspections for problem areas in neighborhoods.  Addressed increased complaints through” See Click Fix Tool”.  Participated in community health and wellness fairs at Salem High School, Collins Middle School and other locations on the North Shore.  In conjunction with other North Shore communities and North Shore Elder Services participant in task force to handle hoarding issues in Salem.  Coordinate a region wide Asthma reduction program that provides information on multi-unit housing owners on smoke free housing, Integrated pest management and smoking cessation programs.  Participated in a reciprocal agreement with the City of Beverly to allow residents of both communities to participate in household hazardous waste collections twice per year. Collected hazardous waste from over 200 households.  Conducts active surveillance and follow up of communicable disease reports through the state MAVEN online system.  Participated with Salem Police Department and Mayor’s office “International Overdose Awareness Day” and “National Night Out”.  Participated in Youth Substance Abuse Prevention grant with Lynn, Marblehead and Swampscott that focuses on underage drinking and substance use prevention.  Assisted local communities in communicable disease response, immunization clinics. FY 2022 Goals & Objectives  Continue enforcing the 6 General laws, 17 State regulations, 28 Board of Health Regulations and City Ordinances we are directly responsible for, especially Food, Housing, Certificate of Fitness, Trash and Public Nuisance laws.  Increase part time Sanitarian position to full time to focus on enforcement of the new Certificate of Fitness ordinance.  Continue Community Health improvement program geared towards reducing chronic disease risks within Salem, thus improving the health of the community.  The Community Health and Wellness Coordinator will continue working on community health and wellness programs to enhance community health and wellness programming.  Continue ongoing Staff development to improve the service delivery to the community.  Improve communication with residents to improve general health and well-being and resolve citizen concerns.  Use Technology to improve efficiencies and responsibilities in complaint tracking, inspection, and increase and service delivery to residents.  Limit the exposure and incidence of infectious diseases through investigation, detection and prevention.  Participate in an opiate risk reduction program with Lynn and Peabody.  Respond to residents’ concerns regarding illness and sanitation issues.  Maintain an inventory of vaccines and biologics for City sponsored clinics.  Provide immunization clinics and educational seminars.  Ensure that the public health policies of the Board, City and State are followed.  Maintain preparedness for public health emergencies.  Maintain and strengthen working relationships with other City departments. Sec. 8-191 ---PAGE BREAK---  Use the media and other avenues as a tool for disseminating information regarding public health concerns and education.  Comply with Massachusetts Dept of Public Health regulations regarding inspection requirements for establishments governed by the State Sanitary Code.  Respond to residents’ public health concerns.  Manage regional Shared Public Health services grant of over $250,000.  Manage Regional Asthma grant of $165,000.  Enable staff to attend conferences and training to acquire/maintain credentials necessary to perform their duties and enhance their skill sets. Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY 2021 FY 2022 Number of inspections (not all inspections listed below) 2590 4000 7500 Number of permits issued from the Board of Health 2191 1830 2500 2500 Number of Death Certificates processed/issued 501 597 550 750 Number of trash and general nuisance inspections 1049 1125 1200 1500 Number of Certificate of Fitness inspections/re-inspections [PHONE REDACTED] 1500 Number of food establishment inspections/re-inspections 263 175 600 800 Temporary Food Establishments /permits 1760 100 300 600 Body art establishments 13 6 15 20 Recreational camp inspections 25 15 25 35 Pool inspections 30 20 25 35 Swimming beach sampling 92 132 120 150 Total number of communicable disease investigations 563 [PHONE REDACTED] Flu Shots Administered 365 360 350 400 How FY 2022 Departmental Goals Relate to City’s Overall Long-Term & Short-Term Goals  Reduce the number of trash complaints through education and active enforcement with increased staffing.  Reduce the number of housing complaints through landlord outreach, scheduled inspections, education, and active enforcement of the Certificate of Fitness Ordinance.  Continue working on Problem Properties task force with other municipal departments to address blighted properties and get them addressed or placed into receivership.  Increase programs that will reduce risk factors and impact of chronic disease.  Increase delivery of services and response by increasing use of technology.  Enhance skill sets in the departmental staff that will impact better public health protections for community.  Participate in an Opiate overdose reduction project with Lynn and Peabody to reduce the opiate use and overdoses in Salem.  Actively participate in the Healing Communities Study with a goal of reducing opiate related overdose deaths by 40%. Sec. 8-192 ---PAGE BREAK---  Participate in Youth Substance use and reduction project with Lynn, Marblehead, and Swampscott to inform and educate youth and parents on developing coping skills to face the challenges of substance use in the community.  Improve messaging on Public health topics through use of social media.  Work with department staff to start new public health programs, i.e., North Shore Mothers Visiting Partnership.  Revive the Salem Regional Elder Assistance Coordinating Team (Salem REACT) to identify elders at risk and provide services to elders in need.  Work with the Public Health Nurse and staff at Life-Bridge to examine the feasibility of offering other vaccinations i.e., Hepatitis A and TB Screenings, to the homeless population in Salem.  Apply for regional Public Health Shared Services grant through DPH Sec. 8-193 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Health - Personnel 120 15101 5111 SALARIES-FULL TIME 435,972.41 442,564.41 442,564.41 253,501.37 571,262.83 568,539.83 568,539.83 120 15101 5113 SALARIES-PART TIME 31,079.45 43,498.73 43,498.73 15,111.46 15,140.52 15,140.52 15,140.52 120 15101 5131 OVERTIME (GENERAL) 14,826.81 5,000.00 5,000.00 2,871.43 5,000.00 5,000.00 5,000.00 120 15101 5150 FRINGE/STIPENDS 4,500.00 4,500.00 4,500.00 2,625.00 4,500.00 4,500.00 4,500.00 120 Total Health - Personnel 403,044.91 495,563.15 495,563.14 274,109.26 595,903.35 593,180.35 593,180.35 19.70% Health - Expenses 120 15102 5218 HHWD 11,233.34 13,500.00 20,145.00 20,145.00 15,000.00 15,000.00 15,000.00 120 15102 5306 ADVERTISING - 720.00 720.00 350.00 720.00 720.00 720.00 120 15102 5318 DENTAL/MEDICAL SERVI 1,645.85 3,600.00 3,600.00 1,990.65 3,600.00 3,600.00 3,600.00 120 15102 5320 CONTRACTED SERVICES 12,206.37 23,379.00 36,734.00 3,133.54 48,379.00 48,379.00 48,379.00 120 15102 5396 ENVIRONMENTAL HEALTH 2,275.17 4,050.00 4,050.00 3,459.63 4,050.00 4,050.00 4,050.00 120 15102 5421 OFFICE SUPPLIES (GEN 1,513.05 2,250.00 2,349.45 1,133.44 2,500.00 2,500.00 2,500.00 120 15102 5710 IN STATE TRAVEL/MEETINGS - 810.00 810.00 700.00 810.00 810.00 810.00 120 15102 5785 RODENT CONTROL 9,800.00 9,000.00 9,200.00 6,200.00 10,000.00 10,000.00 10,000.00 120 15102 5786 BEACH WATER ANALYSIS 510.00 720.00 720.00 720.00 800.00 800.00 800.00 120 Total Health - Expenses 49,462.25 58,029.00 78,328.45 37,832.26 85,859.00 85,859.00 85,859.00 9.61% 120 Department Total 452,507.16 553,592.15 573,891.59 311,941.52 681,762.35 679,039.35 679,039.35 18.32% Sec. 8-194 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 DAVIS MAUREEN 120 HEALTH 15101-5111 BOARD CLERK 2,000.00 500.00 B 4 2,000.00 2,000.00 2,000.00 GREENBAUM DAVID 120 HEALTH 15101-5111 HEALTH AGENT 1/30/2019 89,529.11 1,783.68 1.00 1 100% 101,952.73 99,229.73 99,229.73 MURPHY KERRY 120 HEALTH 15101-5111 HEALTH & WELLNESS CO-ORD 48,092.22 958.14 1.00 1 100% 52,342.29 52,342.29 52,342.29 BRANSFIELD MEAGHAN 120 HEALTH 15101-5111 COMMUNITY COORDINATOR 9/22/20 - 990.39 1.00 1 100% 51,599.32 51,599.32 51,599.32 15101-5111 AFSCME 302,943.09 6.00 Total AFSCME 1818 363,368.49 363,368.49 363,368.49 442,564.41 9.00 Total Full Time - 5111 571,262.83 568,539.83 568,539.83 MANCINI JANET 120 HEALTH 15101-5113 PT CODE ENFORCEMENT OFFICER 7/6/16 28,358.21 - Moved to FT AFSCME - - - REALE JOSEPH 120 HEALTH 15101-5113 PT CODE ENFORCEMENT OFFICER 9/21/2007 15,140.52 290.61 P 9.5 Hrs/wk 15,140.52 15,140.52 15,140.52 *Mancini added to FT Sanitarian on AFSCME 1818 sheet 43,498.73 Total Part Time - 5113 15,140.52 15,140.52 15,140.52 120 HEALTH 15101-5131 Overtime 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00 Total Overtime - 5131 5,000.00 5,000.00 5,000.00 120 HEALTH 15101-5150 Mileage stipend 4,500.00 4,500.00 3.0 4,500.00 4,500.00 4,500.00 4,500.00 Total Stipends - 5150 4,500.00 4,500.00 4,500.00 Full-Time Equivalent Employees: FY 2020 6.00 495,563.15 9.00 Department Total 595,903.35 593,180.35 593,180.35 FY 2021 8.00 FY 2022 9.00 Variance 21 vs. 22 1.00 Sec. 8-195 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 BAROSY JEFFREY 120 HEALTH 15101-5111 SANITARIAN 4/27/15 3 61,648.09 34.07 1.00 1,192.41 1.000 1,192.41 62,124.56 62,124.56 62,124.56 DARMODY SUZANNE 120 HEALTH 15101-5111 PUB HLTH NURSE 8/19/2016 3 62,545.57 34.56 1.00 1,209.76 1.000 1,209.76 63,028.50 63,028.50 63,028.50 DAVIS MAUREEN 120 HEALTH 15101-5111 PRINCIPAL CLERK 4/24/2007 2 51,486.24 28.45 1.00 995.87 1.000 995.87 51,884.83 51,884.83 51,884.83 GAGAKIS ELIZABETH 120 HEALTH 15101-5111 SR. SANITARIAN 1/7/2008 3 66,075.38 36.52 1.00 1,278.04 1.000 1,278.04 66,585.88 66,585.88 66,585.88 DUHAIME JANICE 120 HEALTH 15101-5111 SANITARIAN - Step II/I 10/19/16 3 61,648.09 34.07 1.00 1,192.41 1.000 1,192.41 62,124.56 62,124.56 62,124.56 MANCINI JANET 120 HEALTH 15101-5111 SANITARIAN - Step 1 10/19/16 3 (460.27) 30.59 1.00 581.21 1.000 581.21 57,620.16 57,620.16 57,620.16 302,943.09 6.00 363,368.49 363,368.49 363,368.49 Sec. 8-196 ---PAGE BREAK--- HEALTH - 120 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 15102 5218 HOUSEHOLD HAZARDOUS WASTE DAY Cost of disposal of Hazardous waste from residents event shared with the City of Beverly. 13,500 15,000 15,000 15,000 Salem residents access Beverly Household Hazardous Waste day in Spring TOTAL 13,500 15,000 15,000 15,000 15102 5306 ADVERTISING Public Health alerts, such as for Seasonal Flu, Avian Flu, other contagious diseases 720 720 720 720 and legal notices required for regulations. TOTAL 720 720 720 720 15102 5318 DENTAL/MEDICAL SERVICES General medical supplies as needed 3,600 3,600 3,600 3,600 Increase to accommodate the $2000.00 to participate in the coalition as TOTAL agreed upon in the contract with MAPC. 3,600 3,600 3,600 3,600 15102 5320 CONTRACTED SERVICES Mack Park Food Farm - 25,000 25,000 25,000 Rental property inspections per City Ordinance 23,379 23,379 23,379 23,379 TOTAL 23,379 48,379 48,379 48,379 15102 5396 ENVIRONMENTAL HEALTH Educational Conferences: Contagious diseases, inspections, emergency preparedness, 630 630 630 630 Inspectional Equipment such as stem type thermometers, flashlights, batteries, 450 450 450 450 Educational Materials 360 360 360 360 litmus paper, file, cameral supplies, hardware supplies 450 450 450 450 Codes from Mass DEP and MDPH 270 270 270 270 Professional Membership for 7 employees: MHOA, APHA, MPHA, NEHA, NALBOH, MAHB, MEHA 1,080 1,080 1,080 1,080 Beach signs, pool test kits, instructional videos, & Training 450 450 450 450 Fees for expert consultant to review plans and specs as needed. 360 360 360 360 TOTAL 4,050 4,050 4,050 4,050 15102 5421 OFFICE SUPPLIES General Office Supplies as needed 2,250 2,500 2,500 2,500 TOTAL 2,250 2,500 2,500 2,500 15102 5710 IN STATE TRAVEL Mileage reimbursement for travel outside of Salem 360 360 360 360 Nurse Travelling 450 450 450 450 TOTAL 810 810 810 810 15102 5785 RODENT CONTROL 48 professional exterminations @ $125 each 9,000 10,000 10,000 10,000 TOTAL 9,000 10,000 10,000 10,000 15102 5786 BEACH WATER ANALYSIS Bacterial analysis of swimming water 720 800 800 800 TOTAL 720 800 800 800 Sec. 8-197 ---PAGE BREAK--- TOTAL PROPOSED HEALTH - 120 58,029 85,859 85,859 85,859 Sec. 8-198 ---PAGE BREAK--- Electrical Department Mission Statement – Why We Exist The Mission of the Electrical Department is to protect the safety and welfare of the City’s residents and its visitors. More specifically, the department will enforce all laws, bylaws, and regulations in accordance with the City and State of Massachusetts Electrical Codes. The Electrical Department will assist our residents as to any concern that they might have about their safety and well-being. The Electrical department now maintains all the Roadway lighting in the City, Traffic signals and Fire Alarm System. Significant Budget & Staffing Changes for FY 2022 The Electrical department is asking that we hire 2 more full-time employees. The department just recently lost one person because he recently became a firefighter. The departments workload has increased significantly along with the City of Salem’s growth. The number of streetlights, Roadway lights and traffic signals that have been added. The department also maintains The Fire Alarm System wiring throughout the City. Recent Accomplishments The Woodlands Road project is underway and City of Salem, MA will have its first Solar Powered Radio-Controlled Fire Alarm Street Box.  Worked with Mass. Highway for Adaptive signals On RTE 107 Highland Avenue and the project is completed. It should be operational hopefully before fiscal 2022 begins.  Installation of wireless technology to control our Emergency Snow light Beacons.  The Traffic control smart system Phase one is completed.  The Smart signal Phase 2 is underway. We have installed concurrent signals at the intersection of School and North Streets and at Essex and North Streets.  Assisted Salem P.D. installing surveillance cameras throughout the City and moving them when required.  Installation of Fire Alarm and Street lighting at the Osborne Hills Development is ongoing.  Maintain wiring in Leslie Retreat Park for the Park lighting system.  Maintaining lighting at Blaney Street.  Maintaining lighting at the Salem Willows Park.  The next phase of the smart signals will include North and Federal Streets, North and Mason streets.  Maintaining lighting on the Bridge Street Bypass Roadway.  Maintaining lighting on Route 107 Bridge Street. Sec. 8-199 ---PAGE BREAK---  Maintaining the lighting at the Common.  Installing Rapid Flashing signals at various locations completed.  Installed all new LED Luminaires from Riley Plaza to Congress Street as promised completed.  Working with the Planning Department for the Artists Row enhancements and Electrical equipment relocation is completed. New walkway lighting will be installed by early Spring.  Maintaining all our Roadway lighting.  Working with Verizon to transfer the City’s Fire Alarm Cables to the new poles being installed throughout the City.  Holiday lighting throughout the City’s business district and downtown has been maintained minimally  Completely maintained our Traffic signals and controllers through out the City.  The Electrical Department is maintaining all streetlights throughout the City.  Bridge Street has all been LED converted, Saving 50% of energy costs.  Collins Cove has been retrofitted to LED by The Electrical Department saving $20,000 in new luminaire costs and reducing the energy costs be 50% FY 2022 Goals & Objectives  Working with the Planning Department on Gallows Hill Park Improvements  Working on Phase two of a comprehensive traffic improvement plan to move traffic quicker and safely from Downtown heading west bound along New Derby Street to North and Essex Street then to North and Federal Street, North and Mason Streets, and through School and North Streets.  Working with Engineering to Make Derby Street improvements. Lighting and Fire Alarm  To have all our traffic signals and hardware painted at all of our major intersections  To Keep building our Smart Traffic system and to become more ADA compliant.  To paint fireboxes in different locations through out the City.  To install new Fire Alarm cable from Gardner street to Holly street  To complete all the pole transfers for the City’s Street luminaires and Fire Alarm cable  To step up maintenance in potential problem areas with our Fire Alarm System and our traffic control system.  Working with the Planning Department to light up our Statues  Working on completion of our Capital improvement projects.  Working on a comprehensive short term and long-term plan to move people and traffic faster and safely throughout the City of Salem with the Smart traffic control system  We are looking into the future of traffic control. This is called Adaptive traffic control. This system adjusts the flow of traffic between intersections. It continuously monitors the traffic count. Everything we are doing on the smart signal program will gets us ready for the next step which is adaptive traffic control  The Electrical Department is converting Riley plaza to the new generation of LED Luminaires. We are rebuilding them at a cost of $6,000.00 dollars for all of them. The cost for new ones that have been budgeted for in CIP is $75,000.00 dollars. This represents a huge savings to the City. Sec. 8-200 ---PAGE BREAK--- Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY 2021 FY 2022 ELECTRICAL PERMITS ISSUED 900 855 900 950 ELECTRICAL INSPECTIONS PERFORMED 1500 1508 1600 1700 FIRE ALARM MASTERBOX PLUG OUT AND SYSTEM RESETS 700 775 750 800 TRAFFIC SIGNAL REPAIRS 450 430 500 525 DECORATIVE STREET LIGHT REPAIRS 220 205 220 300 COBRAHEAD STREEET LIGHT REPAIRS 100 350 350 350 BOARD OF HEALTH ELEC. COMPLAINTS 8 5 5 5 FIRE PREVENTION ELEC. COMPLAINTS 25 10 10 10 ELECTRICAL REPAIRS TO PUBLIC 45 27 25 25 FIRE ALARM OPEN CIRCUITS / REPAIR 290 245 200 250 MAINTAIN FOUNTAIN PUMPS 2 2 2 2 FIRE ALARM POLE TRANSFERS 75 25 50 75 ROADWAY BANNERS HUNG 250 200 150 200 DECORATED CHRISTMAS TREES 80 50 100 100 How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals IMPLEMENT PHASE 2 OF THE SMART SIGNAL SYSTEM SHORT AND LONG TERM. CONTINUE TO REMOVE DOUBLE POLES. THIS IS ONGOING Sec. 8-201 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Electrical - Personnel 080 12451 5111 SALARIES-FULL TIME 395,835.66 370,187.37 370,187.37 233,269.06 428,605.87 399,740.13 399,740.13 080 12451 5131 OVERTIME (GENERAL) 6,411.86 10,000.00 10,000.00 3,549.63 10,000.00 10,000.00 10,000.00 080 Total Electrical - Personnel 335,173.81 380,187.37 380,187.37 236,818.69 438,605.87 409,740.13 409,740.13 7.77% Electrical - Expenses 080 12452 5213 STREET LIGHTING 236,033.82 288,200.00 288,200.00 172,980.73 288,200.00 288,200.00 288,200.00 080 12452 5214 TRAFFIC SIGNAL LIGHT 36,850.76 41,140.00 41,140.00 20,857.82 41,140.00 41,140.00 41,140.00 080 12452 5254 STREET LIGHTING MAINT 37,110.71 40,000.00 40,213.12 12,979.04 40,000.00 40,000.00 40,000.00 080 12452 5255 BUILDING/EQUIP MAINT 9,792.75 12,000.00 12,400.00 10,391.66 12,000.00 12,000.00 12,000.00 080 12452 5256 FIRE/MUN SIGNAL MAIN 7,572.83 10,000.00 10,605.82 2,192.04 10,000.00 10,000.00 10,000.00 080 12452 5257 MAINT TRAFFIC SIGNAL 15,000.00 15,000.00 15,000.00 1,630.72 20,000.00 30,000.00 30,000.00 080 12452 5301 POLICE DETAIL 1,133.92 2,000.00 2,000.00 600.00 2,000.00 2,000.00 2,000.00 080 12452 5324 TRAINING & CERTIFICATION 350.00 1,000.00 1,000.00 340.00 1,000.00 1,000.00 1,000.00 080 12452 5341 TELEPHONE 552.43 1,000.00 1,000.00 343.13 1,000.00 1,000.00 1,000.00 080 12452 5421 OFFICE SUPPLIES (GEN 1,789.75 2,000.00 2,000.00 1,014.90 2,000.00 2,000.00 2,000.00 080 12452 5710 IN STATE TRAVEL/MEETINGS 269.90 600.00 600.00 0.00 600.00 600.00 600.00 080 Total Electrical - Expenses 324,058.14 412,940.00 414,158.94 223,330.04 417,940.00 427,940.00 427,940.00 3.33% 080 Department Total 659,231.95 793,127.37 794,346.31 460,148.73 856,545.87 837,680.13 837,680.13 5.46% Sec. 8-202 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 GIARDI JOHN 080 ELECTRICAL 12451-5111 CITY ELECTRICIAN 06041984 85,382.98 1,701.08 1.00 1 100% 88,626.27 88,626.27 88,626.27 12451-5111 AFSCME 285,281.35 5.50 Total AFSCME 1818 339,979.60 311,113.86 311,113.86 370,664.33 6.50 Total Full Time - 5111 428,605.87 399,740.13 399,740.13 080 ELECTRICAL 12451-5131 Overtime 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 Full-Time Equivalent Employees: FY 2020 6.50 380,664.33 6.50 Department Total 438,605.87 409,740.13 409,740.13 FY 2021 6.50 FY 2022 6.50 Variance 21 vs. 22 0.00 Sec. 8-203 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 ELY AOUFMAN 080 ELECTRICAL 12451-5111 SIGNAL MAINTAINER 03/02/20 1 24.90 1.00 995.96 1.000 995.96 51,889.52 51,889.52 51,889.52 LYONS-PAUL HEATHER 080 ELECTRICAL 12451-5111 PRINCIPAL CLERK 2/6/17 2 50,888.96 24.90 1.00 995.87 1.000 995.87 51,884.83 51,884.83 51,884.83 PARENT RICHARD 080 ELECTRICAL 12451-5111 WORKING FOREMAN 5/12/2011 1 60,080.83 29.05 1.00 1,162.09 1.000 1,162.09 60,544.89 60,544.89 60,544.89 ROCHON MARK 080 ELECTRICAL 12451-5111 WIRE INSPECTOR 4/30/2001 1 61,647.60 29.81 1.00 1,192.41 1.000 1,192.41 62,124.56 62,124.56 62,124.56 VALLANTE KENNETH 080 ELECTRICAL 12451-5111 SIGNAL MAINTAINER 10/28/2002 1 55,375.71 26.78 1.00 1,071.10 1.000 1,071.10 55,804.31 55,804.31 55,804.31 NEW 080 ELECTRICAL 12451-5111 WIRE INSPECTOR 0.50 57,731.49 28,865.75 28,865.75 285,281.35 5.50 339,979.60 311,113.86 311,113.86 Sec. 8-204 ---PAGE BREAK--- ELECTRICAL - 080 ORG OBJECT DECSCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 12452 5213 STREET LIGHTS ROADWAY AND DECORATIVE LIGHTING THROUGHOUT CITY 288,200 288,200 288,200 288,200 TOTAL 288,200 288,200 288,200 288,200 12452 5214 TRAFFIC SIGNALS TRAFFIC SIGNAL ENERGY COSTS 41,140 41,140 41,140 41,140 TOTAL 41,140 41,140 41,140 41,140 12452 5254 ROADWAY AND MALL LIGHTING MAINTAINANCE REPLACEMENT OF POLES,LUMINAIRES,WIRING,TRANSFORMERS,LAMPS, LENSES Maintenance for Additional Lights purchased from National Grid 40,000 40,000 40,000 40,000 TOTAL 40,000 40,000 40,000 40,000 12452 5255 BUILDING/EQUIPMENT MNT. FACILITY REPAIRS, EQIPMENT, AND MAINTENANCE 12,000 12,000 12,000 12,000 TOTAL 12,000 12,000 12,000 12,000 12452 5256 FIRE/MUN SIGNAL MNT MAINTAIN FIRE ALARM CABLE & FIREBOXES OVERHEAD AND UNDERGROUND. 10,000 10,000 10,000 10,000 TOTAL 10,000 10,000 10,000 10,000 12452 5257 MNT TRAFFIC SIGNALS TRAFFIC CONTROLLERS, SIGNALS, CONDUITS AND LIGHTING MAINTENANCE. 15,000 20,000 30,000 30,000 TOTAL WE HAVE ADDED A LOT MORE HARDWARE TO THE SYSTEM 15,000 20,000 30,000 30,000 12452 5301 POLICE DETAIL POLICE DETAIL FOR ROADWAY WORK AS NEEDED 2,000 2,000 2,000 2,000 TOTAL 2,000 2,000 2,000 2,000 12452 5324 TRAINING & CERTIFICATION ESSEX CTY SIGNAL ASSOC., IMSA NFPA LED CERTIFICATION, MUN ELEC INSP ASSOC., 1,000 1,000 1,000 1,000 TRAFFIC SIGNAL SCHOOL, COMP COURSES - - TOTAL SIGNAL MAINTENANCE SCHOOL CERTIFICATION FOR NEW EMPLOYEE 1,000 1,000 1,000 1,000 12452 5341 TELEPHONE 2 BUSINESS PHONE LINES @ 120.MO & LONG DISTANCE @ 82.50 X 12 MOS 1,000 1,000 1,000 1,000 TOTAL 1,000 1,000 1,000 1,000 12452 5421 OFFICE SUPPLIES (GENERAL) GENERAL OFFICE SUPPLIES AS NEEDED 2,000 2,000 2,000 2,000 TOTAL 2,000 2,000 2,000 2,000 12452 5710 IN STATE TRAVEL/MEETING PROGRAMS AND SEMINARS INTERNATIONAL ASSOCIATION OF ELECTRICAL INSPECTORS PAUL REVERE CHAPTER 600 600 600 600 MUNICIPAL ELECTRICAL INSPECTORS MEETINGS - - TOTAL MEMBERSHIP DUES AND EXPENSES HAVE INCREASED 600 600 600 600 TOTAL PROPOSED ELECTRICAL - 080 412,940 417,940 427,940 427,940 Sec. 8-205 ---PAGE BREAK--- Planning – Conservation Commission Mission Statement – Why We Exist The mission of the Salem Conservation Commission is to protect wetlands, waterways, and riverfront areas through the administration of the Wetlands Protection Act, the Rivers Protection Act, Stormwater Management regulations, and the local Wetlands Protection and Conservation Ordinance, and to promote conservation awareness and practice. Significant Budget & Staffing Changes for FY 2022 There are no siginifcant budget or staffing changes. Recent Accomplishments  In accordance with the Commission’s mission, the Commission: o Issued 16 Determinations of Applicability; o Issued 18 Orders of Conditions; and o Issued 9 Certificates of Compliance.  The Conservation Agent and Commission members attended various workshops throughout the fiscal year on topics related to wetlands protection and conservation of open space.  The Commission continued its contribution towards the City’s membership to Greenscapes North Shore Coalition. Greenscapes educates homeowners about maintaining attractive lawns and gardens while protecting rivers, waterways, beaches, harbor and coast. As a member, Salem residents benefited from free workshops, newsletters, and discounts on various plants from local nurseries.  The Commission continues to work toward achieving goals of the Open Space & Recreation Plan.  The Commission worked with the Swampscott Conservancy to increase the connectivity of the trail network within the Forest River Conservation Area and surrounding open space that connects the two communities. FY 2022 Goals & Objectives Goal – To improve application review Objectives:  Perform a thorough review of applications through site inspections, public hearings, and issuance of determinations of applicability and orders of conditions.  Review applications and issue decisions in a timely manner.  Inspect and resolve reported violations in a timely manner.  Maintain expertise of Conservation Commission membership.  Maintain expertise of the Conservation Agent by supporting attendance at appropriate workshops, seminars, certification courses, etc. Sec. 8-206 ---PAGE BREAK--- Goal – To protect wetlands Objectives:  Identify and plan for acquisition of key wetland and buffer properties.  Identify ways to restore filled wetlands and provide natural floodplain protection.  Identify the best path to strengthening the Salem Wetlands Protection and Conservation Ordinance and its associated regulations. Goal – To protect open space Objectives:  Protect examples of Salem’s ecological diversity.  Revise local land use regulations to address open space preservation and protection.  Support establishment of “friends of” groups to help maintain open spaces.  Participate in the long-range planning for protection of open spaces.  To work with other departments to incrementally implement the goals and objectives of the Open Space and Recreation Plan. Goal – To undertake consistent public outreach Objectives:  Participate in public education activities to inform the public of the responsibilities of the Conservation Commission  Provide information to the public regarding the City’s open spaces and land owned by the Conservation Commission, including but not limited to trail maps, open space maps, etc. Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY 2021 FY 2022 Request for Determination of Applicability (RDA) applications reviewed/acted upon (Does the wetlands act apply) 17 16 15 18 Notices of Intent considered 31 23 18 20 Orders of Conditions issued 29 18 18 20 Full Certificates of Compliance issued 21 9 15 12 How FY 2022 Departmental Goals Relate to City’s Overall Long & Short Term Goals  See Planning – General Administration Sec. 8-207 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Planning - Conservation - Personnel 200 11711 5111 SALARIES-FULL TIME 22,457.23 25,935.44 25,935.44 14,433.23 26,879.40 26,879.40 26,879.40 200 11711 5150 FRINGE/STIPENDS - 2,000.00 2,000.00 0.00 2,000.00 2,000.00 2,000.00 200 Total Planning- Conservation - Personnel 18,156.28 27,935.44 27,935.44 14,433.23 28,879.40 28,879.40 28,879.40 3.38% Planning- Conservation - Expenses 200 11712 5421 OFFICE SUPPLIES (GEN 29.22 90.00 90.00 90.00 90.00 90.00 90.00 200 11712 5710 IN STATE TRAVEL/MEETINGS 31.00 450.00 919.00 919.00 450.00 450.00 450.00 200 11712 5730 DUES AND SUB 653.00 260.00 500.00 240.00 260.00 260.00 260.00 200 Total Planning- Conservation - Expenses 1,493.00 800.00 1,509.00 1,249.00 800.00 800.00 800.00 -46.98% 200 Department Total 19,649.28 28,735.44 29,444.44 15,682.23 29,679.40 29,679.40 29,679.40 0.80% Sec. 8-208 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 ATCHINSON-KILBSTACY 200 PLANNING-CON COM 11711-5111 CLERK 10/7/2007 1,080.00 B 2.0 12 1,080.00 1,080.00 1,080.00 DOLAN BRITTANY 200 PLANNING-CON COM 11711-5111 Planner/Con Com Agent 24,855.44 - - - KENNEDY KATE 200 PLANNING-CON COM 11711-5111 Planner/Con Com Agent 10/9/18 495.19 0.50 50.0% 25,799.40 25,799.40 25,799.40 25,935.44 0.50 Total Full Time - 5111 26,879.40 26,879.40 26,879.40 200 PLANNING-CON COM 11711-5150 AICP Certification 2,000.00 2,000.00 1 2,000.00 2,000.00 2,000.00 2,000.00 Total Fringe - 5150 2,000.00 2,000.00 2,000.00 Full-Time Equivalent Employees: FY 2020 0.50 27,935.44 0.50 Department Total 28,879.40 28,879.40 28,879.40 FY 2021 0.50 FY 2022 0.50 Variance 21 vs. 22 0.00 Sec. 8-209 ---PAGE BREAK--- CONSERVATION COMMISSION - 200 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11712 5421 OFFICE SUPPLIES GENERAL OFFICE SUPPLIES AS NEEDED 90 90 90 90 TOTAL 90 90 90 90 11712 5710 IN STATE TRAVEL/MEETINGS MILEAGE, PARKING FEES AND REGISTRATION FEES AS NEEDED 450 450 450 450 TOTAL 450 450 450 450 11712 5730 DUES & SUB MEMBERSHIP FOR CONSERVATION COMMISSION BOARD MEMBERS TO - - - - THE MASSACHUSETTS ASSOCIATION OF CONSERVATION COMMISSIONS - AND HANDBOOKS - AMERICAN PLANNING ASSOCIATION MEMBERSHIP 260 260 260 260 - - TOTAL 260 260 260 260 TOTAL PROPOSED CONSERVATION COMMISSION - 200 800 800 800 800 Sec. 8-210 ---PAGE BREAK--- Planning – Planning Board Mission Statement – Why We Exist To guide development in accordance with the Salem Zoning Ordinance, state statute and the subdivision regulations, review and comment on proposed zoning amendments, and to work on long-range community planning efforts to ensure that new development and redevelopment will promote the health, safety, convenience and welfare of the city. Significant Budget & Staffing Changes for FY 2022 There are no significant budget or staffing changes. Recent Accomplishments Between July 1, 2019 and June 30, 2020, the Planning Board approved twelve (12) Site Plan Review (SPR) applications and amendments. Increasing Market Rate and Affordable Housing Stock and Rehabilitating Empty and Underutilized Buildings The North Shore Community Development Corporation submitted two project applications under the newly created Municipal or Religious Reuse Special Permit. These projects will rehabilitate two existing properties and convert them into affordable rental units. The intent of this new special permit is to allow for the rehabilitation of empty or underutilized municipal or religious use buildings and to promote historic preservation, economic development, housing production and environmental sustainability and resilience. 160 Federal Street Site Plan Review, Municipal or Religious Reuse Special Permit, and Flood Hazard Overlay Special Permit 13 Hawthorne Boulevard Site Plan Review and Municipal or Religious Reuse Special Permit Sec. 8-211 ---PAGE BREAK--- Conversion of upper story office space into housing at 217- 221 Essex Street was permitted and construction commenced. The applicant is restoring the historic details of the property while also preserving the first-floor retail/commercial space. The Planning Board also amended their decision for the redevelopment of the former St. Joseph’s site. They specifically modified the plans for the former school building to increase the total number of dwelling units to 24. The Planning Board approved a 20-unit residential building on Loring Avenue in Vinnin Square. The developer for First and Traders Way also came to the Planning Board for an amendment to their previous permit. Construction on this project is now underway and completion is expected in 2022. Commercial Space The Planning Board reviewed and approved commercial projects. Life Storage will demolish and reconstruct an improved storage facility on Highland Avenue. A commercial building at 9-11 Franklin Street, which was destroyed by fire in 2017, was granted a Flood Hazard Overlay District Special Permit to reconstruct and enlarge the building. 602 Loring Avenue Site Plan Review 217-221 Essex Street Site Plan Review 129 Lafayette Street, 20 Harbor Street, 135 Lafayette Street (Old St. Joseph's Site) Amendment to Site Plan Review & Planned Unit Development Special Permit 45 Traders Way and 40 First Street Amendment Planned Unit Development, Site Plan Review, and Stormwater Management Permit 435-443 Highland Avenue – Life Storage Site Plan Review 9-11 Franklin Street Site Plan Review and Flood Hazard Overlay District Special Permit Sec. 8-212 ---PAGE BREAK--- Zoning Ordinance Changes: Between July 1, 2019 and January 31, 2021, the board discussed and voted on recommendations to the City Council for the following zoning applications:  Zoning Text Amendments: - 9/5/19 – Recommended that the City Council approve with modifications an amendment to Section 3.1 (Table of Principle and Accessory Uses) and Section 3.2.8 (Accessory Living Areas) to modify the eligibility and requirements for Accessory Living Areas. - 5/20 – Recommended that the City Council approve with modifications an amendment relative to accessory dwelling units in the following ways: o Amending Zoning Ordinance Section 10 Definitions by deleting the definition of “Accessory Living Area” in its entirety and inserting the definition of “Accessory Dwelling Unit” in its place. o Amending Zoning Ordinance Section 3.2.4 Accessory Buildings and Structures by deleting paragraphs numbered 4 and 5 in their entirety and replacing them. o Amending Zoning Ordinance Section 3.2.8 Accessory Dwelling Areas by deleting the existing text in its entirety and replacing it with a new ordinance. - 5/20 – Recommended that the City Council approve an amendment relative to Inclusionary Zoning  Map Amendments: - 12/16/19 – Recommended that the City Council deny a map amendment to rezone portions of 355, 373 Highland Ave and 2, 3, 5,6, 10 Cedar Rd from Business Highway (B2) and Business Park Development (BPD) to Residential Multi-Family (R3). FY 2022 Goals & Objectives Goal – To ensure that proposed private development projects are done in a manner that best protects the interests of the City Objectives:  To professionally review development proposals and make recommendations to the Planning Board.  To ensure compliance with state laws and local ordinances.  To work closely with the Design Review Board on specific development projects to ensure that the architecture and site design is compatible with and enhances the historic character of the city.  To effectively work with other local boards and commissions reviewing development projects. Goal – To enhance the future development of the City Objectives:  To work on long-range community planning efforts.  To review and comment on proposed zoning amendments.  To obtain training which can further the skills and knowledge of Board members, keep Board members up to date on current practices, and assist Board members in making effective land-use decisions. Sec. 8-213 ---PAGE BREAK--- Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY 2021 FY 2022 Permitted Applications (and Amendments) Form A - Not Requiring Approval under the Subdivision Control Law 4 2 4 4 Form C - Subdivision 0 0 1 1 Site Plan Review 9 12 8 8 Flood Hazard Overly District Special Permit 7 2 8 4 North River Canal Corridor Special Permit 4 1 2 2 Zoning Amendment Recommendations 2 4 4 4 Municipal or Religious Reuse Special Permit N/A 2 2 4 How FY 2022 Departmental Goals Relate to City’s Overall Long & Short Term Goals  See Planning – General Administration Sec. 8-214 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Planning Board - Personnel 200 11751 5111 SALARIES-FULL TIME 29,163.09 30,215.11 30,215.11 15,918.82 31,260.18 31,260.18 31,260.18 200 11751 5150 FRINGE/STIPENDS 2,000.00 2,000.00 2,000.00 1,000.02 2,000.00 2,000.00 2,000.00 200 Total Planning Board - Personnel 25,923.93 32,215.11 32,215.11 16,918.84 33,260.18 33,260.18 33,260.18 3.24% Planning Board - Expenses 200 11752 5306 ADVERTISING - 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 200 11752 5421 OFFICE SUPPLIES (GEN 77.27 270.00 270.00 0.00 270.00 270.00 270.00 200 11752 5426 REPRODUCTIONS 868.94 1,000.00 1,000.00 560.00 1,000.00 1,000.00 1,000.00 200 11752 5710 IN STATE TRAVEL/MEETINGS 381.72 450.00 450.00 450.00 450.00 450.00 450.00 200 11752 5730 DUES AND SUB 205.20 510.00 510.00 205.20 510.00 510.00 510.00 200 Total Planning Board - Expenses 4,436.20 3,730.00 3,730.00 2,715.20 3,730.00 3,730.00 3,730.00 0.00% 200 Department Total 30,360.13 35,945.11 35,945.11 19,634.04 36,990.18 36,990.18 36,990.18 2.91% Sec. 8-215 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 ATCHINSON-KILBSTACY 200 PLANNING BOARD 11751-5111 CLERK 2,700.00 B 2.5 24 2,700.00 2,700.00 2,700.00 WELLS MASON 200 PLANNING BOARD 11751-5111 Planner-Planning Board 2/11/18 27,515.11 548.18 0.50 50% 28,560.18 28,560.18 28,560.18 30,215.11 0.50 Total Full Time - 5111 31,260.18 31,260.18 31,260.18 200 PLANNING BOARD 11751-5150 AICP Certification 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 Total Fringe - 5150 2,000.00 2,000.00 2,000.00 Full-Time Equivalent Employees: FY 2020 0.50 32,215.11 0.50 Department Total 33,260.18 33,260.18 33,260.18 FY 2021 0.50 FY 2022 0.50 Variance 21 vs. 22 0.00 Sec. 8-216 ---PAGE BREAK--- PLANNING BOARD - 200 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11752 5306 ADVERTISING JOINT PUBLIC HEARINGS - CITY COUNCIL AND PLANNING BD (5 PER YEAR) 1,500 1,500 1,500 1,500 TOTAL 1,500 1,500 1,500 1,500 11752 5421 OFFICE SUPPLIES General office supplies as needed 270 270 270 270 TOTAL 270 270 270 270 11752 5426 REPRODUCTIONS MANILA ENVELOPES 200 200 200 200 PLANNING BOARD ENVELOPES 400 400 400 400 COURIER SERVICES 200 200 200 200 PAPER AND TONER FOR LARGE SCALE PRINTS 200 200 200 200 TOTAL 1,000 1,000 1,000 1,000 11752 5710 IN STATE TRAVEL/MEETINGS Mileage, parking fees and registration fees as needed 450 450 450 450 TOTAL 450 450 450 450 11752 5730 DUES AND SUB CITIZEN PLANNER TRAINING COLLABORATIVE; SALEM NEWS 250 250 250 250 AMERICAN PLANNING ASSOCIATION MEMBERSHIP (w/AICP) 260 260 260 260 TOTAL 510 510 510 510 TOTAL PROPOSED PLANNING BOARD - 200 3,730 3,730 3,730 3,730 Sec. 8-217 ---PAGE BREAK--- Planning – General Administration Mission Statement – Why We Exist To provide a strong, comprehensive approach for the future development of the city through a wide range of activities, including economic development, land use planning, housing policy, transportation projects, historic preservation, open space conservation, neighborhood improvement efforts, and art and culture initiatives. Significant Budget & Staffing Changes for FY 2022 Lev McCarthy, Planner, and Kate Kennedy, Planning Assistant joined the Department November 2020, replacing Brennan Corriston and Georgie Driver. After 26 combined years of service to the City of Salem of which 15 years were as Deputy Planning Director, Kathy Winn will be retiring at the end of February. The volume and complexity of work in the Department continues to be high. For FY 2021, we requested the addition of one full-time planner position to focus support our economic development work, redevelopment projects, and planning studies. We also requested a part-time planning assistant to support administration of permitting boards and management of Old Town Hall. Due to the pandemic and budget uncertainties, these requests were withdrawn. The work demands remain, however, and we are submitting the request for FY 2022. The Department strives to retain skilled talent and reduce turnover to effectively manage projects and planning initiatives. Our goal is to meet City needs while providing opportunities for planning staff advancement with appropriate compensation. Recent Accomplishments COVID-19 Response In addition to the department’s regular work, DPCD took on additional responsibilities in response to the COVID-19 pandemic. The DPCD worked on three main areas: economic response and recovery, housing assistance, and remote public meetings. Economic Response and Recovery In March 2020, Mayor Driscoll convened several task forces to address specific community needs. One such task force, the Economic Development Recovery and Revitalization (EDRR) Task Force, was managed by the DPCD Director. He gathered Salem’s economic development partners in mid-March and together the group set out to determine short- and long-term needs for the business community, strategize revitalization efforts to implement when the stay-at-home advisories were lifted, and serve as a communication vehicle for the business community in terms of available opportunities and assistance. Members of the EDRR are Tom Daniel and Kate Newhall-Smith from the City of Salem, Ward 2 City Councillor Christine Madore, Beth Debski from the Salem Partnership, Laura Swanson from The Enterprise Center, Kate Fox from Destination Salem, John Andrews from Creative Collective, Kylie Sullivan from Salem Main Streets, Rinus Oosthoek from the Chamber of Commerce, and Lucy Corchado from the Point Neighborhood Association. Sec. 8-218 ---PAGE BREAK--- From the outset the group was dedicated to their charge and decided to meet twice a week to ensure that they stayed focused on their task; Tuesday meetings were focused on the core work the EDRR wanted to accomplish and the Friday meetings focused on outreach to other economic development community stakeholders. Since March 2020, the EDRR has accomplished the following:  Weekly meetings to touch base and continue to work toward goals.  Business community outreach in the following ways: a. Distribute a weekly newsletter to over 300 subscribers with content focused on financial opportunities and programs, technical assistance opportunities, marketing strategies, current health regulations, and community and municipal announcements. Each newsletter is available in English and Spanish. The EDRR partner organizations also share the newsletter with their own subscriber networks, leading to sharing this information to nearly 5,000 readers; b. Reviewed, digested, and created accessible infographics on funding opportunities, tools and tricks of the trade, and ways to keep employers and employees healthy. To see the range of infographics that were created in collaboration with staff from Creative Collective, please go to the following link: c. Organized several small industry-specific focus groups where EDRR members could speak with local business owners in various sectors including restaurants, hotels/bed and breakfasts/inns, personal services, attractions, retailers, landlords, and the gig economy; d. Conducted three surveys to the business community with the goal of understanding business owners’ current needs; and e. Conducted two consumer sentiment surveys to better understand how consumer habits have changed throughout the various phases of the Commonwealth’s reopening plans.  Using City COVID funds, organized and distributed over 200 Personal Protective Equipment (PPE) kits free to Salem businesses in June 2020.  Created and managed a small business grant program funded through a combination of City COVID funds, reprogrammed Community Development Block Grant (CDBG) funds, and CDBG-CARES funds (from the Federal stimulus bill). DPCD staff granted approximately $250,000 in grants ranging from $2,000 to $5,500 to 50 Salem businesses. Grant funds were used to help pay commercial rent, utilities, and payroll.  Created, marketed, and managed public safety campaigns including the Stay Local Campaign to promote local commerce, the Mask Up campaign with graphics that were featured on national websites as being ‘uniquely Salem’, and the Salem Together Pledge.  Members of the EDRR coordinated with municipal staff from the Traffic and Parking Department, the Licensing Board, the City Solicitor, and the Department of Public Services to facilitate extended outdoor dining. As soon as Governor Baker made the announcement that local licensing boards could expand their jurisdictions to allow for alcohol service on public land, the ‘outdoor dining group’ went into action working with the Creative Collective to facilitate the safe expansion of restaurants’ outdoor dining onto sidewalks and parking spaces. DPCD created an application process which was shared with adjacent municipalities who adopted the same form to kick start their own outdoor dining programs. The outdoor dining group has reconvened in January 2021 to begin this process anew for spring 2021. The group has rebranded itself as an outdoor activations group and has expanded its focus to include retailers in addition to restaurants.  Supported Salem Main Streets in the management of the Downtown Ambassador program. The ambassadors continue to be the boots on the streets, educating visitors to the downtown on mask wearing and COVID safety precautions.  Collaborated with The Enterprise Center to create a small business Technical Assistance program using $60,000 in CDBG-CARES funding. This program matched small businesses to consultants to provide one-on-one technical assistance. Thus far, 19 businesses have been assisted. Sec. 8-219 ---PAGE BREAK---  Convened a separate working group of volunteer consultants, Harvard graduate students, and staff from Congressman Moulton to strategize tools for economic response and recovery. The group conducted in-depth interviews with 56 businesses to assess needs and develop solutions. The work led to a grant application to the Economic Development Administration to support marketing, technical assistance, events, and an economic diversification strategy. The $662,922 grant was awarded in March 2021.  EDRR members collaborated to create a new $1 million Salem Small Business Loan Fund (see entry below).  Organized and sponsored several business community webinars as follows: a. August 13, 2020 – featured guests include Dr. David Roberts, North Shore Medical Center, Mayor Kim Driscoll, Captain Dennis King, Salem Police Department, and Kate Fox, Destination Salem b. November 20, 2020 – featured guests included Dr. David Roberts, North Shore Medical Center, Mayor Kim Driscoll, David Greenbaum, Salem Health Agent, and Kylie Sullivan, Salem Main Streets c. February 10, 2020 – Business Community Wellness Webinar led by Nikhil Paul from We R Human. This program was sponsored by the City of Salem, Creative Collective, and the Peabody Essex Museum Members of the EDRR remain committed to continue working together to support the business community through recovery and in the new normal. Housing Assistance  Emergency Rental Programs: DPCD staff collaborated with the North Shore Community Action Program (NSCAP) as well as the Board of the Council on Aging and the Salem Housing Authority to develop emergency rental assistance programs for Salem residential renters who have been impacted my COVID-19. Remote Public Meetings  DPCD staff worked closely with the Information Technology Department and City Solicitor to test the Zoom platform, develop appropriate notices, and train staff and board members. As a result of the quick action, only a small number of public meetings needed to be postponed in late March 2020. DPCD staff also migrated board meeting packets and agenda items to Sharepoint. Applicant materials for each Board are now made readily available in electronic format for members of the public and Board members through shared online folders. Regular Work  In 2016, the City was awarded a $30,000 Executive Office for Administration and Finance (EOAF) grant to support a citywide visioning project. In 2017, the Imagine Salem project was launched and had more than 1,900 interactions with people. The Imagine Salem Progress Report summarizes the findings and lays the path for future work. DPCD continues to use the guiding vision.  The City is partnering with the City of Beverly for a joint climate action and resilience plan known as Resilient Together. Through a collaborative and proactive approach, the Cities have partnered to take action in the face of the climate crisis. This work is being funded through a $250,000 grant from the Municipal Vulnerability Program (MVP). The work also includes community engagement via social media campaigns, Zoom community meetings, and various other online engagement tools. Due to COVID-19 restrictions, traditional in-person engagement is not feasible at this time. The plan will be complete in June 2021 and after that, the Cities will begin to implement the priority actions that have been identified. Sec. 8-220 ---PAGE BREAK---  In collaboration with the Engineering Department, the City received a grant of $16,666 from the Massachusetts Emergency Management Agency (MEMA), to be used in FY19-20. Along with a City match, Salem used these funds to update its Hazard Mitigation Plan, including identifying vulnerabilities, mitigation goals, and action steps that may have changed since the previous plan update in 2011. This was completed in March 2020 and approved and adopted by the City Council in December 2020.  The City partnered with the Towns of Swampscott and Nahant on the Solarize Mass Plus Program. This program was funded by the Massachusetts Clean Energy Center (MassCEC) and DOER. It was a volunteer- run program that encourages the adoption of small-scale solar projects and other renewable energy technologies (solar hot water and air-source heat pumps) through a grassroots educational and outreach campaign. At the end of the campaign in May 2020, there were a total of 52 contracts signed for installations in Salem between all three technologies.  The Harbor Plan officially kicked off in July 2020 with the submission of a Request for Notice to Proceed with MCZM. The Harbor Plan update will guide future development along Salem Harbor, most notably the reuse of the 44 acres of undeveloped land adjacent to the Footprint Power Plant. Public meetings began in August 2020 and are anticipated to continue through summer 2021 before submitting the plan for approval in fall 2021.  DPCD convened a group of Planning Board and Conservation Commission members to review the City’s current policy for development within the wetlands buffer zone and to evaluate options for increased protections. DPCD will continue this initiative with an expanded working group, a public forum, and consultation with the Conservation Commission.  In 2017, the City was awarded a $45,000 Executive Office of Energy and Environmental Affairs Grant for technical assistance for a comprehensive rewrite of the City’s subdivision regulations, which were last updated in 1987. The update to the subdivision regulations will advance several strategies outlined in the City of Salem’s successful Climate Change Vulnerability Assessment and Adaptation Plan. Strategies that will be advanced as part of the update include preventing or managing flooding through low impact development (LID) standards and expanding the urban forest. The regulations will also include design standards to support the city’s complete street policy. The draft regulations are set for a public hearing and adoption by the Planning Board in 2021.  Highland Avenue Corridor Study: In September of 2020, the DPCD commenced a corridor study for Highland Avenue. The goal of the study was to develop a vision for the future of the corridor from which other action can be taken to realize this vision within a context of market dynamics. DPCD staff managed the study, led the consultants on a site visit, held three working group meetings and two community meetings between October of 2020 and January of 2021. A draft of the report with a request for public comments will be published in March 2021 and a final report will be complete in April 2021.  Bridge Street Neck (BSN): A Bridge Street Neck updated vision report with recommendations was finalized in the March 2020. In October 2020, the City received a grant from the Executive Office of Energy and Environmental Affair to fund technical assistance to implement the updated Bridge Street Neck Vision report recommendation to develop a mixed-use overlay zone with design guidelines for the Bridge Street Neck Corridor. It is anticipated the mixed use overlay zone with design guidelines will be filed in summer 2021.  South Campus: The City has partnered with Salem State University to support DCAMM’s development of a request for proposals for the redevelopment of the South Campus as the University consolidates its footprint to its North and Central Campuses. The redevelopment of the 21.5-acres site will be informed by the community vision completed by Sasaki Associates in April 2020. Sec. 8-221 ---PAGE BREAK---  Historic Courthouses and Crescent Lot: The COVID-19 pandemic necessitated the shifting of the RFP submission deadline from April 30 to June 30, 2020. Three of the four previously qualified development teams – JHR Development, North River Partnership, and Winn Development – submitted responses. In November 2020, the Salem Redevelopment Authority (SRA) selected Winn Development as the preferred developer. This selection was made after months of thorough and thoughtful consideration, critique, and discussion among members of the SRA, its staff and consultants, and with the development teams and the public over the course of ten public meetings. Upon the designation, DPCD began working with the Winn team on contracts and permitting processes. DPCD has submitted a final draft of the Preservation Restriction to the Massachusetts Historical Commission and has officially subdivided the property the historic courthouses shared with the probate court so that they now sit on their own parcel. DPCD continues to work with DCAMM and the MBTA as part of the project.  As requested by the City Council, DPCD worked with the SRA on the disposition of 5 Broad Street. Upon thorough review of the three proposals, in April 2019 the SRA recommended the City Council select Charing Cross Realty Trust as the designated developer for the property. Charing Cross proposed the purchase of the building at $1.35 million, which is the full appraised value. The final proposal includes preservation of the exterior of the building, sixteen residential units with one unit designated as affordable, on-site parking in accordance with City regulations, an electric car charging station, a Zip Car parking space, bicycle storage for owners and visitors, and a $5,000 contribution to the Salem Public Art Commission. The project is expected to begin permitting in 2021.  Salem welcomed a new addition to its roster of hotels, inns, and bed and breakfasts in October 2020 with the opening of the 113-room Hampton Inn. The mixed-use project includes 56 residential units, approximately 12,000 square feet of ground floor commercial space, and a 212-stall parking garage. DPCD remains in contact with the project manager and continues to refer potential commercial tenants to him.  A groundbreaking for the project at 65 Washington Street, ‘Brix’, was held on September 20, 2019, marking the start of construction for this 61-unit residential building (six units will be affordable) with onsite parking and retail/restaurant space on the ground floor. Anticipated completion for the project is Summer 2021.  DPCD worked with the SRA on the review of several significant downtown projects including the Washington and Dodge project the Hampton Inn mixed-use project), proposed façade improvements to 285 Derby Street (adjacent to Charlotte Forten Park), restoration of 217-221 Essex Street (historical restoration of the façade and the transition of the commercial building into a mixed-use structure with commercial uses on the ground floor and residential uses on the upper levels), and façade modifications to 14 New Derby Street (the former Delande Lighting building). DPCD staff worked with the SRA on several smaller downtown projects including façade improvements at Settler Restaurant on Lynde Street, residential infill projects on historic structures expanding an existing historic home through the construction of additions), and signage review for new businesses and existing businesses seeking to update their signs.  In 2019, the City, through DPCD, contracted with Sir Isaac, a local marketing agency, to develop traditional marketing materials and a new website to attract and support the recruitment of businesses to all of Salem’s neighborhoods. DPCD partnered with Salem Main Streets and the Chamber of Commerce in this initiative. City Councillor Ty Hapworth provided all the photographs for the site. The website, www.salemforbusiness.com launched in April 2020 and will support the City’s economic development goals to diversify Salem’s business community so that it can provide services and opportunities to residents and visitors, bring new jobs to Salem, and continue to make the community a place where individuals and families can live, work, and play. Sec. 8-222 ---PAGE BREAK---  The department continues to assist businesses in a range of ways: connecting those seeking space to locate in Salem or to expand their existing Salem-based business to property owners and realtors, maintaining the ‘Salem Commercial Properties’ inventory to share with prospective businesses, providing referral services to the Enterprise Center, Salem Main Streets, the Chamber of Commerce, the Small Business Association, MassDevelopment, the MA Office of Business Development, Mill Cities Community Investments, and administering the City’s business assistance programs (the Façade Improvement Grant Program and the Small Business Loan Program). Businesses assisted range from established retail shops seeking to expand, new businesses moving to Salem either as a first ‘brick and mortar’ location or as an additional storefront, to manufacturing companies looking for industrial space. All of these businesses seek to bring a product, service, or industry to Salem that not only meets the needs of the community but provides new job opportunities. As of December 2019, the application form and instructions for the City’s Small Business Loan Program are in Spanish, further extending the accessibility of this program.  DPCD worked with partners throughout the region including private financial institutions, non-profit organizations, and business support organizations on the development of the Salem Small Business Loan Fund. An initiative stemming from Essex County Community Foundation (ECCF), the loan fund launched in December 2020. With several financial institutions pooling $1 million for the fund, ECCF offering $100,000 in loan loss reserve, the fund is available to new and existing Salem businesses. The program is managed by Mill Cities Community Investments (MCCI) where interested entrepreneurs can talk through the program parameters and receive referrals for technical assistance being offered free of charge from several local organizations. Made all the more important by the economic hardship created by the COVID-19 pandemic, the Salem Loan Fund launched at a critical time, providing additional financial resources and technical assistance to the small business community. The Salem Loan Fund may also provide the blueprint for loan funds in other Essex County communities.  DPCD continues to administer the City’s separate Small Business Loan Program. This program, funded through CDBG, provides low-interest loans at favorable rates to businesses that seek to establish themselves in Salem, seek to expand their already established business, or need working capital to restructure existing debt.  In January 2020, the City closed on a $50,000 loan to The Artful Life Counseling Center and Studio, which is a regional art therapy practice located in Beverly. The Artful Life sought to expand in its physical space as well as its staffing capacity in order to provide art therapy services to those on their extensive wait list. The Artful Life anticipates opening in their new location at 142 Canal Street in spring 2020. The loan supported the purchase of office furniture, art supplies, and working capital. As a condition of the loan funding, The Artful Life will create at least three new jobs for low- to moderate-income people. These jobs will be a combination of administrative positions and entry-level clinicians and represent a small fraction of the new jobs The Artful Life will be adding.  DPCD continued to administer an EPA-funded brownfields revolving loan fund in partnership with the City of Peabody. The program supports the remediation and redevelopment of underutilized contaminated properties.  In late May 2019, Salem was selected to participate in the inaugural Opportunity Zone Academy run by LOCUS and Smart Growth America (SGA) with funding from the Barr Foundation. The City, in partnership with the Chamber of Commerce, the Salem Partnership, and the Enterprise Center, was one of four Massachusetts cohorts invited to participate with the Academy kicking off at a two-day event in Washington, D.C. DPCD staff attended the kick-off and throughout 2019 worked with LOCUS and SGA to explore ways to highlight Salem and its two Opportunity Zones (OZs). Work through the Academy focused predominantly on the proposed location for the South Salem Commuter Rail station with a stakeholder and a community workshop in September 2019 to share potential opportunities in the station area. DPCD’s Opportunity Zone work will continue for the next several years through the managing of OZ highlighted sites on the OppSites marketplace platform, stakeholder outreach to businesses and Sec. 8-223 ---PAGE BREAK--- property owners in the OZs, continued communications with our partners at LOCUS and SGA, and as a municipal point of contact for those interested in OZs. DPCD continues to be a point of contact for interested parties.  DPCD continues to work with its economic development partners on ways to support, diversify, and engage with the Salem business community. With regular meetings among Salem Main Streets, Salem Chamber of Commerce, the Creative Collective, The Enterprise Center, the Salem Partnership, and Destination Salem, all of the city’s economic development stakeholders are up to date and aware of changes in Salem’s business environment and are able to collectively respond to these changes in a positive manner to ensure the health of Salem’s business community.  DPCD continued to work with Destination Salem to increase tourism. See Marketing and Tourism.  DPCD continued to implement the Downtown Retail Market Study in collaboration with Salem Main Streets.  DPCD continued to work with the Salem Partnership to study the feasibility and economic impact of a South Salem Commuter Rail.  Accessory Dwelling Units: In October 2019, an amendment to the accessory dwelling unit ordinance was voted on by the City Council but was not supported by a super-majority and did not pass. In response to the failed vote, staff collaborated with the Affordable Housing Trust Fund Board to develop a new accessory dwelling unit ordinance that was co-filed by eight City Councillors in February 2020. The new proposed ordinance was filed concurrently with a special act that would allow for the creation of affordable accessory units through a tax exemption. Between February 2020 and May 2020, staff attended approximately eight public meetings on the accessory dwelling unit ordinance and/or the special act for the tax exemption. The ordinance was not supported by a super-majority of the City Council and was not voted on.  Inclusionary Housing: In February 2020, an inclusionary housing ordinance was filed with the City Council. Staff attended approximately six inclusionary housing public meetings between March and June 2020. The ordinance was not supported by a super-majority of the City Council and did not pass.  Public Land: Throughout 2019 and 2020, DPCD staff has been collaborating with the Massachusetts Housing Partnership (MHP) and MassHousing on the preliminary review of public land in Salem to identify sites that are feasible for affordable housing. In September 2020, MHP sponsored an Urban Land Institute (ULI) technical assistance panel (TAP) that provided guidance to the City on the redevelopment potential of the high school campus to include affordable housing, with a focus on assessing the feasibility of providing housing specifically for educators.  Inclusionary Zoning Model: Throughout the 2019 fiscal year and part of the 2020 fiscal year, DPCD staff worked with the City’s consultant, MAPC, on developing a financial model that was used to test the market implications of various inclusionary zoning scenarios. The model is based on a pro forma analysis that is typically used by a developer to understand whether a real estate project is feasible. The creation of the model involved analysis of Salem’s housing market as well as information obtained from local development experts including land use board members, realtors, residents, land use attorneys, developers, and local banks.  Housing Development Incentive Program (HDIP): DPCD worked on a proposal to expand the housing development zone citywide. The City Council passed the proposal in November of 2019 and DHCD approved the amended zone in August 2020.  Amanda Chiancola is a member of the Salem for All Ages Housing Task Force Subcommittee. The goal of the Housing Subcommittee is a primary goal of AARP: to “improve accessibility and accommodations for people of all ages and abilities.” Work on the committee involves advocating for affordable housing and developing creative solutions for various types of housing. Sec. 8-224 ---PAGE BREAK---  DPCD oversaw the substantial completion of the renovation of Lower Gallows Hill Park. This project, funded in part by a $400,000 PARC grant, includes reconstruction of the Ryan Brennan Memorial Skate Park, expansion of the baseball field to regulation size, improved trail connections, and upgraded drainage.  DPCD staff coordinated with a Licensed Site Professional, MassDEP and US EPA to assess the arsenic contamination at Mansell Field and surrounding residential properties. The EPA completed excavation of contaminated materials from the abutting Langdon Street residential properties in July 2020. Through a contract with Tighe & Bond, DPCD is developing a remediation plan and vision for the restoration of Mansell Field.  The City has been working on various improvements throughout Salem Willows Park. In August 2020, 23 dead or dying trees that posed a hazard were removed from the park and 22 trees were planted as replacement trees after that. Work continued on the design of the parking lot, tennis courts, and hill area with final designs approved by the Conservation Commission and the Park and Recreation Commission in December of 2020. This project will be substantially complete by the summer of 2021.  Construction activity commenced for the first phase of renovation to Palmer Cove Park in the first part of 2021. These improvements, funded in part by a $400,000 PARC grant, include an upgraded waterfront path, relocated and enhanced community garden space, and improvements to the basketball court.  The Mayor hosted a ribbon cutting and park dedication ceremony on September 20, 2019, officially dedicating the newly created park at 289 Derby Street to Charlotte Forten, an abolitionist, women’s rights activist, and Salem State University’s first African American graduate.  DPCD coordinated the installation of a sculpture garden in December 2020 to celebrate the completion of the Harbor Connector Path. The new path, supported in part through a $300,000 MassTrails grant, connects the City’s shared-use path network to the Bentley School, the Derby Street Neighborhood, and the Footprint Power Plant land slated for future public access and redevelopment. DPCD submitted a subsequent $242,000 MassTrails grant proposal to the Division of Conservation & Recreation in February 2021 to extend this path network into Salem neck and connect with the new trails at the power plant berm.  In January 2020, DPCD, in partnership with the City of Peabody, commissioned a feasibility study to determine a multiuse path alignment through the Harmony Grove area of the North River Corridor. The study, funded in part through a $30,000 grant from the Solomon Foundation, will identify a preferred route to connect Salem’s expanding off-street path network with Peabody’s planned downtown Riverwalk.  In collaboration with Salem Sound Coastwatch, DPCD secured a $62,825 Coastal Resilience Grant in September 2020 from the Massachusetts Office of Coastal Zone Management. This funding allows for the continued maintenance of the new living shoreline at Collins Cove. Salem Sound Coastwatch and the Salem State University Geography Department are assisting the City with drone monitoring and continued public education regarding the project’s role protecting the adjacent Peter Tracey Sec. 8-225 ---PAGE BREAK--- Walkway and Webb St. properties from increased frequency and intensity of flooding and storm surge resulting from climate change.  DPCD, working with Traffic & Parking staff and Toole Design Group, initiated a community engagement process in July 2020 to develop a preferred design concept for “complete streets” improvements to the North Street corridor. Proposed improvements include upgraded pedestrian crossings, traffic calming features, and protected bike lanes.  DPCD staff secured $137,500 in grant funding from the state’s new Shared Street’s and Spaces program in August 2020 for two quick-build projects: The installation of a temporary sidewalk expansion platform along Essex Street between Hawthorne Blvd. and New Liberty Street, and the installation of bike lanes and traffic calming features on Willson Street.  DPCD applied for a $487,500 MassDOT Community Connections grant in December 2020 to support the continued operation of the Salem Skipper on-demand shuttle service beyond its one-year pilot service. The program was initiated in December 2020 with support from a $175,000 MassDOT Workforce Transportation Program grant.  DPCD secured a $200,000 MassDOT Winter Shared Streets & Spaces grant in February 2020 to launch a BlueBikes bikeshare system in Salem. The program will build on the success of the Zagster bike share that logged nearly 25,000 rides in its three years of operation.  Legislation was passed by the MA Senate and House and signed by the Governor to establish a Salem Port Authority. Board members were appointed by the Mayor, with the Mayor and Ward 1 Councilor serving as ex-officio members. The Port Authority manages the new Salem Wharf complex and will control and manage the Cruise Port in coordination with Footprint RealCo. The Board held its first meeting in January 2019 and has met to discuss matters pertaining to the operation and development of the Port.  In 2019, the City was awarded funding by the Governor’s Seaport Economic Council for the design and implementation of repairs to the North Berth and Deep Water Berth at Salem Wharf. Condition assessment, design, and permitting were completed in the first half of FY2021, and both projects are now advancing through procurement and construction. The repairs will restore the functionality of these facilities to support continued commercial use of Salem’s port facilities.  In 2018, the City applied for and received a $4M federal grant to acquire a second ferry. Following a review of the City’s financial and technical capacity, the Federal Transit Administration determined in January 2020 that Salem is qualified to receive FTA funds. Following this significant step, the City can now proceed with developing its water transit plan and begin carrying out its procurement process. The City continues to work with the City of Lynn, Massachusetts Department of Transportation, and U.S. Congressman Seth Moulton’s office to advance local water transportation efforts  In 2018, the City was awarded funding by the Governor’s Seaport Economic Council for design and construction of waterfront facilities to expand recreational visitor access and expand economic opportunity. Congress Street Dock, the City’s only public landing had been closed due to unsafe conditions. The dock was renovated using Seaport Council funds and now is fully handicapped accessible. Work was completed over the winter of 2020 and was opened to the public for the 2020 boating season.  Seaport Council funds were used to construct a new dinghy dock at Derby Wharf in partnership with the National Park Service. The new facility is fully handicapped accessible and creates new shoreside access for visitors to downtown Salem. The project is completed, and the new dock was opened for the 2020 boating season. Sec. 8-226 ---PAGE BREAK---  A new gangway and small boat dock were added to the new harbor walk at Charlotte Forten Park. This project will enliven the South River, provide increased access to the new park and will act as a small performance venue. The project is completed, and the new dock was opened for the 2020 boating season.  The City received a Survey and Planning Grant for 2021 to update the Historical Commission’s Design Guidelines Notebook. This notebook serves as guidance for the Historical Commission as well as for the City’s design review boards and historic property owners.  DPCD received Community Preservation Act funds to undertake a Preservation Plan of Broad Street Cemetery. This study is nearing completion. The final plan will assess the condition of the cemetery’s burial markers, tombs, fencing, landscape features and circulation, identify and prioritize restoration needs and provide cost estimates and recommended design plans.  DPCD is collaborating with the Department of Public Services and the Cemetery Commission on a Master Plan for Greenlawn Cemetery, one of the region’s most important examples of a 19th century rural cemetery design.  The City’s Preservation Planner and the Mayor continue to coordinate ongoing meetings of the Salem Preservation Partners, a group of local preservation organizations. Over the past year, the Partners have discussed the need to address climate change impacts on historic resources, including public engagement and educational workshops on the topic. This effort is still ongoing and is expected to culminate in local events during Fall 2021 and a regional multi-day symposium in Fall 2022.  DPCD continues to update and enhance the “Preserving Salem” website, a companion site to the City’s existing “Building Salem” website. This site provides information on the City’s historic resources and provide information on ongoing City- sponsored preservation projects and events.  The Preservation Planner continues to collaborate with Historic Salem, Inc. on educational and outreach efforts about historic preservation tools for historic neighborhoods.  DPCD completed Phase IV of the restoration of the Salem Common Fence. This phase included restoring 26 fence sections at the corner of Washington Square North and East and a stretch of Washington Square South, including across the street from the Hawthorne Hotel parking lot.  The City is nearing completion on the final phase of a multi-phase landscape restoration project at Charter Street Cemetery. Work included upgrades and stabilization of pathways, installation of in-ground lighting, installation and restoration of fencing, and major landscaping improvements. The City was awarded a $125,000 Massachusetts Cultural Council Facilities Fund grant for this project. The City is now preparing a reopening plan to protect the historic cemetery.  The City will soon begin restoration of the historic Almy’s Clock on Essex Street. This project will include restoration of the cast iron case, cleaning and repairs to clock mechanisms and repainting of clock face. The clock is expected to be removed in March 2021 for restoration off site.  DPCD continues efforts to restore the historic Dickson Chapel at Greenlawn Cemetery. The current project phase will replace the conservatory doors, which are deteriorated and failing, with new historically appropriate doors. Sec. 8-227 ---PAGE BREAK---  DPCD continues to advocate for the restoration and revitalization of the historic Grimshawe House on Charter Street. This building’s association with Nathaniel Hawthorne as well as its prominent location in the downtown adjacent to the Charter Street Cemetery make it one of Salem’s most well-known historic buildings.  Job creation: In FY20, one existing business was provided a small business loan to assist with relocation/expansion. Six FTE jobs were created/retained. Contracts with the Main Streets program and the North Shore CDC Small Business Engagement Program resulted in documentation of 7 new jobs.  In FY20, 13 businesses were provided with emergency grants to provide relief of COVID-19 negative business impacts.  In FY20, through the Main Streets program provided technical assistance to 1 new, 24 existing, and 7 potential businesses, creating 6 new full-time equivalent jobs. Technical assistance includes facility design, appearance and marketing (including social media), market research, business plan development, advocacy, strategy, expansion assistance, peer support, recognizing/addressing operating and financial risks, location assistance for new or relocating businesses and general business planning.  Main Streets conducted one on one consultations with 10 businesses, including 2 located on Artists’ Row.  A Main Streets retail meeting for businesses was held in November 2019. Topics included a review of the prior October season, age-friendly business certification, Small Business Saturday and developing a season al employee workforce.  Working through the Main Streets program, a successful Farmers’ Market continued at Derby Square in 2019, bolstering the vitality of downtown and providing an economic boost, as well as fresh produce. Due to COVID-19, the Farmers’ Market was relocated to Bentley School in 2020.  Prior to the pandemic, numerous other downtown events were organized through or in collaboration with the Salem Main Streets program, including the Ice Scream Bowl, Salem Winter Market, Holiday Happenings (holiday tree lighting, holiday window decoration contest, Santa’s arrival), New Year’s Eve LAUNCH!, Salem So Sweet Festival, Small Business Saturday, and management of the information booth for Haunted Happenings.  Sidewalk improvements were completed on Artists’ Row.  Working with other departments and the Community Preservation Committee, the seventh round of CPA funding awards was made in spring 2020. Eleven projects were recommended for funding and approved by Council. For more detailed information, see the CPA FY21 Community Preservation Plan & FY20Annual Report.  Housing a. 5 housing units were renovated through the Housing Rehabilitation Loan Program. b. 1 public facility (10 units) was provided with financial assistance for improvements. c. 23 households received assistance with first/last month’s rent and/or security deposits. d. 14 high risk homeless individuals were placed into housing with supportive services. e. 1 first time homebuyer household provided with a down payment assistance 0% deferred payment loan to purchase a home in Salem.  CDBG assistance provided to 33 social service programs which assisted 7,325 persons, including at least 763 youth and at least 374 seniors.  Through the North Shore CDC’s Small Business Engagement Program provided technical assistance to 2 new, 25 existing, and 3 prospective businesses, creating 2 new full-time equivalent jobs. The program serves minority entrepreneurs with business workshops, mentoring sessions, networking groups and referrals to partner agencies, in order to assist the development and growth of immigrant-owned businesses that provide products and services to the Point Neighborhood.  Congress Street parklets were installed.  Splaine Park climbing structure was installed.  Lighting in Higginson Square alley was installed. Sec. 8-228 ---PAGE BREAK---  32 trees planted on Palmer, Perkins, Salem, Bridge, Essex, Margin, Summer, Boston, Gardner, Washington, Lafayette, Laurel and Fairfield Streets, Elm and Maple Avenues and Francis Road.  DPCD staff worked with the Information Technology Department to implement online permitting through ViewPoint Cloud. This effort resulted in clearer applications and improved workflows across City Departments. FY 2022 Goals & Objectives 1. Goal – To improve general government Objectives:  Maintain a high level of accessibility to and responsiveness by the Planning & Community Development Department.  Look for ways to deliver City services more efficiently and effectively through the use of technology.  Work with other City departments to continue efforts to address climate change and plan to mitigate carbon footprint through the Green Communities program, energy efficiency goals, the climate change action plan.  Successfully implement the ninth year of the voter-approved Community Preservation Act.  Keep the community informed and share information through full utilization of the City’s website.  Continue to provide high quality technical assistance to the various land use boards and commissions. 2. Goal – To encourage appropriate economic development Objectives:  Continue pandemic response measures for economic recovery.  Work with Footprint Energy and stakeholders to ensure a successful Harbor Planning process and reuse of the available site near the power plant and encourage appropriate economic development on the waterfront.  Continue revitalization of Salem Harbor and the waterfront, downtown, and other economic centers and corridors.  Encourage responsible private development and new growth opportunities.  Continue implementation and evaluation of the Point Vision and Action Plan.  Oversee the preservation and redevelopment of the Superior Court buildings.  Support the growth of new and existing private businesses, including enhanced recruiting efforts.  Develop policies, create opportunities, implement housing rehabilitation funding and down payment assistance programs, and support other affordable housing initiatives to increase the supply of housing and address housing insecurity.  Complete and implement Climate Resiliency Plan. 3. Goal – To improve recreation and quality of life Objectives:  Continue implementation of Salem for All Ages, the ADA Transition Plan, Historic Preservation Plan, and Open Space and Recreation Plan. Sec. 8-229 ---PAGE BREAK---  Work with Park and Recreation to carry out the Signature Parks program for the Willows, Winter Island, Pioneer Village/Camp Naumkeag, Palmer Cove, Forest River Park, and Salem Common  Work with Park and Recreation to implement the Winter Island Master Plan as part of maintaining and upgrading the City’s infrastructure, including parks.  Work with Park and Recreation to complete the planning and implementation of new facilities at Gallows Hill Park.  Carry out CPA projects, historic preservation efforts as outlined in the historic preservation plan, and other community improvement projects 4. Goal – To enhance travel and tourism Objectives:  Establish Salem as a dynamic year-round arts and cultural destination.  Continue to improve upon management of Haunted Happenings and other community events.  Continue working with the Chamber of Commerce, Salem Main Streets, and other partners on the successful execution of events and festivals that provide vitality to the city.  Continue development and implementation of cruise port activities and marketing.  Continue implementation of the Public Art Master Plan. 5. Goal – To improve infrastructure and facilities Objectives:  Work with Engineering to upgrade City water and sewer systems.  Work with Engineering to maintain and upgrade City roads, sidewalks, and open spaces.  Work with Engineering to continue to advance Essex Street, Derby Street, Highland Avenue, North Street, and Boston Street improvement projects and the Boston/Bridge intersection project.  Continue working with the Salem Partnership to advocate for a South Salem MBTA commuter rail stop.  Work with Engineering and Traffic to continue implementation complete streets policy and encouragement of alternatives to car use, including micromobility, the new on-demand shuttle service, and community car share pilot.  Continue supporting the significant reuse and preservation of Old Town Hall. Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY 2021 FY 2022 Community Development Block Grants received 1,053,238 1,065,891 1,065,891 1,098,733 HOME funds received 162,324 145,619 145,619 168,650 CDBG CARES Act funds received $646,447 $537,651 Studies and reports completed 1 0 1 1 Zoning amendments adopted 2 4 4 4 Neighborhood improvement projects completed 4 3 3 2 Sec. 8-230 ---PAGE BREAK--- Rental housing subsidies provided (first/last/security) 39 23 39 8 Homeless persons provided housing through Housing First 14 8 1 Affordable housing units assisted 52 0 18 79 First-time homebuyers assisted 0 1 2 2 Housing units rehabilitated 7 5 3 3 Social service programs assisted 36 33 25 25 Technical assistance to businesses 64 62 50 50 Financial assistance to businesses 1 14 1 1 Street trees planted 13 32 TBD 17 Emergency Business Assistance due to COVID-19 impacts 13 24 TBD Emergency Rental Assistance due to COVID-19 impacts 15 TBD Emergency Public Service Programs due to COVID-19 impacts 9 TBD How FY 2022 Departmental Goals Relate to City’s Overall Long & Short Term Goals  The Department’s goal to maintain a high level of accessibility and responsiveness is a high priority for the City.  The Department’s goal to look for ways to deliver city services more efficiently and effectively through the use of technology is a medium priority for the City.  The Department’s goal to work with other City departments to continue efforts to address climate change and plan to mitigate carbon footprint through the Green Communities program, energy efficiency goals, the climate change action plan, and more is a medium priority for the City.  The Department’s goal to continue pandemic response measures for economic recovery is a high priority for the City.  The Department’s goal to continue implementation of Salem for All Ages, the ADA Transition Plan, Historic Preservation Plan, Open Space & Recreation Plan, Public Art Plan, Climate Resiliency Plan, and Housing Needs initiatives is a medium priority for the City.  The Department’s goal to develop policies, create opportunities, implement housing rehabilitation funding and down payment assistance programs, and support other housing initiatives to meet demand, stabilize rents and prices, grow the tax base, and address housing insecurity is a high priority for the City.  The Department’s goal to work with Footprint Energy and stakeholders to ensure a successful Harbor Planning process and reuse of the available site near the power plant is a high priority of the City.  The Department’s goal to continue revitalization of Salem Harbor and the waterfront, downtown, and other economic centers and corridors is a high priority of the City.  The Department’s goal to encourage responsible private development and new growth opportunities is a high priority of the City.  The Department’s goal to continue implementation of the Point Vision and Action Plan is a medium priority of the City. Sec. 8-231 ---PAGE BREAK---  The Department’s goal to oversee the preservation and redevelopment of the Superior Court buildings is a high priority of the City.  The Department’s goal to support the growth of new and existing private businesses, including enhanced recruiting efforts, is a medium priority of the City.  The Department’s goal to work with Park and Recreation to carry out the Signature Parks program for the Willows, Winter Island, Pioneer Village/Camp Naumkeag, Palmer Cove, Forest River Park, and Salem Common is a high priority of the City.  The Department’s goal to carry out CPA projects, historic preservation efforts as outlined in the historic preservation plan, and other community improvement projects is a medium priority of the City.  The Department’s goal to continue to improve upon management of Haunted Happenings and other community events is a high priority of the City.  The Department’s goal to continue development and implementation of cruise port activities and marketing is a medium priority of the City.  The Department’s goal to work with Engineering to maintain and upgrade City water and sewer systems is a high priority of the City.  The Department’s goal to work with Engineering to continue to advance Essex Street, Derby Street, Highland Avenue, North Street, and Boston Street improvement projects and the Boston/Bridge intersection project is a high priority of the City.  The Department’s goal to continue working with the Salem Partnership to advocate for a South Salem MBTA commuter rail stop is a high priority for the City.  The Department’s goal to work with Engineering and Traffic to continue implementation complete streets policy and encouragement of alternatives to car use, including micromobility, the new on-demand shuttle service, and community car share pilot is a medium priority of the City. Sec. 8-232 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Planning - Personnel 200 11821 5111 SALARIES-FULL TIME 551,520.86 518,438.84 518,438.84 309,131.32 646,845.50 591,845.50 591,845.50 200 11821 5131 OVERTIME (GENERAL) - - - - - - - 200 11821 5150 FRINGE/STIPENDS 4,000.00 8,000.00 8,000.00 2,333.38 8,000.00 8,000.00 8,000.00 200 Total Planning - Personnel 464,681.54 526,438.84 526,438.84 311,464.70 654,845.50 599,845.50 599,845.50 13.94% Planning - Expenses 200 11822 5216 HEAT & ELECTRICITY-Old Town Ha 7,491.48 13,000.00 13,000.00 13,000.00 13,000.00 13,000.00 13,000.00 200 11822 5320 CONTRACTED SERVICES 38,781.54 23,675.00 74,175.00 66,845.00 22,500.00 22,500.00 22,500.00 200 11822 5387 FEES - DEP ADMIN - 8,320.00 8,320.00 0.00 8,320.00 8,320.00 8,320.00 200 11822 5421 OFFICE SUPPLIES (GEN 3,176.41 4,000.00 4,000.00 3,700.00 4,000.00 4,000.00 4,000.00 200 11822 5426 REPRODUCTIONS 150.00 180.00 180.00 180.00 180.00 180.00 180.00 200 11822 5710 IN STATE TRAVEL/MEETINGS 1,695.25 3,000.00 3,000.00 2,995.00 3,000.00 3,000.00 3,000.00 200 11822 5730 DUES AND SUB 26,819.00 30,330.00 30,330.00 28,881.25 31,270.00 31,270.00 31,270.00 200 Total Planning - Expenses 69,122.44 82,505.00 133,005.00 115,601.25 82,270.00 82,270.00 82,270.00 -38.15% 200 Department Total 533,803.98 608,943.84 659,443.84 427,065.95 737,115.50 682,115.50 682,115.50 3.44% Sec. 8-233 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 PINTO JONATHAN 200 PLANNING DEPT 11821-5111 ZONING BOARD CLERK 10/16/19 1,485.00 B 2.75 12 1,485.00 1,485.00 1,485.00 COLE TIA 200 PLANNING DEPT 11821-5111 PUB ART COMM CLERK 10/16/2017 1,215.00 - - - BORDEN CHELSEA 200 PLANNING DEPT 11821-5111 PUB ART COMM CLERK B 2.25 12 1,215.00 1,215.00 2,430.00 BARRY JULIE 200 PLANNING DEPT 11821-5111 Planner - Public Art 10/1/19 64,035.47 1,327.11 1.00 1 100% 69,142.43 69,142.43 69,142.43 CHIANCOLA AMANDA 200 PLANNING DEPT 11821-5111 Sr. Planner 9/10/15 42,780.25 - - - VACANT 200 PLANNING DEPT 11821-5111 Sr. Planner - 0.85 1 85% 49,968.75 49,968.75 49,968.75 CORRISTON BRENNAN 200 PLANNING DEPT 11821-5111 Planner - ZBA 11/1/18 49,376.72 - - - - DANIEL THOMAS 200 PLANNING DEPT 11821-5111 DIRECTOR OF PLANNING 8/8/16 75,918.95 1,512.53 0.70 1 70% 78,802.81 78,802.81 78,802.81 DEVINE THOMAS 200 PLANNING DEPT 11821-5111 Sr. Planner 3/4/2010 64,892.59 1,292.85 1.00 1 100% 67,357.49 67,357.49 67,357.49 FORRESTAL BETH 200 PLANNING DEPT 11821-5111 PLANNING ASSISTANT 01/20/20 20,824.56 769.23 0.70 1 70% 40,678.03 40,678.03 40,678.03 DOLAN BRITTANY 200 PLANNING DEPT 11821-5111 Planner- Con Com 07/11/19 24,855.44 - - - KENNEDY KATE 200 PLANNING DEPT 11821-5111 Planner- Con Com 10/9/18 495.19 0.50 1 50% 25,799.40 25,799.40 25,799.40 KELLEHER PATRICIA 200 PLANNING DEPT 11821-5111 Planner - Historic 1/4/16 29,305.97 583.86 0.50 1 50% 30,419.11 30,419.11 30,419.11 MEDINA JULIA 200 PLANNING DEPT 11821-5111 Budget Coordinator 12/14/1979 48,652.75 1,107.78 0.80 1 80% 57,715.34 57,715.34 57,715.34 200 PLANNING DEPT 11821-5111 Principal Planner 1/2/19 4,280.08 85.27 0.06 1 6% 4,442.57 4,442.57 4,442.57 WINN KATHLEEN 200 PLANNING DEPT 11821-5111 Deputy Dir of Planning 1/10/2006 63,300.96 - - - - CHIANCOLA AMANDA 200 PLANNING DEPT 11821-5111 Deputy Dir of Planning 9/10/15 1,157.69 0.70 1 95% 61,220.38 61,220.38 61,220.38 WELLS MASON 200 PLANNING DEPT 11821-5111 Planner-Planning Board 2/11/18 27,515.11 548.18 0.50 1 50% 28,560.18 28,560.18 28,560.18 KENNEDY KATE 200 PLANNING DEPT 11821-5111 Planning Asst 11/23/20 - - McCARTHY LEV 200 PLANNING DEPT 11821-5111 Planner - ZBA 11/17/20 - 1,089.42 1.00 1 100% 55,000.00 55,000.00 55,000.00 - - - NEW 200 PLANNING DEPT 11821-5111 Planner 0.75 75% 55,000.00 - - NEW 200 PLANNING DEPT 11821-5111 Planning Asst 0.50 70% 20,039.00 20,039.00 20,039.00 518,438.84 9.56 Total Full Time - 5111 646,845.50 591,845.50 593,060.50 200 PLANNING DEPT 11821-5150 AICP Certificattion 8,000.00 8,000.00 4 8,000.00 8,000.00 8,000.00 Full-Time Equivalent Employees: FY 2020 6.89 526,438.84 9.56 Department Total 654,845.50 599,845.50 601,060.50 FY 2021 8.21 FY 2022 9.56 General Fund Budget ONLY Variance 21 vs. 22 1.35 Sec. 8-234 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 PLANNING DEPARTMENT EMPLOYEES COMBINED SALARIES BUDGET & GRANTS FTE CDBG - Grant 25513-5111 Principal Planner 0.94 94% Planning Budget 11821-5111 6.10 6% VACANT CDBG - Grant 25513-5111 SR PLANNER HOUSING 0.15 15% Planning Budget 11821-5111 0.85 85% DANIEL THOMAS CDBG - Grant 25513-5111 PLANNER/CD DIRECTOR 0.30 30% Planning Budget 11821-5111 0.70 70% FRANCISCO THELMA CDBG - Grant 25513-5111 HOUSING COORD 1.00 100% GUY JANE CDBG - Grant 25513-5111 Assistant CD Director 1.00 100% KENNEDY KATE Planning Con Com 11711-5111 Planner- Con Com 0.50 50% Planning Budget 11821-5111 0.50 50% KELLEHER PATRICIA Planning Budget 11821-5111 Staff Planner/Hist Aide 0.50 50% Historic Comm Budget 16911-5111 0.50 50% FORRESTAL BETH CDBG - Grant 25513-5111 Planning Assistant 0.30 30% Planning Budget 11821-5111 0.70 70% MEDINA JULIA CDBG - Grant 25513-5111 Budget Coordinator 0.20 20% Planning Budget 11821-5111 0.80 80% WELLS MASON Planning Budget 11821-5111 0.50 50% Planning BOARD 11751-5111 0.50 50% CIANCOLA AMANDA CDBG 25513-5111 Deputy Dir of Planning 0.25 25% Planning Budget 11821-5111 0.75 75% ATCHINSON-KILBSTACY Planning Con Com 11711-5111 Con Com Board 2.00 12 Planning Board 11751-5111 Planning Board 2.50 24 Full-Time Equivalent Employees: FY 2020 13.00 FY 2021 13.06 3.84 Grants FY 2022 13.40 GF Budget All Planning - GF Budget & Grants Variance 21 vs. 22 0.34 13.40 Sec. 8-235 ---PAGE BREAK--- PLANNING - 200 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11822 5216 HEAT & ELECTRICITY For heat and electricity costs at Old Town Hall 13,000 13,000 13,000 13,000 TOTAL 13,000 13,000 13,000 13,000 11822 5320 CONTRACTED SERVICES Consulting Services 20,000 20,000 20,000 20,000 Zagster contract 1,175 - - - Lease for planning vehicle - 3 year lease - - - - Spanish language interpretation and translation 2,500 2,500 2,500 2,500 TOTAL 23,675 22,500 22,500 22,500 11822 5387 FEES - DEP ADMIN Annual DEP Audit Fees for open projects: Gonyea Park 4,320 4,320 4,320 4,320 Furlong Park 2,000 2,000 2,000 2,000 Szetela Lane 2,000 2,000 2,000 2,000 TOTAL 8,320 8,320 8,320 8,320 11822 5421 OFFICE SUPPLIES General Office supplies as needed 4,000 4,000 4,000 4,000 TOTAL 4,000 4,000 4,000 4,000 11822 5426 REPRODUCTIONS Copying and Binding of Studies 180 180 180 180 TOTAL 180 180 180 180 11822 5710 IN STATE TRAVEL/MEETINGS Mileage, parking fees and registration fees as needed (3x$600 SNEAPA, 3,000 3,000 3,000 3,000 2x$250 MAPD, 12@$100 other) TOTAL 3,000 3,000 3,000 3,000 Sec. 8-236 ---PAGE BREAK--- 11822 5730 DUES AND SUB American Planning Association w/AICP (4 staff) 1,620 1,620 1,620 1,620 Citizen Housing and Planning Association 85 85 85 85 Massachusetts Association of Planning Directors - - - - Urban Land Institute 650 650 650 650 Salem Partnership Membership 20,000 20,000 20,000 20,000 North Shore Alliance Membership 5,000 5,000 5,000 5,000 Americans for the Arts Membership 75 75 75 75 Metro Boston Rental Listings Database Consortium Membership - - Economic Development Platform Local intel) 2,900 2,900 2,900 2,900 Imagine Salem Website Hosting - - International Downtown Association 940 940 940 TOTAL 30,330 31,270 31,270 31,270 TOTAL PROPOSED PLANNING - 200 82,505 82,270 82,270 82,270 Sec. 8-237 ---PAGE BREAK--- Planning – Market & Tourism, Arts &Culture Mission Statement – Why We Exist Our goals are to establish Salem as dynamic year-round arts and culture destination; identify new markets and a fresh message; and explore and expand partnerships with the Boston tourism industry. We will also endeavor to boost the local creative economy by generating new markets for local artists through a variety of means including ongoing efforts to redevelop Old Town Hall into a more active venue for live performances and the visual arts, and through the continued successful operation of Artists’ Row. Additionally, we strive to form partnerships with local non-profits, cultural organizations and individual artists to carry out festivals and community events, celebrate the power of the arts to activate spaces, start conversations, and bring people together in an urban environment and generally support the work of artist and arts/culture organization based in Salem. Significant Budget & Staffing Changes for FY 2022 The Public Art Commission budget was cut by $2,500 due to COVID-19 budget cuts. A request to reinstate the FY 2020 allocation of $25,000 is being made along with an additional ask of $10,000 to support conversation and maintenance of the City of Salem’s Public Art Collection. Recent Accomplishments The Senior Planner for Arts & Culture, working with the Salem Public Art Commission (SPAC), and within the context of the Public Art Master Plan, formulated and approved a Public Art Work Plan for 2020 resulting in the creation of 35 paid artist opportunities and 32 original works of art, among other outcomes. Highlights from that work are included below. From July 2019 through January 2021 the Public Art Commission:  Refined and voted on a new mission/vision statement for the Commission in Fall 2019 (see right).  Facilitated the installation of internet service and security cameras on Artists’ Row completed in the Fall of 2019.  Continued work on a Public Art Inventory for the City’s art collection in winter 2019 into 2020.  Launched (Fall 2019) and completed (Dec. 2020) a structural assessment and market feasibility study for Old Town Hall, resulting in an Old Town Hall Master Plan to guide necessary restorations and renovations to the space in FY22.  Launched a call for artists for the Naumkeag Portrait Project in February 2020, where the City is seeking qualified artists to create a portrait of a prominent person or persons from our local Indigenous community in partnership with the Tribal Council. Note: This project was put on hold due to COVID-19 in 2020 but was relaunched in early 2021. The Salem Public Art Commission (SPAC) is committed to enriching and enlivening the urban environment through innovative and transformative works of art in all media and modalities. With a focus on local artists and a global perspective of the art scene, SPAC seeks to foster greater community awareness of and interaction with the arts, enhance the scope of Salem’s public art collection, and celebrate diversity in all its forms among citizens and visitors of Salem’s alike. Ultimately, Public Art in Salem should contribute to the community’s identity as the cultural hub of the North Shore and a center for creativity; foster community pride, ownership and a sense of belonging; and enhance the quality of Salem’s built environment. Sec. 8-238 ---PAGE BREAK--- Art Spring Chalk Art Mural by Keshia de Leon Close-up of ‘Unity Path’ by Liz LaManche Work in progress shot of Anna Dugan’s Educators Appreciation Mural  Designed and Implemented “Art Spring” in April 2020, a COVID responsive series of small, pop-up, temporary art installations in digital media, fiber art and chalk murals across neighborhoods of Salem intended to bring joy, color, and connectedness to the community in these troubled times. The program resulted in the hiring of 11 local artist and the creation of 15 unique works of art.  Installed a series of artist designed ‘posters’ in the windows of the South Harbor Parking Garage in May 2020.  Implemented impactful changes to the Artists’ Row Initiative whereby the Senior Planner for Arts & Culture conducted a series of input sessions (Fall 2019) to solicit feedback on the structure of the Artists’ Row program and its future. Feedback was sought from current and past tenants of the Row as well as from the community at large. With additional input from an advisory committee of Artists’ Row stakeholders and members of the SPAC, the City implemented a number of program design changes to create a more mutually beneficial program for the tenants, the City, and the community including: - The creation of a paid Public Artist in Residence (PAiR) opportunity as a core part of the Artists’ Row program. This eight- month residency provided space (stall to an experienced artist working in the public realm and imbedded community engagement and activation in the day-to-day activities of Artists’ Row. The PAiR will culminate in a large-scale public art project reflective of the community process. - Designated two of the remaining three stalls specifically as artist maker/retail spaces and the last stall as a performance/performing arts space. - Created a partnership with the Enterprise Center at Salem State University whereby Artists’ Row tenants will be required to attend a minimum of one business development workshop of their choosing per quarter to help bolster their work and aid in taking their creative practice to the next level. - This resulted in the placement of three new artist lead businesses and the City’s first ever Public Artist in Residences on Artists’ Row in May 2020.  Collaborated on the Salem Arts Festival in June 2020 by hosting a ‘COVID modified’ annual Mural Slam where twelve (12) artists were paid an honorarium to create original works of art on 4’x8’ plywood panels that were then installed on the back of Artists’ Row stalls and showcased to the community for one year. A call went out for artist’s participation and the twelve artists selected were given supplies to create murals in their own homes/studio spaces in five days. Once the murals were completed and installed, a digital campaign was launched where the public was invited to vote for their favorite and a “People’s Choice Award” was distributed along with a monetary prize. This prize and the artist stipends were sponsored by the Public Art Commission.  Commissioned the creation a ground mural in June 2020 to beautify the Artists’ Row corridor resulting in the installation of “Unity Path” by Liz LaManche.  Conducted an artist call and selection process for the commissioning of the City’s first even permeant public art commission as part of the Forest River Outdoor Recreation & Nature Center (formally Forest River Pool) capital renovation project in August 2020, with work being completed in Aug. 2021. Sec. 8-239 ---PAGE BREAK---  Commissioned local artist Anna Dugan to design and create a Salem Educators Appreciation Mural at the intersection of Highland Avenue and Swampscott Road in November 2020.  Designed, curated, and installed the Harbor Path Sculpture Garden, a collection of seven large sculptural works, by six different MA based artists, on long term loan to the City from Nov. 2020 – Nov. 2021.  Completed work on the Higginson Square Lighting Project to illuminate the alleyways of Salem’s downtown in Jan. 2021. Derby Square  Hosted a series of SPAC sponsored free public performances for all ages in Derby Square in August 2019.  Was home to three Flea Markets as well as hosted activities for the Haunted Happenings in Oct. 2019 and Salem So Sweet’s Ice Sculptures in Feb. 2020.  Due to COVID-19 many activities scheduled for Derby Square during this time frame were not able to be held. Old Town Hall The Senior Planner for Arts & Culture also oversees the management of Old Town Hall. The hall is a jewel in the crown of our downtown and under the City’s management has become a welcoming place for both public and private events year-round. Old Town Hall rents out to non-profit entities, corporations, and private individuals. This array of programming provides income for the operations of Old Town Hall while offering the community access to this unique and beautiful historical asset. Seasonally, Old Town Hall hosts community-wide celebrations such as Haunted Happenings, the City’s New Year’s Eve Celebration, Salem’s So Sweet, and The Salem Arts Festival. It additionally hosts over 100 events each year through its rental program, including private receptions, craft markets, weddings, fundraisers, concerts, theatrical performances, and art shows. Throughout these activities, hundreds of artists perform or exhibit work there every year, and thousands community members and tourists visit the space as attendees. Up until recently, Old Town Hall was also home to two resident organizations, The Salem Museum and History Alive Inc., which produced a variety of community-oriented cultural and educational programs throughout the spring, summer, and fall. With the COVID-19 pandemic effectively shutting the state down in mid-March 2020, all of the events, weddings, and performances for the latter part of Fiscal Year 2020 were cancelled. The Salem Museum, which operated out of the first floor of Old Town Hall shuttered its doors and dissolved as an organization in early 2020. Before this it operated as a local history museum and was open seven days a week July through October and offered exhibits and tours. History Alive Inc., a non-profit theater group, has operated out of the second floor of Old Town Hall since 1992 to create cultural programming to teach Salem’s history in an interactive way. This began with an audience participatory witch trial, Cry Innocent: The People vs. Bridget Bishop, and has grown to include a dozen different pieces representing many time periods, presented throughout the year. Between July 1, 2019 and March 2020 before the COVID-19 mandatory closure of the building, Old Town Hall hosted:  115 individual event bookings including private receptions, craft/vendor markets, weddings, fundraisers, community meetings, concerts, theatrical performances, and art exhibitions. Sec. 8-240 ---PAGE BREAK---  History Alive held live performances of Cry Innocent, an interactive performance about the witch trial of Bridget Bishop, among other original performance works. In total History Alive conducted 40 rehearsals and 200 public performances welcoming approximately 20,000 audience members into the space  Salem Museum was open to the public seven days a week between July and October 2019, for a total of 125 days. Starting in fall 2020, Old Town Hall has served the community as a COVID-19 testing site. Destination Salem, the City’s destination marketing organization, completed a successful thirteenth year of operation in a year that was devastating to the tourism industry. The organization was reactive and nimble, supporting Salem’s small business community by creating marketing and communications around public health guidelines and then transitioning to recovery marketing. Fiscal year 2020 accomplishments include:  Local hotel/motel tax collections were $978,595 in FY20, a 20% increase over 2019, which is especially significant considering Q4 hotel/motel tax receipts were less than half of Q4 in FY19.  The Destination Salem budget was $598,000 for FY20 and the organization ended the year at $558,000 revenue, 7% less than projection, due to operational and sales changes brought on by the pandemic.  The organization generated $308,490 in private investment in FY19.  In fiscal 2020, Destination Salem published and distributed 300,000 Salem Guides.  Published and distributed 150,000 Haunted Happenings Guides.  Maintained and enhanced Salem.org, which averaged 53,000 users per month.  Continued to communicate with followers across all social media platforms, seeing an increase in engagement and followers across the board. o Destination Salem Facebook: 27.9K followers o Haunted Happenings Facebook: 73.9K followers o Destination Salem Instagram: 18.3K followers o Haunted Happenings Instagram: 16.5K followers o Destination Salem Twitter: 7.2K followers o Haunted Happenings Twitter: 10K followers o Destination Salem also manages profiles on is also on Pinterest, LinkedIn, and YouTube. Destination Salem FY20 Accomplishments Consumer Shows  The Big E  New York Times Travel Show (Consumer, Trade, and Media segments) Sec. 8-241 ---PAGE BREAK--- Cruise Ships & Port of Salem  DS provided shore excursion materials and hospitality for the Silver Sea visit in September.  We worked with the US Coast Guard on the USCG EAGLE visit in August. Digital Marketing and Social Media  Worked with Salem-based agency Sperling Interactive to improve search engine optimization on Salem.org and HauntedHappenings.org.  Deployed digital display, AdWords, and social media marketing campaigns to drive consumers to salem.org and to request the Salem Guide.  In recognition of the centennial of suffrage, we executed a #WomanCrushWednesday campaign on Instagram in CY20. Familiarization Tours Hosted 52+ familiarization tours for domestic and international travel media, including:  WGN-TV Chicago, “Backstory”  Influencer fam on July 24, 2019 for 13 participants who generated more than 1 million impressions  Takaya Nagasawa, “Somewhere Street” (Japan)  Macaroni Kid  Family Fun Canada  Cara Magazine (Ireland)  Mass Appeal (Springfield) live feed  WBUR Artery  NBC Boston / Uniquely New England  WGBH Weekends with Yankee Salem Ancestry Days  Developed a new program to encourage travel to Salem for people who have ancestral or familial connections to Salem  Collaborated with Essex Heritage, New England Genealogical Society, Phillips Library, Registry of Deeds, Salem State University, Salem Witch Museum, Voices Against Injustice Salem Film Office  Hubie Halloween  Defending Jacob  Castle Rock  FreeForm show, Motherland held a promotional event for influencers in Salem Salem 400  Continued to represent Salem to the MA400 quarterly meetings  Participated in Salem 400 planning meetings Sec. 8-242 ---PAGE BREAK--- Salem Haunted Happenings  Produced the annual Guide to Salem Haunted Happenings and associated collateral  Traffic on HauntedHappenings.org saw an increase of 12% over FY19  Destination Salem oversaw the Haunted Happenings programming task force meetings for businesses  Collaborated with the City of Salem on public safety initiatives  Created communication points around the temporary closure of Charter Street Cemetery. The Salem Guide Destination Salem publishes the annual visitor’s Guide to Salem. Featuring a calendar of events, map, editorial about the history and culture of Salem, parking and directions, and business listings for advertisers, the Guide is a trusted resource for leisure travelers, group tour planners, travel agents, and event planners near and far. The Salem Guide compliments Salem.org and is available by request through Salem.org.  Destination Salem printed 300,000 copies of the 2020 Salem Guide  Distribution is done through CTM Media Group, direct mail, AAA offices, convention and visitor bureaus, consumer and trade shows  In 2020, a total of 147 businesses advertised in the Salem Guide. 11 businesses dropped advertising in the publication and 16 new or returning businesses purchased advertising.  The Salem Guide is our secondary source of revenue after the City of Salem. In 2020, it generated $194,000. Representation and Collaboration Destination Salem is members of the following organizations and collaboratives:  American Bus Association  Cape Cod Chamber of Commerce  Discover New England (international marketing)  Friends of Friendship  Greater Boston Concierge Association  Greater Boston Convention & Visitors Bureau  Merrimack Valley Convention & Visitors Bureau  North of Boston Convention & Visitors Bureau Board of Directors  North of Boston Wedding Group  Salem Chamber of Commerce Board of Directors  Salem Main Streets Steering Committee  Salem Partnership  Salem Preservation Partners  See Plymouth Sec. 8-243 ---PAGE BREAK--- When the coronavirus crisis hit in March 2020, everything was paused. The following programs were postponed or cancelled:  Update of the Salem Motor Coach / Tour Bus Map and Guidelines  All travel writer familiarization tours  Digital advertising and marketing  Brochure distribution  Salem Haunted Happenings planning  Salem Ancestry Days Destination Salem joined the City of Salem Economic Development Revitalization and Recovery Task Force (EDRR) and focused on small business support. The staff participated in webinars and meetings and followed industry trends and recommendations. The organization accomplished the following in the wake of the coronavirus crisis:  Search Engine Optimization on both websites  Created the Salem Together Pledge with the EDRR  Issued weekly newsletters for the EDRR  Began work on a new Salem app for iPhone and Android  Founded the Massachusetts Destination Marketing Organization (DMO) Directors Group, which meets  Created COVID-19 pages on Salem.org and HauntedHappenings.org to communicate travel requirements and expectations based on local and Massachusetts guidelines  Participated in the Massachusetts, “With Love from [Salem]” campaign  Filmed a “Salem is Safe” video promoting businesses reopening and supporting local businesses. The following Tourism Economic Impact Data for Salem, which has been provided by the Massachusetts Office of Travel & Tourism and US Travel Association. In 2019 Salem saw a slight increase in revenue and tax receipts in 2020 as compared to 2019. Expenditures Payroll Jobs Supported State Taxes Local Taxes Salem Domestic $120,769,598 $30,237,498 871 $6,729,930 $3,160,198 International $20,693,468 $5,196,979 121 $1,051,906 $571,566 Total $141,463,065 $35,434,477 992 $7,781,836 $3,731,763 Salem.org / Destination Salem year-round  Website traffic on Salem.org saw 629,757 users starting 833,281 sessions and generating more than 2.8 million pageviews  We fulfilled 12,259 Guide requests through Salem.org Sec. 8-244 ---PAGE BREAK---  36% of our domestic requests came from NY, PA, and NJ  67% of our international requests came from Canada, followed by the UK (17%)  Social following: 26K Facebook / 13K Instagram / 7K Twitter Salem Haunted Happenings  67% of businesses surveyed reported 2019 was better than 2018 or the best October ever.  HauntedHappenings.org had 344,924 users starting almost 493,101 sessions and generating 1.7 million pageviews.  Social following: 70K Facebook / 12K Instagram / 10K Twitter. FY 2022 Goals & Objectives Goal – To support the recovery of Salem’s small business community by executing a marketing plan that increases travel to Salem while adhering to public health guidelines and ensuring Salem is a dynamic year- round arts and cultural destination. Objectives:  Re-envision the use of and increase artistic programming in Old Town Hall to provide new opportunities to local artists and organization while generating additional vitality for the downtown area.  Continue implementation of the Public Art Master Plan through the Public Art Commission, including development of new public art installations.  Continue to identify new markets and a fresh message.  Continue to collaborate with Destination Salem to clearly communicate with residents regarding the importance of tourism to the Salem economy  Continue to incorporate public health guidelines and visitor expectations in the marketing of the City of Salem  Engage public relations consultants to generate earned media and manage crisis marketing and communications as necessary to ensure tourism in safe for residents, employees, and visitors  Support the mission and efforts of Destination Salem through continued financial support from the hotel/motel tax and acquisition of grant funding.  Work with Destination Salem in carrying out a recovery marketing strategy that encourages year-round visitation to Salem.  Be prepared to promote Salem as an ideal port for small cruise ships when the cruise industry returns after the pandemic Goal - To boost the local creative economy by promoting the local arts community, generating new markets for local artists, and generating additional economic activity in the downtown. Objectives:  Lease the Artists’ Row stalls to “Creative Entrepreneurs” under the new model, to bring engaging high-craft and unique products that appeal to residents and tourists.  Activate Artists’ Row with performances, workshops, artist talks, and public art installation facilitated by the tenants and PAiR.  Increase artistic programming and use of Old Town Hall to generate additional vitality downtown. Sec. 8-245 ---PAGE BREAK---  Continue to work with cultural groups and businesses to carry out and promote local festivals such as the Salem Film Fest, Literary Salem, and the Salem Jazz Festival.  Support local artist and arts organization by acting as a facilitator and connector to people and opportunities where possible. FY 2022 Goals & Objectives Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY 2021 FY 2022 Businesses participating in Visitors Guide 149 147 125 150 Visitor Guides Distributed (print and digital)* 325,00 print 13,744 digital 325,000 print 325,000 print 25,000 digital Salem Haunted Happenings Guides Distributed (print and digital)** 150,000 print 4,346 digital 150,000 print 75,000 Print 5,000 digital Salem.org website Sessions 879,922 833,281 850,000 925,000 Haunted Happenings.org website sessions* 249,018 493,101 450,000 495,000 The Salem App for iPhone and Android N/A N/A 22,000 downloads 30,000 downloads Marketplace stalls leased/licensed 5 5 5 5 The five-year average for local option hotel/motel tax is $738,294. Local hotel/motel increased 20.3% to $978,594.76 in 2020 and has increased from $560,959 since 2016, representing a 74% increase over 5 years. How FY 2022 Departmental Goals Relate to City’s Overall Long & Short Term Goals  See Planning - General Administration Sec. 8-246 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Planning-Market & Tourism-Expenses 200 11992 5211 ELECTRICITY 1,286.56 1,300.00 1,300.00 1,223.08 1,300.00 1,300.00 1,300.00 200 11992 5306 ADVERTISING 75.00 150.00 150.00 76.00 150.00 150.00 150.00 200 11992 5389 PROMOTION & MARKETING 273,149.12 263,258.00 268,128.00 251,359.71 307,000.00 307,000.00 307,000.00 200 11992 5846 RENOVATION & REPAIRS 10,496.83 13,500.00 13,500.00 12,325.92 3,500.00 3,500.00 3,500.00 200 Total Planning-Mkt & Tourism-Exp 218,997.38 278,208.00 283,078.00 264,984.71 311,950.00 311,950.00 311,950.00 10.20% 200 Department Total 218,997.38 278,208.00 283,078.00 264,984.71 311,950.00 311,950.00 311,950.00 10.20% Sec. 8-247 ---PAGE BREAK--- MARKET & TOURISM - 200 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11992 5211 ELECTRICITY ELECTRICAL SERVICES FOR MARKET PLACE 1,300 1,300 1,300 1,300 TOTAL 1,300 1,300 1,300 1,300 11992 5306 ADVERTISING ADVERTISEMENT FOR RFP'S FOR MARKET PLACE STALLS 150 150 150 150 TOTAL 150 150 150 150 11992 5389 PROMOTION & MARKETING Destination Salem Funding 236,258 250,000 250,000 250,000 Free Trolley Rides for Salem Residents - July, August, Sept 4,500 7,000 7,000 7,000 Public Art - programs utility box, sculpture series, murals, placemaking) 22,500 35,000 35,000 35,000 and permanent installations and maintenance bike path marker, park sculpture, CLC art) - - Downtown Programming 15,000 15,000 15,000 TOTAL 263,258 307,000 307,000 307,000 11992 5846 RENOVATION & REPAIRS Renovations, repairs and upkeep to public restrooms and buildings s needed 13,500 3,500 3,500 3,500 and security cameras TOTAL 13,500 3,500 3,500 3,500 TOTAL PROPOSED MARKET & TOURISM - 200 278,208 311,950 311,950 311,950 Sec. 8-248 ---PAGE BREAK--- Planning – Historical Commission Mission Statement – Why We Exist The mission of the Salem Historical Commission is to provide regulatory design review within Salem’s four local historic districts and to undertake community- wide historic preservation planning. Significant Budget & Staffing Changes for FY 2022 There are no significant budget or staffing changes. Recent Accomplishments  The Preserving Salem website (www.preservingsalem.com) continues to serve as a valuable resource for information on Salem’s historic buildings and districts, local historic district administration, as well as current City-sponsored restoration projects and upcoming preservation events.  The Historical Commission continues to collaborate with the Salem Preservation Partners group on preservation activities including Preservation Month celebrations. Group is currently planning activities related to protecting historic resources from climate change impacts.  The Historical Commission issued 134 decisions on projects in local historic districts.  The Commission reviewed and acted on 2 requests under the Demolition Delay Ordinance.  The Commission provided letters of support for: a. The Signature Parks Initiative b. Historic Salem, Inc. Round 26 MPPF Application c. City of Salem Survey & Planning Grant application for Salem Historical Commission Guidelines Notebook Update d. City of Salem Round 26 MPPF Application for Salem Common Fence Restoration e. Community Preservation Act grant application for City of Salem’s request for restoration of the Salem Public Library Poseidon Fountain f. Historic Salem, Inc. application for a National Trust Preservation Grant g. Friends of Greenlawn Cemetery grant application for a National Register sign at Greenlawn Cemetery h. New signage and interpretive markers at historic cemeteries before the Cemetery Commission i. Crescent Trust’s request for Massachusetts Historic Rehabilitation Tax Credits j. Harbor Point Properties LLC’s request for Massachusetts Historic Rehabilitation Tax Credits k. Essex Street Lofts LLC’s request for Massachusetts Historic Rehabilitation Tax Credits l. Banecroft Investments LLC’s request for Massachusetts Historic Rehabilitation Tax Credits m. North Shore Community Development Coalition request for Massachusetts Historic Rehabilitation Tax Credits n. James Sullivan’s request for Massachusetts Historic Rehabilitation Tax Credits Sec. 8-249 ---PAGE BREAK--- o. Harborpoint Properties, LLC request for a waiver from the General Requirements of Barrier Free Access.  The Commission provided comment letters for: a. The FY20 update to the Community Preservation Plan b. New interpretive signage and commemorative markers at the Friends Cemetery, Broad Street Cemetery and Greenlawn Cemetery c. Zoning Board of Appeals review of proposed renovations at 32 Church Street d. Zoning Board of Appeals review of proposed renovations at 7 Curtis Street e. Planning Board review of proposed reuse of the historic St. Mary’s School building at 13 Hawthorne Boulevard f. Planning Board review of proposed reuse of the historic St. James School building at 160 Federal Street g. Salem Redevelopment Authority/Design Review Board review of proposed renovations at 49 Federal Street h. Section 106 Comment Letter for 292 Essex Street i. Tree Warden-Tree Commission proposed tree plantings at The Witch House and Salem Common FY 2022 Goals & Objectives Goals - To provide regulatory design review within Salem’s four local historic districts and to undertake community-wide historic preservation planning. Objectives:  Update the Salem Historical Commission Design Guidelines Notebook with assistance from a Massachusetts Historical Commission grant.  Continue implementing recommendations of the 2015 Historic Preservation Plan Update.  Ensure that the Salem Historical Commission Ordinance is legally enforced.  Explore options for strengthening the City’s historic preservation regulations  Conduct public hearings and issue decisions for projects within local historic districts.  Comment on projects that may impact historic resources.  Prepare grant applications for funding to implement various preservation related projects through the Department of Planning & Community Development.  Continue to collaborate with Salem’s Preservation Partners on educational and advocacy activities such as Preservation Month events.  Administer the Certified Local Government Program.  Provide information to property owners within historic districts and to owners of historic properties outside of the districts.  Obtain training that can further the skills and knowledge of staff and Commission members, keep Commission members up to date on current practices, and assist Commission members in making decisions and recommendations.  Continue to work with the State, the Salem Redevelopment Authority and other interested parties on the reuse of the Superior Court and County Commissioner’s Building.  Continue to update and enhance the Salem Historical Commission’s web page on the City’s website and the new www.preservingsalem.com website. Sec. 8-250 ---PAGE BREAK--- Outcomes and Performance Measures Actual Actual Actual Estimated FY 2019 FY 2020 FY 2021 FY 2022 Regular meetings of the Salem Historical Commission 21 24 21 24 Applications received for approval 168 165 140 155 # of Certificates of Non-Applicability to be issued 81 80 56 70 # of Certificates of Appropriateness to be issued 84 80 76 80 # of Certificates of Hardship to be issued 3 5 2 2 # of Requests for a Waiver of the Demolition Delay Ordinance 10 10 2 3 Workshops/seminars/trainings related to historic preservation issues to be attended by Staff and Commission members 26 30 22 25 How FY 2022 Departmental Goals Relate to City’s Overall Long & Short Term Goals  See Planning – General Administration Sec. 8-251 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Planning - Historical Commission - Personnel 200 16911 5111 SALARIES-FULL TIME 30,678.48 31,561.23 31,561.23 17,989.10 33,389.14 31,904.14 31,904.14 070 Total Planning - Hist. Comm Personnel 25,466.85 31,561.23 31,561.23 17,989.10 33,389.14 31,904.14 31,904.14 1.09% Planning - Historical Commission - Expenses 200 16912 5342 POSTAGE - 200.00 200.00 0.00 200.00 200.00 200.00 200 16912 5421 OFFICE SUPPLIES (GEN 58.44 90.00 131.56 131.56 90.00 90.00 90.00 200 16912 5583 PHOTOGRAPHY SUPPLIES - 180.00 250.00 70.00 180.00 180.00 180.00 200 16912 5710 IN STATE TRAVEL/MEETINGS 365.74 450.00 584.26 584.26 450.00 450.00 450.00 200 16912 5730 DUES AND SUB - 100.00 100.00 0.00 100.00 100.00 100.00 200 Total Planning - Hist. Comm Expense 670.00 1,020.00 1,265.82 785.82 1,020.00 1,020.00 1,020.00 -19.42% 200 Department Total 26,136.85 32,581.23 32,827.05 18,774.92 34,409.14 32,924.14 32,924.14 0.30% Sec. 8-252 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 BREWSTER COLLEEN 200 PLANNING-HIST COM 16911-5111 BOARD CLERK 2,970.00 B 2.75 24 1,485.00 1,485.00 1,485.00 KELLEHER PATRICIA 200 PLANNING-HIST COM 16911-5111 STAFF PLAN/HIST AIDE 1/4/16 28,591.23 583.86 0.50 50.0% 30,419.14 30,419.14 30,419.14 GRAHAM DAN PLANNING-HIST COM 16911-5111 BOARD CLERK 1,485.00 31,561.23 0.50 Total Full Time - 5111 33,389.14 31,904.14 31,904.14 Full-Time Equivalent Employees: FY 2020 0.14 31,561.23 0.50 Department Total 33,389.14 31,904.14 31,904.14 FY 2021 0.50 FY 2022 0.50 Variance 21 vs. 22 0.00 Sec. 8-253 ---PAGE BREAK--- HISTORICAL COMMISSION - 200 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 16912 5342 POSTAGE Postage & labels as needed 200 200 200 200 TOTAL 200 200 200 200 16912 5421 OFFICE SUPPLIES General office supplies as needed 90 90 90 90 TOTAL 90 90 90 90 16912 5583 PHOTOGRAPHY SUPPLIES General photography supplies as needed 180 180 180 180 TOTAL 180 180 180 180 16912 5710 IN STATE TRAVEL/MEETINGS Mileage, parking fees and registration fees as needed 450 450 450 450 TOTAL 450 450 450 450 16912 5730 DUES AND SUB Preserving Salem website hosting - National Alliance of Preservation Commissions 100 100 100 100 TOTAL 100 100 100 100 TOTAL PROPOSED HISTORICAL COMMISSION - 200 1,020 1,020 1,020 1,020 Sec. 8-254 ---PAGE BREAK--- Public Services – General Administration Mission Statement – Why We Exist The Department of Public Services (DPS) provides professional quality maintenance, repair and construction services while maintaining ninety (90) miles of streets, thirty-two (32) parks, twenty-eight (28) playgrounds, forty-two (42) common areas and five cemeteries. DPS is also responsible for the ongoing maintenance of the water, sewer and drainage systems, and the city vehicle fleet and equipment. Additionally, the DPS is responsible for prompt response to all snow, ice and other inclement weather emergencies and situations. The department also enforces water, sewer and snow by-laws. Lastly, we play a significant role in the daily operation of other city departments in responding to requests for service. The department budget is divided into four divisions: Public Works (General Administration), Snow and Ice, and Water and Sewer Enterprise. Significant Budget & Staffing Changes for FY 2022 DPS is requesting three Full Time Employees (FTE) for the Parks Division, Street Division and Cemetery Division, which were not funded due to last year’s budget cuts. These positions will help us continue to improve customer relations, city-wide communications and efficiencies related to uniting Engineering and DPS. Recent Accomplishments  Continued restructuring of the department to improve efficiencies.  Personnel continue to be cross trained on many levels resulting in an efficient operation where we can assign employees within the division where needed.  The Street Division repaired sidewalks at one hundred and nine (109) locations.  The Sign Division repaired or added over 120 signs.  The department continues to inspect and conduct sidewalk work on sidewalks identified as high priority and fixing them. Sec. 8-255 ---PAGE BREAK---  DPS continues to utilize the CitiStat program to document and measure work and performance metrics throughout the department. Meetings are held to review the data and discuss ways improve operations based on information being provided. DPS added Street-Sweeping-Central Street to our webpage that explains our improved 2021 sweeping program. The new program continued the annual city-wide spring and fall sweeping effort and added more frequent (every third Wednesday) sweeping in the downtown area from April to September. DPS continued to use See-Click-Fix (SCF) as the primary tool with this additional tool our staff has resolved over 3,500 requests from residents. In addition, our work order management system allowed us to repair an additional three hundred seventy-five (375) items in the City. Department employees and contractors continued to paint crosswalks, stop bars and centerlines. The department continues to work with engineering to deliver replacement and newly issued trash and recycling totters.  DPS staff also continued to manage our residential leaf and brush drop-off at the old incinerator site on Swampscott Road. We expect to manage 7,200 cubic yards of leaves and brush in FY 2021.  The Haunted Happenings events were successful with the DPS providing preparation and cleanup for many activities. This department also provided coverage and assistance during many other events including elections.  City-wide, the amount of trash collected and disposed by City personnel from public parks and open spaces has seen a marked increase. In FY 2022 we expect the tonnage to be close to 4,000 tons, compared with last year’s tonnage of 3,700 tons.  The DPS Cemetery Division continues some in-house grave digging while utilizing expanded usage of contractors.  The Open Space and Tree Divisions planted new trees in 2020. The City recently was re-designated as a “Tree City USA” in recognition of the City’s commitment to a cleaner, safer environment with the aid of its beautiful trees throughout the city.  The Open Space Division continues to help in removing illegally dumped items throughout the city.  Between DPS Open Space Division employees and contractors, we have made improvements to the overall cleanliness of the downtown area.  The DPS department received three trucks due to the Mass DEP VW open solicitation grant to cut down on carbon emissions totaling $227,581.04 received from the state.  Worked with John Andrew to set up parklets and safe eateries to benefit our restaurant community. Sec. 8-256 ---PAGE BREAK--- FY 2022 Goals & Objectives  Continue to modify the CitiStat program to establish performance standards for most DPS work and expand to include other City Departments.  Work with SCF and the existing website system to integrate all work submitted and performed by the department to share with the public. SCF has allowed us to close over 1,300 requests for the current Fiscal year, with an estimate of 3,100 to be closed by June 30, 2021. We expect to complete close to 300 open SCF issues related to sidewalk improvements during the 2021 construction season.  Continue to support Salem Recycles program and events.  Provide courteous and timely responses to the requests from the constituents and other city departments. Continue to strive to respond to all constituent calls within 24 hours.  Continue to utilize the information from the Open Space Inventory Master Plan to establish short- and long-term maintenance plans which will include work that can be performed during the winter. Emphasize the management of our annual mowing contract for open spaces including parks and provide the necessary oversight to meet public expectations.  Continue to offer and support Arbor Day programs throughout the school system.  Continue with tree plantings with emphasis at locations with viable open tree pits.  Work with other departments and the community to establish a public relations plan for downtown maintenance to reduce litter and improve cleanliness of the downtown area using a combination of contractors and DPS personnel.  Continue to improve public relations via media outlets, our web site and public notices keeping staff and residents informed about city policies and practices.  Maintain roadways and sidewalks to increase public safety of residents, businesses and visitors to the City of Salem.  Work with engineering to identify city-wide sidewalks not meeting ADA requirements or that need repair.  Establish a Landscaping Contractor who shall maintain parks and open space during peak season.  A city wide 311 System is anticipated to launch April 2021. The 311 System will allow for residents within city limits to dial 311 and have their call answered in one central department. Constituent Service Advisor will be educated in multiple departments and be able to answer most questions a constituent will have.  Continue to work with planning office to assist the restaurant community to set up safe eateries to help stabilize local business.  Work with traffic, planning, and engineering on setting up safe bike lanes, multi-use pathways throughout the city and maintaining them.  Working with PTO groups and the school administration on setting up outdoor classrooms throughout district.  Working with Park and Recreation on making ADA improvements according to the ADA transition plan throughout city parks. Sec. 8-257 ---PAGE BREAK--- Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY2021 FY2022 Street Sidewalk Repairs 106 109 123 115 Pothole Fills (Repairs) 390 584 628 650 Catch Basin Repairs 14 15 37 30 Sink Holes 25 41 45 35 Trenches 11 41 85 55 Sign Repair 100 120 202 185 Trees/Open Space/Cemetery Trees Planted 55 120 130 120 Full Burials and Fy 21 had 65 cremations 61 51 69 72 Foundations 67 70 70 70 Lots Sold 49 55 41 50 How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals  During the past year the Department continued to track work, while holding personnel and contractors accountable for the work performed using the CitiStat, SCF systems and other established methods.  The department continues to evaluate ongoing means and methods of work being done to establish the best method of accomplishing work whether through Department personnel, contractors, seasonal hires or volunteers.  Work continues to identify capital needs in the short and long term and to identify the best means to meet those needs of equipment which in some instances is dangerously close to the end of its useful life. Sec. 8-258 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Public Services-General - Personnel 230 14111 5111 SALARIES-FULL TIME 1,421,784.41 1,512,295.30 1,512,295.30 783,622.13 1,636,026.68 1,607,826.68 1,607,826.68 230 14111 5113 SALARIES-PART TIME 38,417.54 33,980.21 33,980.21 13,034.38 42,718.73 42,718.73 42,718.73 230 14111 5118 SEASONAL LABOR 69,934.44 112,500.00 112,500.00 43,237.31 150,400.00 150,400.00 150,400.00 230 14111 5131 OVERTIME (GENERAL) 149,804.97 134,000.00 134,000.00 90,438.18 152,000.00 134,000.00 134,000.00 230 Total PS-General - Personnel 1,422,584.15 1,792,775.47 1,792,775.51 930,332.00 1,981,145.41 1,934,945.41 1,934,945.41 7.93% Public Services-General - Expenses 230 14112 5211 ELECTRICITY 11,989.86 10,000.00 10,000.00 9,000.00 10,000.00 10,000.00 10,000.00 230 14112 5215 NATURAL GAS 5,375.19 7,000.00 7,000.00 7,000.00 7,000.00 7,000.00 7,000.00 230 14112 5216 OIL HEAT 4,565.09 7,000.00 7,000.00 6,600.00 7,000.00 7,000.00 7,000.00 230 14112 5241 BUILDING MAINT-DPW 19,527.29 19,800.00 19,800.00 19,490.72 19,800.00 19,800.00 19,800.00 230 14112 5249 GROUND MAINTENANCE-CEMETERY 3,243.18 3,800.00 4,116.00 2,365.06 3,800.00 3,800.00 3,800.00 230 14112 5249R GROUND MAINT-PARKS & REC 25,283.73 30,000.00 30,003.09 27,887.34 40,000.00 40,000.00 40,000.00 230 14112 5253 RADIO MAINT & PARTS 1,200.00 1,300.00 1,300.00 1,300.00 1,300.00 1,300.00 1,300.00 230 14112 5270 RENTAL & LEASE 2,400.00 30,400.00 30,400.00 20,930.25 30,400.00 30,400.00 30,400.00 230 14112 5301 POLICE DETAIL 49,608.08 67,000.00 73,766.92 73,766.92 70,000.00 70,000.00 70,000.00 230 14112 5304 PROFESSIONAL SERV/FEES 6,275.87 9,600.00 9,606.05 9,606.05 9,600.00 9,600.00 9,600.00 230 14112 5317 EDUCATIONAL TRAINING 1,030.00 4,000.00 4,000.00 405.00 4,000.00 4,000.00 4,000.00 230 14112 5320 CONTRACTED SERVICES 522,651.85 551,400.00 551,400.17 543,861.18 631,000.00 591,000.00 591,000.00 230 14112 5341 TELEPHONE 7,039.93 9,000.00 9,000.00 6,481.83 9,000.00 9,000.00 9,000.00 230 14112 5383 BURIAL SERVICES 54,666.80 - 40,175.02 28,784.62 - - - 230 14112 5391 TREE PLANTING, REMOVAL & MAINT 239,476.17 135,000.00 135,625.00 126,980.16 250,000.00 250,000.00 250,000.00 230 14112 5392 TREE PLANTING - - - 0.00 - - 230 14112 5421 OFFICE SUPPLIES (GEN 1,991.16 2,000.00 2,000.00 1,644.98 2,000.00 2,000.00 2,000.00 230 14112 5451 CUSTODIAL SUPPLIES 2,628.48 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 230 14112 5461 GROUNDS MAINT & SUPPLIES 9,675.00 9,700.00 9,700.00 1,732.75 9,700.00 9,700.00 9,700.00 230 14112 5481 GASOLINE/DIESEL FUEL 62,414.79 70,000.00 70,000.00 57,299.96 70,000.00 70,000.00 70,000.00 230 14112 5483 VEHICLE PARTS-DPW 69,111.31 45,000.00 45,000.00 39,796.37 79,000.00 79,000.00 79,000.00 230 14112 5483A VEHICLE PARTS-POLICE 20,055.73 20,000.00 20,000.00 20,000.00 20,000.00 20,000.00 20,000.00 230 14112 5483B VEHICLE PARTS-OTHER 15,804.14 17,700.00 17,700.00 16,505.53 17,700.00 17,700.00 17,700.00 230 14112 5485 STREET SWEEPING & BROOMS 52,843.13 18,500.00 18,500.00 18,192.10 18,500.00 18,500.00 18,500.00 230 14112 5710 IN STATE TRAVEL/MEETINGS 939.89 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 230 14112 5717 PROF LICENSE REIMB 3,528.75 7,400.00 7,400.00 648.50 7,400.00 7,400.00 7,400.00 Sec. 8-259 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 230 14112 5730 DUES AND SUB 375.00 1,000.00 1,000.00 719.00 2,000.00 2,000.00 2,000.00 230 14112 5843 IMPROVEMENTS PW & PARK 67,670.96 70,000.00 80,000.00 73,796.33 70,000.00 70,000.00 70,000.00 230 14112 5846 REPAIRS/RENOV/SIDEWALKS 39,729.40 40,000.00 40,000.00 25,290.58 60,000.00 60,000.00 60,000.00 230 14112 5851 OFFICE EQUIPMENT - - - 0.00 - - - 230 14112 5860 EQUIPMENT PURCHASE & REPAIR 116,096.00 116,096.00 116,096.00 114,960.15 116,496.00 116,496.00 116,496.00 230 Total P S-General - Expense 1,423,299.87 1,306,696.00 1,364,588.25 1,259,045.38 1,569,696.00 1,529,696.00 1,529,696.00 12.10% 230 Department Total 2,845,884.02 3,099,471.47 3,157,363.76 2,189,377.38 3,550,841.41 3,464,641.41 3,464,641.41 9.73% Sec. 8-260 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 PUBLIC SERVICES - GENERAL (Combined Open Space/Park Maint/Public Services) CORNACCHIO KEVIN 230 PUBLIC SERVICES 14111-5111 GENERAL FOREMAN 8/6/2018 24,981.48 1,463.84 - - - VACANT 230 PUBLIC SERVICES 14111-5111 GENERAL FOREMAN 1.00 100% 73,902.40 73,902.40 73,902.40 JODOIN RAYMOND 230 PUBLIC SERVICES 14111-5111 OPERATIONS MANAGER 01/29/07 30,703.74 611.71 0.34 34% 32,798.34 31,870.09 31,870.09 KNOWLTON DAVID 230 PUBLIC SERVICES 14111-5111 City Engineer-DPS Director 05/22/07 20,025.22 398.96 0.16 16% 21,391.23 20,785.82 20,785.82 LEBLANC ROBERT 230 PUBLIC SERVICES 14111-5111 GENERAL FOREMAN 06/03/19 25,690.57 511.83 0.34 34% 27,443.03 776.69 776.69 SANTOS SHAUN 230 PUBLIC SERVICES 14111-5111 MANAGEMENT ANALYST 8/20/2018 22,631.34 505.09 0.34 34% 26,315.19 26,315.19 26,315.19 14111-5111 AFSCME 1,388,262.91 22.04 Total AFSCME 1818 1,454,176.49 1,454,176.49 1,454,176.49 1,512,295.26 24.22 Total Full Time - 5111 1,636,026.68 1,607,826.68 1,607,826.68 RYAN KELLY 230 PUBLIC SERVICES 14111-5113 PT ADMIN ASSISTANT 1/4/11 18,408.03 18,515.12 P 0.54 19 hours per wk 18,550.73 18,550.73 18,550.73 TRANSFER STATION/ON CALL 230 PUBLIC SERVICES 14111-5113 ON CALL 4,168.00 4,160.00 P 0.06 2 hours per wk 24,168.00 24,168.00 24,168.00 230 PUBLIC SERVICES 14111-5113 TRANSFER STATION ATTENDENT 11,404.19 11,569.35 P 0.49 17 hours per wk - - - 33,980.22 1.09 Total Part Time - 5113 42,718.73 42,718.73 42,718.73 230 PUBLIC SERVICES 14111-5118 SEASONAL LABOR-OS 10,000.00 10,000.00 15,000.00 15,000.00 15,000.00 230 PUBLIC SERVICES 14111-5118 SEASONAL-Park 25,000.00 25,000.00 15,000.00 15,000.00 15,000.00 230 PUBLIC SERVICES 14111-5118 SEASONAL -Park Trash Weekends - - - - - 230 PUBLIC SERVICES 14111-5118 WKEND/SEASONAL TRASH 65,000.00 65,000.00 96,000.00 96,000.00 96,000.00 230 PUBLIC SERVICES 14111-5118 TRANSFER STATION 12,500.00 12,500.00 9,400.00 9,400.00 9,400.00 230 PUBLIC SERVICES 14111-5118 Seasonal Operation Clean Sweep - - 15,000.00 15,000.00 15,000.00 230 PUBLIC SERVICES 14111-5118 OTHER SEASONAL - - - - - 112,500.00 Total Seasonal - 5118 150,400.00 150,400.00 150,400.00 230 PUBLIC SERVICES 14111-5131 Overtime-Park & Buildings 24,000.00 24,000.00 37,000.00 24,000.00 24,000.00 230 PUBLIC SERVICES 14111-5131 Overtime-Public Services 30,000.00 30,000.00 37,000.00 30,000.00 30,000.00 230 PUBLIC SERVICES 14111-5131 Overtime-Haunted Happenings 32,000.00 32,000.00 37,000.00 32,000.00 32,000.00 230 PUBLIC SERVICES 14111-5131 Overtime-Cemetery & Trees 40,000.00 40,000.00 37,000.00 40,000.00 40,000.00 230 PUBLIC SERVICES 14111-5131 Overtime-Motor Pool 8,000.00 8,000.00 4,000.00 8,000.00 8,000.00 134,000.00 Total Overtime - 5131 152,000.00 134,000.00 134,000.00 Full-Time Equivalent Employees: FY 2020 26.52 1,792,775.47 25.31 Department Total 1,981,145.41 1,934,945.41 1,934,945.41 FY 2021 26.86 FY 2022 25.31 Variance 21 vs. 22 (1.55) Additional Laborer requested for FY 2022 Budget and FTE ajd's between General Fund/Water/Sewer LEBLANC ROBERT Public Services 14111-5111 General Foreman 0.34 34.0% Sewer Fund [PHONE REDACTED] 0.33 33.0% Water Fund [PHONE REDACTED] 0.33 33.0% JODOIN RAYMOND Public Services 14111-5111 Operations Manager 0.34 34.0% Sewer Fund [PHONE REDACTED] 0.00 0.0% Water Fund [PHONE REDACTED] 0.33 33.0% SANTOS SHAUN Public Services 14111-5111 MANAGEMENT ANALYST 0.34 34.0% Sewer Fund [PHONE REDACTED] 0.33 33.0% Water Fund [PHONE REDACTED] 0.33 33.0% Sec. 8-261 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 ALBERT MICHAEL 230 PUBLIC SERVICES 14111-5111 HEO 03/06/2000 1 58,840.49 28.01 1.00 1,120.28 1.000 1,162.10 60,545.41 60,545.41 60,545.41 CASTONGUAY WILLIAM 230 PUBLIC SERVICES 14111-5111 WORKING FOREMAN 4/7/15 1 60,080.27 29.05 1.00 1,162.09 1.000 1,162.09 60,544.89 60,544.89 60,544.89 CONDON DEREK 230 PUBLIC SERVICES 14111-5111 MASON 9/8/2000 1 55,375.77 26.78 1.00 1,071.10 1.000 1,071.10 55,804.31 55,804.31 55,804.31 COSTA CARLOS 230 PUBLIC SERVICES 14111-5111 LABORER 8/17/2015 1 47,487.64 22.96 1.00 918.52 1.000 918.52 47,854.89 47,854.89 47,854.89 DONAHUE TYLER 230 PUBLIC SERVICES 14111-5111 HMEO II/III 5/21/2018 1 53,589.74 25.82 1.00 1,032.78 1.000 1,032.78 3/16/2021 1,071.10 37.0 15.1 54,386.47 54,386.47 54,386.47 FRITZ ADAM 230 PUBLIC SERVICES 14111-5111 LABORER 11/2/2020 1 - 21.37 1.00 854.95 1.000 854.95 11/2/2021 886.12 19 33.1 45,574.62 45,574.62 45,574.62 GUERRERO HENRY 230 PUBLIC SERVICES 14111-5111 LABORER 3/2/2020 1 46,351.62 21.37 1.00 854.95 1.000 854.95 3/2/2021 886.12 35 17.1 45,075.90 45,075.90 45,075.90 HUGHES BRIAN 230 PUBLIC SERVICES 14111-5111 HEAD FOREMAN 04081996 1 66,075.38 31.95 1.00 1,278.04 1.000 1,278.04 66,585.88 66,585.88 66,585.88 LEVENTIS ANDREW 230 PUBLIC SERVICES 14111-5111 HMEO I/II 11/5/2018 1 50,738.18 24.87 1.00 994.83 1.000 994.83 51,830.64 51,830.64 51,830.64 LEVESQUE JAMES 230 PUBLIC SERVICES 14111-5111 St/Sidewalk Foreman 06211999 1 20,427.48 29.05 0.34 395.11 1.000 395.11 20,585.23 20,585.23 20,585.23 LINTON GARCIA 230 PUBLIC SERVICES 14111-5111 HEO 8/12/2013 1 51,432.71 24.87 1.00 994.83 1.000 994.83 51,830.64 51,830.64 51,830.64 MAC DONALD WILLIAM 230 PUBLIC SERVICES 14111-5111 HMEO 6/12/2012 1 51,432.71 24.87 1.00 994.83 1.000 994.83 51,830.64 51,830.64 51,830.64 MARINO PAUL 230 PUBLIC SERVICES 14111-5111 HEAD FOREMAN II/III 07231998 1 22,465.39 31.95 0.34 434.53 1.000 434.53 22,639.01 22,639.01 22,639.01 MARTINEAU RICHARD 230 PUBLIC SERVICES 14111-5111 MAINT CRAFTS 8/21/2000 1 51,432.79 24.87 1.00 994.83 1.000 994.83 51,830.64 51,830.64 51,830.64 NADEAU ADAM 230 PUBLIC SERVICES 14111-5111 MOTOR EQUIP REPAI 8/13/18 1 20,241.77 - - - - - - NIEMAN KATHERINE 230 PUBLIC SERVICES 14111-5111 HMEO 3/13/2017 1 55,375.71 26.78 1.00 1,071.10 1.000 1,071.10 55,804.31 55,804.31 55,804.31 O'BRIEN JIM 230 PUBLIC SERVICES 14111-5111 TREE CLIMBER 3/13/2006 1 55,375.71 26.78 1.00 1,071.10 1.000 1,071.10 55,804.31 55,804.31 55,804.31 OSGOOD JASON 230 PUBLIC SERVICES 14111-5111 LABORER 06/24/19 1 45,880.70 23.14 1.00 925.43 1.000 925.43 9/14/2021 959.47 6 46.1 49,784.15 49,784.15 49,784.15 OSGOOD STEPHEN 230 PUBLIC SERVICES 14111-5111 PESTICIDE GROUNDS 6/2/14 1 55,375.71 26.78 1.00 1,071.10 1.000 1,071.10 55,804.31 55,804.31 55,804.31 PAGLIARO BRETT 230 PUBLIC SERVICES 14111-5111 LABORER 03/02/2020 1 44,731.87 23.14 0.34 314.65 1.000 314.65 9/8/2021 326.22 10 42.1 16,880.36 16,880.36 16,880.36 PSZENNY BRIAN 230 PUBLIC SERVICES 14111-5111 PRIN ACCT 02/18/2020 2 16,144.68 25.90 0.34 308.23 1.000 308.23 2/18/2021 326.22 33.0 19.1 16,402.39 16,402.39 16,402.39 REALE THEODORE 230 PUBLIC SERVICES 14111-5111 LABORER 7/1/2016 1 47,487.64 22.96 1.00 918.52 1.000 918.52 47,854.89 47,854.89 47,854.89 RICHTER TIMOTHY 230 PUBLIC SERVICES 14111-5111 TREE CLIMBER 7/24/2017 1 55,375.87 26.78 1.00 1,071.10 1.000 1,071.10 55,804.31 55,804.31 55,804.31 RIVERA CRISTIAN 230 PUBLIC SERVICES 14111-5111 ME REPAIR 2/17/2021 - 26,764.00 0.34 363.99 1.000 363.99 2/17/2021 377.52 33.0 19.1 19,222.30 19,222.30 19,222.30 ROBINSON JOHN 230 PUBLIC SERVICES 14111-5111 HMEO 03/02/2020 1 48,429.04 23.14 1.00 925.43 1.000 925.43 3/2/2021 959.47 35 17.1 48,796.99 48,796.99 48,796.99 ROONEY MARK 230 PUBLIC SERVICES 14111-5111 HMEO 11/13/2019 1 48,975.76 - - - - - - SOSA-GARCIA ELIAZAR 230 PUBLIC SERVICES 14111-5111 ME REPAIR 03/12/2019 1 19,036.39 27.76 0.34 377.52 1.000 377.52 3/26/2021 1,151.54 38.0 14.1 30,582.47 30,582.47 30,582.47 STANWOOD DANIEL 230 PUBLIC SERVICES 14111-5111 WORKING FOREMAN 12/4/1999 1 60,080.27 29.05 1.00 1,162.09 1.000 1,162.09 60,544.89 60,544.89 60,544.89 TASSINARI STEPHEN 230 PUBLIC SERVICES 14111-5111 HEAD WORKING FOR 05241999 1 22,465.44 - - - - - - VACANT 230 PUBLIC SERVICES 14111-5111 HEO STREET 51,889.52 51,889.52 51,889.52 VACANT 230 PUBLIC SERVICES 14111-5111 HEMO CEMETERY 48,213.86 48,213.86 48,213.86 VACANT 230 PUBLIC SERVICES 14111-5111 HEO CEMETERY 51,889.52 51,889.52 51,889.52 VACANT 230 PUBLIC SERVICES 14111-5111 HEAD WORKING FOREMAN 21,031.21 21,031.21 21,031.21 VACANT 230 PUBLIC SERVICES 14111-5111 Laborer Park 44,541.85 44,541.85 44,541.85 VACANT 230 PUBLIC SERVICES 14111-5111 ME REPAIR 18,963.88 18,963.88 18,963.88 LICENCES 230 PUBLIC SERVICES 14111-5111 13,441.80 13,441.80 13,441.80 13,441.80 OUT OF GRADE PAYS 230 PUBLIC SERVICES 14111-5111 4,000.00 4,000.00 4,000.00 4,000.00 1,388,262.91 22.04 1,454,176.49 1,454,176.49 1,454,176.49 Sec. 8-262 ---PAGE BREAK--- PUBLIC SERVICES - ADMIN - 230 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 14112 5211 ELECTRICITY National Grid 10,000 10,000 10,000 10,000 Provides electricity for DPW buildings, garage, cemetery, light poles TOTAL 10,000 10,000 10,000 10,000 14112 5215 NATURAL GAS Direct Energy Market, National Grid and UGI 7,000 7,000 7,000 7,000 Gas for DPS buildings-5 Jefferson and Greenlawn TOTAL 7,000 7,000 7,000 7,000 14112 5216 OIL HEAT-CEM Booma - Yearly Maintenance for 4 oil burners 400 400 400 400 PC/VAULTS OR LOTS TO SUPPLEMENT (8,300) (8,300) (8,300) (8,300) Stadium Oil - Burner service for City Hall and Old Town Hall 700 700 700 700 Stadium Oil - Oil heat for 1 garages (1 @ $1,100.00 x 5 months) 5,000 5,000 5,000 5,000 Stadium Oil - Oil Heat for chapel 800 800 800 800 Stadium Oil - Oil heat for maintenance garages ($1,100.00 x 6 months) 6,600 6,600 6,600 6,600 Stadium Oil - Oil Heat for office ($300.00 x 6 months) 1,800 1,800 1,800 1,800 TOTAL 7,000 7,000 7,000 7,000 14112 5241 BUILDING MAINTENANCE - DPW ASAP Drains, Beacon, Boston Fire, Embree Elevator, Garland, Hayden, O'Connell, Salem Overhead Doors, etc. 19,800 19,800 19,800 19,800 Electrical, Fire extinguisher, I&M, Facility roof repair, overhead door repair TOTAL 19,800 19,800 19,800 19,800 14112 5249 GROUND MAINTENANCE - CEMETERY Danvers Farm & Home, Home Depot, Winer, Maestranzi, Northeast, Rent All 3,800 3,800 3,800 3,800 Grounds equipment and supplies TOTAL 3,800 3,800 3,800 3,800 14112 5249R GROUND MAINTENANCE - PARKS & REC Fastenal, FWW, Hayden, John Deer, Lesco, Motor Parks, , Northeast, J.C Fence, Rent All, Shrewsbury, Stateline, Site One, home depot, sandmark hard wear 30,000 10,000 10,000 10,000 beach cleaning Mc Ginnis Paving - 10,000 10,000 10,000 forest river / Mack park bathrooms cleaning services S& J Services/ Citron cleaning - 16,000 16,000 16,000 Coast Maintenance& Future Supply Park and rec facility supplies ( lime, paint surface ) - 4,000 4,000 4,000 Coast Maintenance& Future Supply - Park facility supplies TOTAL 30,000 40,000 40,000 40,000 Sec. 8-263 ---PAGE BREAK--- 14112 5253 RADIO MAINT & PARTS Northeast Two-Way - Radio repair and service 1,300 1,300 1,300 1,300 TOTAL 1,300 1,300 1,300 1,300 14112 5270 RENTAL AND LEASE UNIFORMS Article 20 section B the city agrees to provide uniforms to union employees (Moved from HR) 28,000 28,000 28,000 28,000 Rags, Gloves, Goggles & Safety Equipment 900 900 900 900 Rain gear - 15 @ $100 per union contract Article 20 section A the city agrees to provide all material, equipment and tools to preform the duties assigned to them . 1,500 1,500 1,500 1,500 TOTAL 30,400 30,400 30,400 30,400 14112 5301 POLICE DETAIL Details for street sweeping 25,000 42,000 42,000 42,000 Details for tree work - 6,000 6,000 6,000 Details for line painting, street open, paving 42,000 22,000 22,000 22,000 TOTAL 67,000 70,000 70,000 70,000 14112 5304 PROFESSIONAL SERVICES Tank ology 9,600 9,600 9,600 9,600 Stump removal, street sweeping assistance, equipment upgrades, Hazardous Waste disposal, annual central motor testing TOTAL 9,600 9,600 9,600 9,600 14112 5317 EDUCATIONAL TRAINING License reimbursements, Misc. licenses per union agreements, seminars & training to maintain 4,000 4,000 4,000 4,000 licenses. Article 22 misc. provisions section J the city agrees to reimburse members for the cost of licenses and the cost of any required training or medical Examinations. TOTAL 4,000 4,000 4,000 4,000 14112 5320 CONTRACTED SERVICES- Mowing and maintenance of Open Spaces 195,000 195,000 195,000 195,000 Line Painting 70,000 65,000 65,000 65,000 Downtown Maintenance / cleaning services - 49,000 49,000 49,000 Overhead door main, etc. at DPS 5 Jefferson Ave 36,400 18,000 18,000 18,000 artist row bathroom cleaning and stock - 14,000 14,000 14,000 ROCA services 125,000 125,000 125,000 125,000 Lot Maintenance spoil piles stored at dpw facility and transfer station logs and wood chips 125,000 125,000 125,000 125,000 restaurant set up hauling jersery barriers 40,000 - - TOTAL 551,400 631,000 591,000 591,000 Sec. 8-264 ---PAGE BREAK--- 14112 5341 TELEPHONE Rockport Technology - Telephone system maintenance 3,000 3,000 3,000 3,000 T-Mobile GPS tracking for DPW Trucks 50 Vehicles at $675/ month 12 month (1/3) 6,000 6,000 6,000 6,000 TOTAL 9,000 9,000 9,000 9,000 14112 5383 BURIAL EXPENSES Means Precast - Burial boxes - MISCISZ & Sons - Burials - Burial Expenses are funded annually from Sale of Lots and Sale of Vaults Funds TOTAL - - - - 14112 5391 TREE , PLANTING, REMOVAL & MAINTENANCE tree planting and after care 40% 55,000 150,000 150,000 150,000 Removal of hazard tree 35% 45,000 75,000 75,000 75,000 Emergency Services 15% 35,000 20,000 20,000 20,000 Equipment Maint. And purchase - 5,000 5,000 5,000 TOTAL 135,000 250,000 250,000 250,000 14112 5421 OFFICE SUPPLIES General office supplies as needed, including Belmont Springs 2,000 2,000 2,000 2,000 TOTAL 2,000 2,000 2,000 2,000 14112 5451 CUSTODIAL SUPPLIES Coast Maintenance, DPS building supplies 3,000 3,000 3,000 3,000 Public barrel bags and cleaning solution TOTAL 3,000 3,000 3,000 3,000 14112 5461 GROUNDSKEEPING SUPPLIES - DPW One Way Lumber, Winer, home depot, northeast nursery, 9,700 9,700 9,700 9,700 TOTAL 9,700 9,700 9,700 9,700 14112 5481 GASOLINE/DIESEL FUEL Burke - Diesel per state bid 60,000 60,000 60,000 60,000 Global Companies - Unleaded per the state bid 10,000 10,000 10,000 10,000 TOTAL 70,000 70,000 70,000 70,000 14112 5483 VEHICLE PARTS DPW All Welding, CC Auto, Goodyear, J's Warehouse, Schmidt, Motor Part Sales, etc. 45,000 79,000 79,000 79,000 Parts for DPS vehicles TOTAL 45,000 79,000 79,000 79,000 Sec. 8-265 ---PAGE BREAK--- 14112 5483A VEHICLE PARTS POLICE C&C Auto, Goodyear, Kelly Jeep, Liberty Chevrolet, Lyons Enterprises, Stoneham, etc. 20,000 20,000 20,000 20,000 Vehicle parts for police-some out of Police Budget TOTAL 20,000 20,000 20,000 20,000 14112 5483B VEHICLE PARTS OTHER: SCHOOLS, ELECT., INSPECT., ENGR., BOH, COA, ETC. Bouchard & Sons, C&C, Goodyear, Hub Starters 17,700 17,700 17,700 17,700 Inspections and parts for other Dept. vehicles TOTAL 17,700 17,700 17,700 17,700 14112 5485 STREET SWEEPING & BROOMS All American Investment - Sweeper lease to own 5th of 5 year lease (2019 last year) - request new sweeper in FY2021 cip - - - - Brooms, gutter brooms, misc. parts , Contractors include Atlantic Broom, CN Wood, J's Automotive 18,500 18,500 18,500 18,500 TOTAL 18,500 18,500 18,500 18,500 14112 5710 IN STATE TRAVEL, MEETINGS Tolls, Parking, Seminars 1,000 1,000 1,000 1,000 TOTAL 1,000 1,000 1,000 1,000 14112 5717 PROF LICENSE REIMBURSEMENTS Reimbursement for operator licenses as per AFSCME agreement: to maintain license 5,000 5,000 5,000 5,000 Article 8 Pay classification Sec B, 2,400 2,400 2,400 2,400 licenses. Article 22 misc. provisions section J the city agrees to reimburse members for the cost of licenses and the cost of any required training or medical Examinations. - - - - TOTAL 7,400 7,400 7,400 7,400 14112 5730 DUES & SUBSCRIPTIONS Essex County, Mass Highway, Society of Arborist, National Arbor Day, MAPO NWWA , Mass Arborist association, ECHA, Mass Highway Association 1,000 2,000 2,000 2,000 TOTAL 1,000 2,000 2,000 2,000 14112 5843 GEN PUBLIC WORKS IMPROVEMENTS Asphalt, aggregate, manhole, trash bags, catch basin, concrete, line painting, traffic sign supplies, tree beds 70,000 70,000 70,000 70,000 Contractors include Aggregate, Benevento, Brox, Dilision, Eastern Bag, EJ Prescott, Franklin, Home Depot, Permaline, Rent a TOOK, Rowley, Voss, Winer TOTAL 70,000 70,000 70,000 70,000 Sec. 8-266 ---PAGE BREAK--- 14112 5846 RENOVATION & REPAIRS - REPAIRS/SIDEWALKS Aggregate Industries, Benevento, Dilision, Home Depot, McLellan, Rent a Tool, Rowley Cement 40,000 60,000 60,000 60,000 Asphalt, aggregate, concrete, misc. street items. Additional Funding for sidewalks in Capital Improvement Projects (CIP) Budget TOTAL 40,000 60,000 60,000 60,000 14112 5860 EQUIPMENT PURCHASE & REPAIRS emergency purchase of equipment 9,400 9,800 9,800 9,800 Final year of three year lease on two new pieces snow equipment (approved 2/20/18) 106,696 106,696 106,696 106,696 TOTAL 116,096 116,496 116,496 116,496 TOTAL PROPOSED PUBLIC SERVICES - ADMIN - 230 1,306,696 1,569,696 1,529,696 1,529,696 Sec. 8-267 ---PAGE BREAK--- Public Services – Snow & Ice Mission Statement – Why We Exist The Department’s goal during snow and ice events is to quickly open the streets and make them passable so that essential traffic can safely negotiate roadways. This is done with the coordination of private and publicly owned equipment, with the objective to clear streets and keep local streets passable. Mechanics and route supervisors inspect and control plowing activities and other support personnel to maintain high level of service during snow events. We strive to do all we can to reduce the likelihood of personal injury to our residents, automobile accidents and property damage by making the roadways as safe as possible under the worst of conditions. Significant Budget & Staffing Changes for FY 2022 No significant budget or staffing changes for FY 2021. Recent Accomplishments  Improved oversight of contractor services; increased supervision and spot checking of the condition of city roads during snow events.  Continued utilization of reverse 911 and web site for up-to-date snow emergency related announcements.  Continued use of SnowOps software to schedule employees and contractors for storm events and track associated costs.  The city has contracts with twenty-four (24) contractors who provide 113 vehicles to assist during snow plowing events. Streamlined plowing operation by organizing driver locations and assigning DPS personnel to provide oversight of contractors in their locations. The 113 vehicles include nine sidewalk clearing machines that are always utilized throughout storm events. This equipment is used to keep the downtown sidewalks and school and transit sidewalks passable for commuters and school children.  Problem plow routes for city and contractor personnel have been identified with complaints being tracked by storm with the goal being to reduce persistent issues at certain locations.  DPS added a Snow-Central page to our webpage that explains our improved 2020 snow & ice program. The webpage includes an updated Snow Brochure, information on where to park during snow events, requirements for private sidewalk snow and ice removal, driveway clearing, and the shoveling assistance program. Maps have been created and added that identify road, sidewalk and shared use path plowing priorities, as well as parking locations during snow events.  The Department has identified snow plowing priority routes along with identifying city personnel and contractors assigned to every road within the City. Snow plowing complaints are being logged and addressed to reduce the number of persistent complaints.  Identified downtown locations where youth groups could assist the City of Salem in clearing snow at crosswalks.  Improved GPS tracking of Department of Public Services’ fleet to allow for improved response during snow events. Sec. 8-268 ---PAGE BREAK--- FY 2022 Goals & Objectives  Continue to provide prompt service to open streets making them passable so that they can be safe to navigate.  Obtain new equipment (sanders/plows) to replace those which are at or nearing their useful life.  Establish levels of service that can be provided based on the available resources and share with the pubic. Procure additional contractors with equipment to meet the expectations of the public.  Work with other departments and the public to establish a public outreach plan to inform property owners of their responsibility to clear the sidewalks, bus stops and handicap ramps that abut their property.  Continue to work with other city departments in support of restoring safe road conditions and clearing private sidewalks as efficiently as possible.  Upgrade plow equipment to help cut down on fuel and on mechanical deficiencies.  Purchase and install a new salt shed.  Improved GPS management of contractor's fleet. How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals Monitor contractor and city snow plowing operations to improve quality and response time while hopefully reducing complaints. Continue to purchase salt through a consortium to reduce the cost. Whether through city personnel or contractors, verify that all parking lots, sidewalks, crosswalks and shared use paths are cleared as soon as possible. Sec. 8-269 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Public Services - Snow & Ice - Personnel 230 14231 5131 OVERTIME (GENERAL) 49,057.74 50,000.00 50,000.00 29,307.34 50,000.00 50,000.00 50,000.00 230 Total PS - Snow & Ice - Personnel 49,057.74 50,000.00 50,000.00 29,307.34 50,000.00 50,000.00 50,000.00 0.00% Public Services - Snow & Ice - Expenses 230 14232 5244 VEHICLE REPAIR AND M 83,590.97 32,000.00 32,000.00 174,725.15 32,000.00 32,000.00 32,000.00 230 14232 5292 SNOW REMOVAL 363,802.65 115,000.00 115,000.00 616,166.00 115,000.00 115,000.00 115,000.00 230 14232 5292S SNOW REMOV/SAND-SCHOOL 47,277.50 80,000.00 80,000.00 86,000.00 80,000.00 80,000.00 80,000.00 230 14232 5341 TELEPHONE 8,941.45 10,930.00 10,930.00 2,685.80 10,930.00 10,930.00 10,930.00 230 14232 5429 MISC SUPPLIES 49,135.55 34,600.00 34,600.00 64,525.68 34,600.00 34,600.00 34,600.00 230 14232 5481 GASOLINE/DIESEL FUEL 77,030.91 20,000.00 20,000.00 120,000.00 20,000.00 20,000.00 20,000.00 230 14232 5534 SALT 166,766.42 103,405.00 103,405.00 340,000.00 103,405.00 103,405.00 103,405.00 230 14232 5535 CACLIUM CHLORIDE 9,818.60 5,000.00 5,000.00 6,383.03 5,000.00 5,000.00 5,000.00 230 14232 5536 SAND 2,090.49 8,000.00 8,000.00 2,400.00 8,000.00 8,000.00 8,000.00 230 Total PS - Snow & Ice - Expense 1,319,635.25 408,935.00 408,935.00 1,412,885.66 408,935.00 408,935.00 408,935.00 0.00% 230 Department Total 1,368,692.99 458,935.00 458,935.00 1,442,193.00 458,935.00 458,935.00 458,935.00 0.00% Sec. 8-270 ---PAGE BREAK--- PUBLIC SERVICES - SNOW & ICE - 230 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 14232 5244 VEHICLE REPAIR AND MAINTENANCE General line for repairs and parts for DPS vehicles in preparation and during winter snow events 32,000 32,000 32,000 32,000 TOTAL 32,000 32,000 32,000 32,000 14232 5292 SNOW REMOVAL For payment to snow contractors for services to aid in sanding and plowing of city streets, sidewalks and parking lots 115,000 115,000 115,000 115,000 TOTAL 115,000 115,000 115,000 115,000 14232 5292S SNOW REMOVAL & SANDING SCHOOL Snow removal and sanding for school department 80,000 80,000 80,000 80,000 TOTAL 80,000 80,000 80,000 80,000 14232 5341 TELEPHONE T-Mobile GPS tracking for DPW Trucks 50 Vehicles at $675/ month 12 month (1/3) 10,930 10,930 10,930 10,930 TOTAL 10,930 10,930 10,930 10,930 14232 5429 MISC SUPPLIES Aggregate Industries, Benevento and Bronx - Cold patch for potholes 30,600 30,600 30,600 30,600 Home Depot, Permaline, Precision Weather Forecasting, Winer 4,000 4,000 4,000 4,000 Parking and warning signs, weather forecasting, etc. TOTAL 34,600 34,600 34,600 34,600 14232 5481 GASOLINE/DIESEL FUEL Estimate at $2250.00 per storm x 8 storms 20,000 20,000 20,000 20,000 TOTAL 20,000 20,000 20,000 20,000 14232 5534 SALT Salt product purchased under state bid - $51.00 per ton 103,405 103,405 103,405 103,405 TOTAL 103,405 103,405 103,405 103,405 14232 5535 CALCIUM CHLORIDE Fill up of Calcium Chloride Product in tanks 5 Jefferson Ave under state bid 5,000 5,000 5,000 5,000 TOTAL 5,000 5,000 5,000 5,000 14232 5536 SAND Sand product purchased from Aggregate for sanding of streets. 8,000 8,000 8,000 8,000 TOTAL 8,000 8,000 8,000 8,000 TOTAL PROPOSED PUBLIC SERVICES - SNOW & ICE - 230 408,935 408,935 408,935 408,935 Sec. 8-271 ---PAGE BREAK--- Engineering – General Administration Mission Statement – Why We Exist The Engineering Department provides technical expertise, guidance and plan review to various city boards and departments for public infrastructure improvements and private development projects. The City’s Geographic Information System (GIS) is administered in the Engineering Department. Engineering is responsible to implement the city-wide pavement management system, including management of the Chapter 90 paving program, and other state and federally funded roadway re-construction (TIP) projects. In addition, Engineering is also responsible for the city’s capital improvement program (CIP) relative to infrastructure and provides guidance from the city’s perspective to larger projects/developments. The Engineering Department works cooperatively with the Department of Public Services (DPS) to provide trouble shooting and solutions for infrastructure related concerns. The department also reviews, and issues, street opening, and trench permits for various contractors, including coordination and management of the city’s licensed drainlayers. Curb cut permits are initiated in the Engineering Department. Funding for the efforts described herein is derived from the city’s general fund. The Engineering Department also includes Water, Sewer and Solid Waste enterprise funds and departments. Significant Budget & Staffing Changes for FY 2022 No significant budget changes for FY 2021, but the department did have some staffing changes. A new Business Manager was hired in FY 2021 following the departure of the previous position holder. The department also created and hired the position of Construction Inspector for the Department. The department will continue to improve customer relations, city-wide communications and efficiencies related to combining Engineering and DPS. Recent Accomplishments • Managed the City-wide paving program – utilizing the pavement management program and Chapter 90 funds. In a challenging pandemic year, we managed bidding Salem’s improvements for the City paved roads at a cost of $853,000. Also bidding Salem’s improvements for the city sidewalks at a cost of $800,000. • Successful completion of construction on the Salem Harbor Connector Shared Use Path, which provides off-street bike and pedestrian accommodations from Derby Street to Szetela Lane connecting to existing the existing Collins cove path and connection to the Bentley Elementary School. With grant assistance from DCR Masstrails, project construction cost was around $720,000. Sec. 8-272 ---PAGE BREAK--- • With the phased approached to Derby Street Improvements from Orange Street to Fort Avenue, sidewalk improvements were completed along the Derby Street corridor from Hardy Street to Webb Street. Sidewalk construction was completed for around $530,000. • With Boston Street reconstruction project at 25% design level, we have continued to work with the state on coordinating with all local utility companies, ensuring Salem’s continued successful involvement in the TIP program. • Advanced the Bridge Street reconstruction Massworks funded project to construction phase. Construction started in Fall of 2020 and is about 15% complete. • Essex Street reconstruction (Washington St to North/Summer St) completed the bidding phase and is expected to start construction in the Spring 2021. • Continue to successfully the TIP funded Canal Street phase 2 bike path which has started construction and scheduled for completion Summer/Fall 2021. • Issued over 500 street opening permits and actively involved in review and coordination for over thirty-five (35) development projects, including review and comment on projects before the planning board. • Coordinated with SiFi (city-wide privately funded fiber optic cable network project) relative to City requirements. Met with manufacturer of reinstatement materials to be vetted by City. Worked with SiFi to permit construction of a pilot installation on Jackson Street. Observed pilot work. Coordinated with SiFi team post-pilot on pilot issues and completion. Discussed extensively with SiFi relative to City requirements for protection of City sidewalks and roadways. • Evaluating the impacts of a number of large developments on the City’s infrastructure and developing an alternative methodology for water, sewer and drainage impacts fees. The new position of construction inspector (funded partially by fees from developers) will supplement clerk of the works efforts currently funded by developers. • Creation of new snow removal system – field applications, map and dashboard used for monitoring of snow removal throughout the city. • Creation of interactive web apps/maps for engineering, events planning, DPS, parking, planning and public viewing. • Creation of several ArcGIS HUB websites – Salem Data Portal, Community Agriculture, Public Art, Natural Gas Leaks. FY 2022 Goals & Objectives • The City will continue advancing design for Boston Street corridor and advocating for state funding through the TIP process. • Derby Street - Continue phased approach with sidewalk improvements from Kosciusko Street to Hardy Street • Bridge Street – Construction will continue the Massworks project through 2021 construction season. Drainage and water infrastructure improvements expected to be complete in Spring 2021. • In addition to Chapter 90 roadway repairs city-wide, the city is anticipating the following major projects to start this year and reach completion in 2022: o Derby Street – Anticipate construction starting on next phase of sidewalk improvements from Kosciusko Street to Hardy Street and from Webb Street to Fort Avenue. Final paving between Kosciusko Street and Fort Avenue would be anticipated for 2022 construction season. o Essex Street – from North/Summer Street to Washington Street. Sec. 8-273 ---PAGE BREAK--- o Prince Street – with CDBG funding, we anticipate sidewalk construction starting on Prince Street from Leavitt Street to Harbor Street this construction season. • Continue to manage City’s Chapter 90 roadway improvement program to maximize the cost effectiveness of the City’s re-investment into its roadway infrastructure. • Implementing Complete Streets into all roadway projects to provide safe and accessible options for all travel modes – walking, biking, driving and transit. • Continue to improve the City-wide roadway improvement program by implementing long term planning of road and sidewalk repairs. • Manage current Street Opening Permit tracking system. Assist in workflow development and implementation of ViewPoint Cloud. • Review permit applications from SiFi to construct approximately half of the fiberoptic network in the City. Provide observation of the construction work for the fiberoptic installation. Communicate information about the ongoing project to City staff and residents. • Standardize and update department processes, details, regulations and policies to facility internal efficiency and controls as well as improve communication with developers/contractors. • Continue to review Laserfiche documents and organize/clean files previously scanned; work toward paperless records keeping and archiving. • Increasing staff support for GIS related to network-level work and working together with IT. This would allow the GID Administrator to focus on work with contractors/consultants/internal and public projects. Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY2020 FY2021 FY2022 Number of street permits issued 343 399 550 700 Drain layer licenses issued 37 41 42 45 Commercial Backflow tests completed 1385 1504 1450 1600 Backflow surveys completed 220 276 300 300 Number of linear miles streets paved 1.86 2.89 3.5 2.0 Number of linear miles sidewalk reconstructed 2.66 2.34 3.5 2.0 How FY 2022 Departmental Goals Relate to City’s Overall Long & Short-Term Goals • Both the City’s long and short-term goals for sustainable infrastructure will be met with the departments’ goals, by reinvesting and rehabilitating the city’s roadway, sidewalk, and public way infrastructure. • The Engineering Department will also continue to provide infrastructure guidance for both city-initiated projects (like park upgrades) as well as private development projects. Sec. 8-274 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Engineering General - Personnel 235 14121 5111 SALARIES-FULL TIME 165,615.74 172,151.85 172,151.85 189,348.39 155,076.70 155,076.70 155,076.70 235 Total Engineering General - Personnel 159,759.61 172,151.85 172,151.85 189,348.39 155,076.70 155,076.70 155,076.70 -9.92% Engineering General - Expenses 235 14122 5317 EDUCATIONAL TRAINING 720.88 500.00 500.00 300.00 2,500.00 2,500.00 2,500.00 235 14122 5320 CONTRACTED SERVICES 15,224.80 10,000.00 10,000.00 0.00 10,000.00 10,000.00 10,000.00 235 14122 5421 OFFICE SUPPLIES (GEN 914.30 1,000.00 1,001.77 1,001.77 1,500.00 1,500.00 1,500.00 235 14122 5710 IN STATE TRAVEL/MEETINGS 306.15 800.00 800.00 0.00 800.00 800.00 800.00 235 14122 5730 DUES AND SUB 2,232.50 3,000.00 3,000.00 1,760.53 3,000.00 3,000.00 3,000.00 235 14122 5851 OFFICE EQUIPMENT 1,417.48 1,500.00 1,500.00 50.00 1,500.00 1,500.00 1,500.00 235 Total Engineering General - Expense 9,405.04 16,800.00 16,801.77 3,112.30 19,300.00 19,300.00 19,300.00 14.87% 235 Department Total 169,164.65 188,951.85 188,953.62 192,460.69 174,376.70 174,376.70 174,376.70 -7.71% Sec. 8-275 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 BISONO ESMERALDA 235 ENGINEERING 14121-5111 ENERGY SUSTANIBILITY 02/12/20 45,734.25 - 100% - - - DUBINSKY ELLEN 235 ENGINEERING 14121-5111 ADMIN ASSISTANT 9/26/85 55,261.45 1,100.97 0.80 80% 57,360.54 57,360.54 57,360.54 DUHAMEL DEBORAH 235 ENGINEERING 14121-5111 Assistant Engineer 5/28/18 35,861.04 714.46 0.34 34% 37,223.37 37,223.37 37,223.37 KNOWLTON DAVID 235 ENGINEERING 14121-5111 City Engineer-DPS Director 5/21/2007 15,018.92 299.22 0.12 12% 15,589.36 15,589.36 15,589.36 NESSEN JOHN 235 ENGINEERING 14121-5111 GIS 7/31/18 20,276.19 416.20 0.34 34% 21,684.02 21,684.02 21,684.02 SULPRIZIO MICHAEL 235 ENGINEERING 14121-5111 BUSINESS MGR/WTR REG 10/14/2019 445.67 0.25 25% 23,219.41 23,219.41 23,219.41 172,151.85 1.85 Total Full Time - 5111 155,076.70 155,076.70 155,076.70 Full-Time Equivalent Employees: FY 2020 2.26 172,151.85 1.85 Department Total 155,076.70 155,076.70 155,076.70 FY 2021 2.60 FY 2022 1.85 Variance 21 vs. 22 (0.75) Sec. 8-276 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 ENGINEERING DEPARTMENT NON-UNION EMPLOYEES COMBINED SALARIES BUDGET & GRANTS KNOWLTON DAVID ENGINEERING 14121-5111 City Engineer-DPS Director 0.12 12.0% Engineering-SEWER [PHONE REDACTED] 0.13 13.0% Engineering-Water [PHONE REDACTED] 0.13 13.0% Engineering-Trash [PHONE REDACTED] 0.12 12.0% DPS 14111-5111 1.00 100.0% DPS-Sewer [PHONE REDACTED] 0.33 33.0% DPS-Water [PHONE REDACTED] 0.33 33.0% SULPRIZIO MICHAEL ENGINEERING 14121-5111 Business Manager/Water Reg 0.25 25.0% SEWER [PHONE REDACTED] 0.25 25.0% WATER [PHONE REDACTED] 0.25 25.0% TRASH [PHONE REDACTED] 0.25 25.0% DUHAMEL DEBORAH ENGINEERING 14121-5111 Assistant Engineer 0.34 34.0% SEWER [PHONE REDACTED] 0.33 33.0% WATER [PHONE REDACTED] 0.33 33.0% DUBINSKY ELLEN ENGINEERING 14121-5111 ADMIN ASSISTANT 0.80 80.0% SEWER [PHONE REDACTED] 0.10 10.0% WATER [PHONE REDACTED] 0.10 10.0% NESSEN JOHN ENGINEERING 14121-5111 GIS 0.34 34.0% SEWER [PHONE REDACTED] 0.33 33.0% WATER [PHONE REDACTED] 0.33 33.0% RECINOS GIOVANNA Capital Projects Varies CLERK OF WORKS 1.00 100.0% IDE JENNIFER Capital Projects Varies Director of Capital Projects and Sustainability 1.00 100.0% CARROLL JAY Capital Projects Varies PROJECT ENGINEER 1.00 100.0% CRIPPS CHERYL SEWER [PHONE REDACTED] SECRETARY 0.33 33.0% WATER [PHONE REDACTED] 0.33 33.0% TRASH [PHONE REDACTED] 0.34 34.0% GUGLIELMI MICIELA RECYCLING GRANT 25433-5111 Waste Reduction Coordinator 1.00 100% Total FTE for General Funds AND Grants/Capital Projects (Excludes Enterprise) 11.16 Full-Time Equivalent Employees: FY 2020 3.68 FY 2021 4.96 6.85 FY 2022 6.85 Variance 21 vs. 22 1.89 Sec. 8-277 ---PAGE BREAK--- ENGINEERING 235 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 14122 5317 EDUCATIONAL TRAINING Management training seminars, exhibits, and training opportunities 500 1,500 1,500 1,500 APWA National Congress - 1,000 1,000 1,000 TOTAL Now includes Business Manager 500 2,500 2,500 2,500 14122 5320 CONTRACTED SERVICES Program Support 10,000 10,000 10,000 10,000 TOTAL 10,000 10,000 10,000 10,000 14122 5421 OFFICE SUPPLIES General office supplies as needed 1,000 1,500 1,500 1,500 TOTAL 1,000 1,500 1,500 1,500 14122 5710 IN STATE TRAVEL, MEETINGS Tolls, Parking, Seminars, Seminars on Stormwater, etc. 800 800 800 800 TOTAL Now includes Business Manager 800 800 800 800 14122 5730 DUES & SUBSCRIPTIONS ENR, American Society of Civil Engineers, Essex County Highway Assoc., Mass Highway, MMAAA 3,000 3,000 3,000 3,000 Now includes Business Manager TOTAL 3,000 3,000 3,000 3,000 14122 5851 OFFICE EQUIPMENT Equipment, toner, computer supplies, etc. 1,500 1,500 1,500 1,500 TOTAL 1,500 1,500 1,500 1,500 TOTAL PROPOSED ENGINEERING 235 16,800 19,300 19,300 19,300 Sec. 8-278 ---PAGE BREAK--- Recreation – General Administration Mission Statement – Why We Exist The goal of the Salem Park and Recreation Department Staff and Administration is to continually improve the availability and effectiveness of recreational, athletic, educational and park services that benefit all Salem Residents. Maximum participation, enjoyment and affordability are criteria for assessing the effectiveness of our programs. Significant Budget & Staffing Changes for FY 2022 No Changes Recent Accomplishments  Due to the COVID-19 pandemic, we worked to create and implement outdoor programs that would be safe for both participants and staff following all public health guidelines set forth by the state our and local health department.  We became experts using Zoom! Family Zoom Bingo kept families engaged with us during the spring months.  During the Spring, we created “Stay at Home Challenges” where families would work together on weekly challenges such as dance routines, lip sync contest, cooking/recipe contest and creating posters thanking our first responders. Each entry was posted on our Facebook page and readers had the opportunity to vote for their favorite.  The Friends of Salem Woods continued to offer their free Saturday morning hikes through Salem Woods on the first Saturday of each month April – November. Sec. 8-279 ---PAGE BREAK---  Applied and received a grant through the City of Salem Department of Planning and Community Development and the U.S. Department of Housing and Urban Development to provide free enrichment programs for Salem youth at Palmer Cove Park and Mack Park. This year our programs included both Girls and Boys Lacrosse, After School Drama, Hip Hop, Saturday Morning Art Classes, a week- long Art Workshop and Yoga and Meditation.  Our Summer Playground Program looked a little different this year. Due to COVID restrictions, we created a playground program that was fun while keeping the safety of our participants top priority. Each week, instructors traveled to a different playground to offer a traditional playground craft and a non-contact game or activity. This format allowed us to reach more children in different areas of Salem. Registration was required and group size was limited to 10.  Continued to work with Coast-to-Coast Paddle to offer and expand paddle board lessons at the Salem Willows. We offered 7 weeks of Kids Paddle and 2 weeks of Teen Paddle at full capacity (10) each week. This was a total of 90 individual lessons.  Continue to offer Teen Kayak Adventure Program through Coast-to-Coast Paddle.  Collaborated with B & S Fitness to provide a Full Body Strength and Conditioning Clinic in Salem Common. This was free for Salem residents.  Offered an early morning Rise and Shine Yoga class free for Salem residents at Winter Island.  Our Junior Scientist and Artist Club held their programs at Pioneer Village this summer. Children participated in a two-day session that included investigating nature at Pioneer Village, learning about common herbs planted in the garden and creating terrariums.  Offered Adult and Youth Pickleball lessons at the courts on Collins Cove. Participants enjoyed learning to play this most popular sport.  Offered our Drama programs outdoors at Winter Island during the summer.  Continued to partner with the Salem High Golf Team and coaches to provide a Junior Golf League at Olde Salem Greens.  Offered adult tennis lessons at the newly surfaced tennis courts at Salem High School.  During the Fall months, we offered several outdoor after school programs to include Kickball, Playground Crafts, After School Drama, Nature Scavenger Hunts, and a Basketball Skill Clinic.  We offered several sessions of Street Hockey at the Collins Cove rink throughout the fall and winter months.  Took full advantage of the beautiful trails in Salem Woods to offer Youth and Teen Hikes during the fall and winter.  Santa visited Salem Common in December at our “Santa in the Park” event. Families who pre-registered had the opportunity to have a socially distanced photo with Santa. Pre bagged treats were available for children. It was fun to be able to offer a bit of Christmas tradition during this pandemic.  Partnered with B & S Fitness to provide a free Teen Cross Fit for Salem teens. Sec. 8-280 ---PAGE BREAK---  Established a collaboration with Code Wiz to provide coding classes to youth ages 7-17.  Through a grant from the Mass Cultural Council, we partnered with Mass Audubon to offer 2 programs to the Salem Community. In December they offered an in-person program titled” Introduction to Nature Journaling in Salem Woods”. In February there was a virtual program offered called “Tracks and Signs of Salem Woods Wildlife.”  Significant progress made with Forest River Pool design and development.  Completion of Ryan Brennan Memorial Skate Park  Completed Phase I renovation of Golf Cart Paths at Olde Salem Greens  Significant completion of renovated Gallows Hill Baseball Field  Renovation of Memorial Park/Bentley playground with ADA swing and Accessibility  Renovation for accessibility with path and additional Whirl playground equipment at Salem Common  Completion of the Salem High School Tennis Courts with accessibility issues addressed.  Continued updates for accessibility at Winter Island Function Hall. FY 2023 Goals & Objectives  Applied for Capital Funding for Phase II Funding for Olde Salem Greens  Continued construction work on Forest River Pool  Continued design work on Palmer Cove  Continue collaboration with Salem States Office of Civic Engagement and Sherriff’s department for park improvement projects.  Revitalize Dog Park Board Members with added members who are frequent users of the Park.  Forest River Bathroom Renovations Interior (Phase II)  Continue to produce a newsletter highlighting upcoming programs (emailed to all registered participants, posted on our web + FB page)  Work in collaboration with local organizations, agencies, and schools to provide a comprehensive list of available recreational programs for Salem teens.  Secure funding for enrichment programs at both Palmer Cove and Mack Park.  To grow our teen and youth offerings through Coast-to-Coast Paddle.  To expand our Pickleball Clinics at Collins Cove.  To expand our Summer Playground Program.  To continue to create and implement outdoors programs, keeping both staff and participants safe.  Continue to collaborate with the Salem Public Schools to utilize their gym space for evening programs.  Improved our website to make it more user friendly and encourage residents to register for activities/programs via www.salemrec.com.  Improve our marketing through social media.  To maintain the high level of participation and quality to our special events as our numbers of participants continue to grow each year. Sec. 8-281 ---PAGE BREAK---  To continue to offer our traditional holiday programs and special events once it is safe to do so.  To use updated Open Space Plan and anticipated citywide field assessment to address problems and take advantage of possibilities at parks and playgrounds.  To continue to enable volunteer groups to participate in the enhancement of our parks and facilities.  Continue to identify members of the Community to assist with The Park Ambassador program  Offer intergenerational programs in collaboration with the Council on Aging.  Continue to develop and work with local agencies to provide educational and information sessions on various topics to adults.  Continue to form partnerships with local organizations to provide collaborative programs.  To grow a list of sponsors/donors that would offset program fees and allow for reduced rates for children needing assistance.  To continue to work with Park Foreman to Establish a priority list and maintenance plan – short and long term for parks and playgrounds.  Continue to expand and improve our offsite program venues and provide more family orientated programs.  Friends of Park and Recreation Golf Tournament (3rd annual event). Outcomes and Performance Measures Actual Actual Actual Estimated FY 2018 FY 2019 FY 2021 FY 2022 Overall Programs 87 170 *Special events participants (drive in/fire pits/derby mile/Kentucky derby/dances) 100 2500 Pooch passes sold 31 125 Parking stickers sold 2872 How FY 2020 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals  Mayor’s Goal: Parks & Recreation; undertake a field assessment of existing facilities citywide and develop the framework for the creation of a Park Ambassador program.  Recreation Goal: “To continue to enable volunteer groups to participate in the enhancement of our parks and facilities … Implement a Park Ambassador Program for City Playgrounds.” An assessment of City fields and facilities will be used to inform plans for repairs and enhancements, as well as recreational programming. Increasing volunteer participation, especially through refinement of the Park Ambassador program, will boost Recreation Department awareness of park and playground conditions and enhance their enjoyment by visitors.  Mayor’s Goal: Parks & Recreation; Establish a Bertram Field Commission and policies for ongoing use and maintenance of the facility.  Recreation Goal: “To continue to enable volunteer groups to participate in the enhancement of our parks and Sec. 8-282 ---PAGE BREAK--- facilities.” The Recreation Department is prepared to collaborate with Public School officials to enlist volunteers to serve on a commission, the intent of which would be to facilitate the creation of policies for the ongoing use and maintenance of Bertram Field.  Mayor’s Goal: Parks & Recreation; Develop plan for new facilities at McGlew Park and implement.  Recreation Goal: “To use updated Open Space Plan and anticipated citywide field assessment to address problems and take advantage of possibilities at parks and playgrounds.” An anticipated citywide assessment of fields and facilities will be used to inform plans for enhancement of facilities at McGlew Park.  Mayor’s Goal: Economic Development; Continue implementation of The Point Vision and Action Plan, which includes “providing a variety of quality recreational options for people of all ages.”  Recreation Goal: “Continue to grow the Mary Jane Lee Park program in The Point neighborhood by offering community events.” The goal of expanding and diversifying quality recreational opportunities for all City residents is designed to increase participation, including at parks and playgrounds in The Point. Volunteer opportunities, including the Park Ambassador program are intended to keep parks and playgrounds cleaner, safer and more attractive.  Mayor’s Goal: Infrastructure & Facilities; Continue planning for, and construction of, the Mayor Jean Levesque Community Life Center.  Recreation Goal: “Begin preliminary planning stages for our relocation to the Community Life Center in 2016.” The Recreation Department will continue to support any and all efforts to transition operations to the new facility that will be sited at the corner of Boston and Bridge streets. Projected staffing and scheduling plans will be considered to make that transition as smooth as possible, while maximizing use of the space and features of the new facility.  Mayor’s Goal: General Government; To maintain a high level of responsiveness and accessibility to City departments and employees.  Recreation Goals: Staff development, program enhancement, online program registration. All aspects of Recreation Department goals are designed to increase the level of engagement with Salem residents, as well as people from other communities who may participate in our activities and events. Such goals will be achieved by being aware of demand, sensitive to feedback and open to suggestion.  Mayor’s Goal: General Government; Look for ways to deliver City services more effectively and efficiently through the use of technology.  Recreation Goal: Publicize and promote awareness of the Department’s Web site that enables people to review, register for and pay for recreational activities, as well as to acquire parking stickers. Sec. 8-283 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Parks & Recreation - Personnel 170 16501 5111 SALARIES-FULL TIME 250,132.41 244,851.48 244,851.48 137,591.45 256,159.21 256,159.21 256,159.21 170 16501 5113 SALARIES-PART TIME - 17,343.50 17,343.50 0.00 17,343.50 17,343.50 17,343.50 170 16501 5118 SEASONAL LABOR 57,064.49 81,762.30 81,762.30 18,436.65 74,914.00 74,914.00 74,914.00 170 16501 5131 OVERTIME (GENERAL) 1,254.39 500.00 500.00 0.00 2,000.00 2,000.00 2,000.00 170 Total P & R - Personnel 264,304.46 344,457.28 344,457.28 156,028.10 350,416.71 350,416.71 350,416.71 1.73% Parks & Recreation - Expenses 170 16502 5211 ELECTRICITY 28,138.92 39,000.00 39,000.00 33,250.00 39,000.00 39,000.00 39,000.00 170 16502 5217 GAS/OIL HEAT 3,383.73 3,000.00 3,000.00 3,000.00 3,500.00 3,500.00 3,500.00 170 16502 5249 PARK & GROUND MAINT 21,008.41 22,000.00 22,000.00 21,656.48 37,000.00 22,000.00 22,000.00 170 16502 5251 UTILITY SERV REP & M - 600.00 600.00 0.00 600.00 600.00 600.00 170 16502 5320 CONTRACTED SERVICES 82,167.10 128,175.00 137,201.09 60,742.59 201,175.00 201,175.00 201,175.00 170 16502 5341 TELEPHONE 807.54 3,500.00 3,500.00 875.00 3,500.00 3,500.00 3,500.00 170 16502 5352 POOL MAINTENANCE - - - 0.00 - - - 170 16502 5381 PRINTING AND BINDING - 1,000.00 1,000.00 0.00 1,000.00 1,000.00 1,000.00 170 16502 5421 OFFICE SUPPLIES (GEN 4,594.79 5,000.00 5,000.00 2,689.59 5,000.00 5,000.00 5,000.00 170 16502 5588 RECREATIONAL SUPPLIE 2,804.08 12,000.00 12,333.52 4,421.82 12,000.00 12,000.00 12,000.00 170 16502 5710 IN STATE TRAVEL/MEETINGS - 700.00 700.00 0.00 700.00 700.00 700.00 170 16502 5730 DUES AND SUB 989.48 1,850.00 1,850.00 670.00 2,300.00 1,850.00 1,850.00 170 16502 5846 RENOVATION & REPAIRS 7,910.35 8,000.00 8,058.71 7,933.33 10,000.00 10,000.00 10,000.00 170 Total P & R - Expense 150,019.14 224,825.00 234,243.32 135,238.81 315,775.00 300,325.00 300,325.00 28.21% 170 Department Total 414,323.60 569,282.28 578,700.60 291,266.91 666,191.71 650,741.71 650,741.71 12.45% Sec. 8-284 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 BUONFIGLIO 170 RECREATION 16501-5111 RECEPTIONIST 9/8/2017 3,604.34 69.31 0.11 1 11% 3,611.05 3,611.05 3,611.05 CANDELARIA JOSEPH 170 RECREATION 16501-5111 FACILITIES MANAGER 3/21/2017 42,783.91 852.38 0.70 1 70% 47,209.00 47,209.00 47,209.00 COLE MARCUS 170 RECREATION 16501-5111 REC ACTIVITIES ASST 6/25/2018 35,471.60 706.69 1.00 1 100% 36,818.55 36,818.55 36,818.55 FITZGERALD KATHLEEN 170 RECREATION 16501-5111 P/R COMMISSION CLERK 1,200.00 1,200.00 B 12 12 1,200.00 1,200.00 1,200.00 MCCARTHY KATHLEEN 170 RECREATION 16501-5111 PROGRAM MANAGER 6/11/2015 20,150.18 401.45 0.33 1 33% 21,575.55 21,575.55 21,575.55 O'BRIEN PATRICIA 170 RECREATION 16501-5111 SUPERINTENDENT 90,425.61 1,801.54 1.00 1 100% 93,860.23 93,860.23 93,860.23 16501-5111 AFSCME 51,486.24 1.00 Total AFSCME 1818 51,884.83 51,884.83 51,884.83 245,121.87 4.14 Total Full Time - 5111 256,159.21 256,159.21 256,159.21 New 170 RECREATION 16501-5113 PT Custodian 6,493.15 6,493.15 19 hours per wk 6,493.15 6,493.15 6,493.15 New 170 RECREATION 16501-5113 PT Support Staff 10,850.35 10,850.35 14 hours per wk 10,850.35 10,850.35 10,850.35 17,343.50 Total Part Time - 5113 17,343.50 17,343.50 17,343.50 Hours Weeks 170 RECREATION 16501-5118 LEAGUE DIRECTOR 5,500.00 5,500.00 P 5,500.00 5,500.00 5,500.00 170 RECREATION 16501-5118 FOREST RIVER ATTENDANT 6,456.00 5,600.00 P 48 13 5,600.00 5,600.00 5,600.00 170 RECREATION 16501-5118 PARK INSTRUCTORS 15,372.00 15,372.00 4 10 17,012.00 17,012.00 17,012.00 170 RECREATION 16501-5118 SUMMER SITE COORD 6,500.00 6,500.00 6,500.00 6,500.00 6,500.00 170 RECREATION 16501-5118 BASKETBALL REFS (Formally from Revolving Fund) 6,400.00 6,400.00 8 64 6,400.00 6,400.00 6,400.00 170 RECREATION 16501-5118 WILLOWS LABOR 32,640.00 5,200.00 P 38 25 14,250.00 14,250.00 14,250.00 NEW 170 RECREATION 16501-5118 PARK RANGERS - WKE - P 28 15.5 7,812.00 7,812.00 7,812.00 170 RECREATION 16501-5118 REC LABOR 8,894.30 5,390.00 P 20 37 11,840.00 11,840.00 11,840.00 81,762.30 Total Seasonal - 5118 74,914.00 74,914.00 74,914.00 170 RECREATION 16501-5131 OVERTIME 500.00 2,000.00 2,000.00 2,000.00 2,000.00 500.00 Total Other 2,000.00 2,000.00 2,000.00 Full-Time Equivalent Employees: FY 2020 4.14 344,727.68 4.14 Department Total 350,416.71 350,416.71 350,416.71 FY 2021 4.14 FY 2022 4.14 Variance 21 vs. 22 0.00 RECREATION EMPLOYEES COMBINED SALARIES BUDGET & GRANTS CANDELARIA JOSEPH Rec Budget 16501-5111 FACILITIES MANAGER 0.70 70% Golf Budget 16511-5111 0.15 15% Witch House Budget 16521-5111 0.15 15% BUONFIGLIO Rec Budget 16501-5111 RECEPTIONIST 0.11 11% COA Budget 15411-5111 0.89 89% MCCARTHY KATHLEEN COA Budget 15411-5111 PROGRAM MANAGER 0.67 67% Rec Budget 16501-5111 0.33 33% Sec. 8-285 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 FORGIONE CLAUDIA 170 RECREATION 16501-5111 PRINCIPAL CLERK 6/1/17 2 51,486.24 28.45 1.00 995.87 1.000 995.87 51,884.83 51,884.83 51,884.83 51,486.24 1.00 51,884.83 51,884.83 51,884.83 Sec. 8-286 ---PAGE BREAK--- RECREATION - 170 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 16502 5211 ELECTRICITY All Parks and Ballfields-Kernwood, Forest River, Leavitt St, Island, Walkways, 22 Sprinklers 39,000 39,000 39,000 39,000 TOTAL 39,000 39,000 39,000 39,000 16502 5217 GAS/OIL HEAT Gas, Mack Park Garage, Forest River, Leavitt Street, 3,000 3,500 3,500 3,500 Oil Heat, Mack Park Office, Forest River Caretakers, Gallows Hill Caretakers, Leavitt St All Energy, Boston Gas, TOTAL 3,000 3,500 3,500 3,500 16502 5249 PARK & GROUND MAINTENANCE Paper & janitorial supplies for park restrooms, misc. hardware, basketball & soccer netting, backboards, field paint, turfus, chemicals for weeding 22,000 22,000 22,000 22,000 playground safe chemicals for weeding, wood for repair of benches etc. Pool Chemicals 15,000 TOTAL 22,000 37,000 22,000 22,000 16502 5251 UTILITY SERVICE REP & MAINT Service Repairs, Alarms Repairs, water, yearly furnace cleaning for Park properties 600 600 600 600 TOTAL 600 600 600 600 16502 5320 CONTRACTED SERVICES Cleaning Services for Mack Park, McGrath, Forest River, Willows 12,000 12,000 12,000 12,000 Copier leases and services - Porto-potty rentals and cleaning - R&B productions/My Recc POS - Weston and Sampson Pool Service Company - 28,000 28,000 28,000 YMCA - Pool Program Servcies - 45,000 45,000 45,000 YMCA - Beach staffing 116,175 116,175 116,175 116,175 TOTAL 128,175 201,175 201,175 201,175 16502 5341 TELEPHONE All Park & Rec Telephone Lines 3 in Office, Parks, Pool, Garage, Kernwood Credit Card lines & Faxe 3,500 3,500 3,500 3,500 TOTAL 3,500 3,500 3,500 3,500 16502 5381 PRINTING AND BINDING Letterhead, Envelopes, Brochures, etc.…. 1,000 1,000 1,000 1,000 TOTAL 1,000 1,000 1,000 1,000 Sec. 8-287 ---PAGE BREAK--- 16502 5421 OFFICE SUPPLIES (GENERAL) General Office supplies as needed 5,000 5,000 5,000 5,000 TOTAL 5,000 5,000 5,000 5,000 16502 5588 RECREATIONAL SUPPLIES Athletic Supplies (Balls, nets, Etc..), 6,000 6,000 6,000 6,000 Miscellaneous supplies needed (replacement swings, etc.) 6,000 6,000 6,000 6,000 TOTAL 12,000 12,000 12,000 12,000 16502 5710 IN STATE TRAVEL/MEETINGS/REIMBURSEMENT (Mileage, registration, food) 700 700 700 700 TOTAL 700 700 700 700 16502 5730 DUES AND SUBSCRIPTIONS National Park and Recreation Association 650 650 650 650 Salem Chamber of Commerce, Annual Dues, Subscriptions, etc.…. 1,200 1,200 1,200 1,200 CPO/CPSI Certifications 450 TOTAL 1,850 2,300 1,850 1,850 16502 5846 RENOVATIONS AND REPAIRS Hardware Supplies & Equipment, Plumbing, Electrical, etc.. Needed for upkeep 8,000 10,000 10,000 10,000 of all Parks Buildings, Garages, Kernwood Marina, Willows Cottages, Office, etc. Renovations of all parks TOTAL 8,000 10,000 10,000 10,000 TOTAL PROPOSED RECREATION - 170 224,825 315,775 300,325 300,325 Sec. 8-288 ---PAGE BREAK--- Recreation – Golf Course Mission Statement – Why We Exist The mission of Olde Salem Greens Golf Course is to provide an excellent golfing experience while at the same time promoting friendly relationships within our community. Significant Budget & Staffing Changes for FY 2022 • No Change Recent Accomplishments • Opened successfully under Covid 19 restrictions. Catered to new patrons due to Covid 19 and increased rounds and revenue. • Continued improvements to our turf maintenance program for improved conditions. • Continued to improve our existing irrigation system by replacing outdated parts. • Expanded the 3rd green complex by increasing it closer to its original size and shape. • Purchased a new triplex mower for mowing aprons. • Purchase a new tractor with loader/backhoe attachments. • Completed 1st phase of cart path installations. Including in house projects tied to the cart path installations: Irrigation updates at clubhouse, 1st tee, 2nd tee, 5th green, 7th fairway, 8th ladies tee. Tree/brush clearing at the 1st tee, 2nd/9th tees, 5th fairway/green, 6th fairway/green and 9th fairway. Expanded the back of the 5th green. Expanded and renovated 2nd tee area. Continued building a new forward 2nd tee. Constructed a new back tee on hole 9. Shaped road and berm at 6th green/7th tee for creating a future path up to a back 7th tee. Prepped green surrounds for sod around the 5th & 6th. Extended drainage at 7th fairway and 8th tee. FY 2022 Goals & Objectives  Open the season successfully during the Covid restrictions.  Continue to improve customer service and increase pro shop inventory.  Continue to make the golf course family-oriented and attract more woman and junior golfers. Sec. 8-289 ---PAGE BREAK---  Continue to improve the golf course’s relationship with the public.  Continue to replace old equipment with new equipment to improve course conditions. List: Fairway Mower, fertilizer spreader.  Complete 2nd phase of cart path installation. Including in house prep/restorations: Tree brush clearing at 4th green and 6th fairway.  Finish renovations of tees at holes 2, 7, & 9.  Seed and grow in construction areas around new cart paths.  Reinstall granite tee markers at 2, 6 & 9.  Install new brook crossing bridges at the 6th fairway.  Irrigation installations needed at 1, 2, 4, 5, 6, 7, 8 & 9 fairways to expand landing areas.  Drainage needed at 1, 2, 6 & 9 fairways.  Bunker renovations needed.  Shelter roofs need to be replaced. Outcomes and Performance Measures Actual Actual Actual Actual Estimated Estimated FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Season passes sold 180 146 146 105 140 140 Rounds played daily fee 27,108 27,117 25,319 21,713 35,200 29,000 Rounds Played Season Pass Holder 9,596 9,332 7,103 5,553 8,270 9,000 Total Rounds played 36,704 36,449 32,422 27,266 43,470 38,000 Cart Income $156,360 $167,374 $147,013 $130,118 $215,000 $170,000 Pro Shop Sales $20,685 $22,712 $21,147 $15,159 $27,026 $20,000 Gift Certificates $8,853 $11,363 $11,712 $5,051 $8,819 $10,000 Total Revenue $749,590 $759,208 $697,931 $574,704 $921,000 $825,000 Sec. 8-290 ---PAGE BREAK--- How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals  Mayor’s Goal: Infrastructure and Facilities; Maintain and upgrade … open spaces.  Golf Course Goal: Various course improvements, landscaping and renovations. The acquiring of new equipment, the upgrading of landscaping and natural features are intended to make golfing at Olde Salem Greens more appealing and enjoyable. Sec. 8-291 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Parks & Recreation - Golf - Personnel 170 16511 5111 SALARIES-FULL TIME 191,601.28 185,866.82 185,866.82 109,704.69 200,181.47 200,181.47 200,181.47 170 16511 5118 SEASONAL LABOR 121,495.53 134,884.80 134,884.80 83,951.50 155,906.00 155,906.00 155,906.00 170 16511 5131 OVERTIME (GENERAL) 5,485.22 6,000.00 6,000.00 7,040.77 6,000.00 6,000.00 6,000.00 170 Total P & R - Golf - Personnel 260,553.86 326,751.62 326,751.62 200,696.96 362,087.47 362,087.47 362,087.47 10.81% Parks & Recreation - Golf - Expenses 170 16512 5211 ELECTRICITY 14,172.39 21,300.00 21,300.00 16,000.00 21,300.00 21,300.00 21,300.00 170 16512 5217 GAS/OIL HEAT 6,072.46 7,700.00 7,700.00 5,075.21 7,700.00 7,700.00 7,700.00 170 16512 5270 RENTAL & LEASE 52,474.14 52,620.00 52,620.00 22,062.91 37,500.00 37,500.00 37,500.00 170 16512 5320 CONTRACTED SERVICES 40,615.50 48,718.00 54,768.00 45,881.00 54,078.00 54,078.00 54,078.00 170 16512 5341 TELEPHONE 3,484.06 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 170 16512 5354 IRRIGATION SYSTEM MA 5,997.48 6,000.00 6,002.52 959.04 6,000.00 6,000.00 6,000.00 170 16512 5421 OFFICE SUPPLIES (GEN 2,755.95 3,000.00 3,033.45 1,430.70 3,000.00 3,000.00 3,000.00 170 16512 5431 BLDG REP/MAINT SUPPL 4,326.85 4,500.00 4,500.00 3,138.61 4,500.00 4,500.00 4,500.00 170 16512 5461 GROUNDSKEEPING SUPPL 39,515.82 41,200.00 41,200.00 39,878.05 44,500.00 44,500.00 44,500.00 170 16512 5581 SOUVENIRS/MERCHANDISE 14,822.76 16,000.00 17,005.72 9,117.55 16,000.00 16,000.00 16,000.00 170 16512 5710 IN STATE TRAVEL/MEETINGS 137.46 900.00 900.00 222.14 900.00 900.00 900.00 170 16512 5730 DUES AND SUB 951.86 1,000.00 1,000.00 963.53 1,000.00 1,000.00 1,000.00 170 16512 5846 RENOVATION & REPAIRS 10,476.05 9,000.00 9,395.04 9,395.04 9,000.00 9,000.00 9,000.00 170 16512 5860 EQUIPMENT 11,170.20 12,000.00 12,236.87 3,948.75 12,000.00 12,000.00 12,000.00 170 Total P & R - Golf - Expense 198,798.53 227,438.00 235,161.60 161,572.53 220,978.00 220,978.00 220,978.00 -6.03% 170 Department Total 459,352.39 554,189.62 561,913.22 362,269.49 583,065.47 583,065.47 583,065.47 3.76% Sec. 8-292 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 CANDELARIA JOSEPH 170 GOLF COURSE 16511-5111 FACILITIES MANAGER 9,167.98 182.65 0.15 1 15% 10,266.07 10,266.07 10,266.07 LEVER PAUL 170 GOLF COURSE 16511-5111 GOLF COURSE SUPT 04301983 70,907.05 1,483.31 1.00 1 100% 77,280.45 77,280.45 77,280.45 16511-5111 AFSCME 105,791.79 2.00 Total AFSCME 1818 112,634.95 55,804.31 55,804.31 185,866.82 3.15 Total Full Time - 5111 200,181.47 143,350.83 143,350.83 170 GOLF COURSE 16511-5118 LABORERS 38,578.31 38,430.50 P 91 35 44,590.50 44,590.50 44,590.50 170 GOLF COURSE 16511-5118 LABORERS 15,504.00 15,444.60 P 32 40 17,920.60 17,920.60 17,920.60 170 GOLF COURSE 16511-5118 CARTS 14,244.30 14,189.72 P 42 28 16,464.72 16,464.72 16,464.72 170 GOLF COURSE 16511-5118 STARTER 28,912.54 28,801.76 P 77 31 33,417.76 33,417.76 33,417.76 170 GOLF COURSE 16511-5118 CASHIER 24,418.80 24,325.24 P 63 32 28,224.24 28,224.24 28,224.24 170 GOLF COURSE 16511-5118 RANGER 13,226.85 13,176.17 P 42 26 15,288.17 15,288.17 15,288.17 134,884.80 Total Seasonal - 5118 155,906.00 155,906.00 155,906.00 170 GOLF COURSE 16511-5118 OVERTIME 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 Total Overtime - 5131 6,000.00 6,000.00 6,000.00 Full-Time Equivalent Employees: FY 2020 3.15 326,751.62 3.15 Department Total 362,087.47 305,256.83 305,256.83 FY 2021 3.15 FY 2022 3.15 Variance 21 vs. 22 0.00 Sec. 8-293 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted By Council Voted by Council Per Munis Per Munis Per Munis F Period Pay Rate Incr Calc Pay Period Rate Munis Budget Step STEP INCREASES Dept Request Mayor Council Date Grp FY 2020 FY 2021 FY 2021 FY 2021 FY 2021 T FY 2021 FY22 FY 2022 FY 2022 as of Date Rate # Wks FY 2022 FY 2022 FY 2022 52.2 52.1 w/ Furloughs 52 Period Pay Hourly Rate E 0.0% 52.1 FY21 Old New 52.1 52.1 52.1 GALLAGHER MICHAEL 170 GOLF COURSE 16511-5111 Sr Pesticide/Groundske 4/17/07 1 55,911.26 55,804.15 55,697.20 1,071.10 26.78 1.00 1,071.10 1.000 1,071.10 55,804.31 3 55,804.31 55,804.31 55,804.31 WALLACE DAVID 170 GOLF COURSE 16511-5111 GROUNDS MAINT CRA 5/10/17 1 50,083.59 49,987.64 51,731.16 994.83 24.87 - - - NEW 170 GOLF COURSE 16511-5111 Mechanic 1.00 56,830.64 56,830.64 56,830.64 105,791.79 107,428.36 2,065.93 2.00 55,804.31 55,804.31 55,804.31 55,804.31 Sec. 8-294 ---PAGE BREAK--- RECREATION - GOLF COURSE - 170 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 16512 5211 ELECTRICITY Golf Course, Willson Street Lights around Rotary and up the Hill, Clubhouse, workshop & Garage 21,300 21,300 21,300 21,300 TOTAL 21,300 21,300 21,300 21,300 16512 5217 GAS/OIL HEAT Oil for Clubhouse and Garages - Gas & Carrier Charges 7,700 7,700 7,700 7,700 TOTAL 7,700 7,700 7,700 7,700 16512 5270 RENTAL AND LEASE Leasing contract for Golf Carts 34,000 37,500 37,500 37,500 Dump Truck 18,620 - - - TOTAL 52,620 37,500 37,500 37,500 16512 5320 CONTRACTED SERVICES Seasonal Cleaning Service 9,658 9,658 9,658 9,658 Porta-potty services - 1,200 1,200 1,200 Alarm - 3,300 3,300 3,300 Golf Manager 37,860 38,720 38,720 38,720 Comcast - IT support - POS system 1,200 1,200 1,200 1,200 Total 48,718 54,078 54,078 54,078 16512 5341 TELEPHONE Clubhouse Line, Garage, Register Line, Computer Line 3,500 3,500 3,500 3,500 TOTAL 3,500 3,500 3,500 3,500 16512 5354 IRRIGATION SYSTEMS MAINTENANCE Irrigation Parts, Conversion Assemblies, Valves, etc. 6,000 6,000 6,000 6,000 TOTAL 6,000 6,000 6,000 6,000 16512 5421 OFFICE SUPPLIES Copier Paper, Printing of Tickets, Paper, Pens, Toner Cartridges, Register Tape, membership Cert 3,000 3,000 3,000 3,000 TOTAL 3,000 3,000 3,000 3,000 16512 5431 BUILDING REPAIRS/MAINTENANCE SUPPLIES General upkeep for Clubhouse, Workshop, and Garages repaired and maintained 4,500 4,500 4,500 4,500 TOTAL 4,500 4,500 4,500 4,500 16512 5461 GROUNDSKEEPING SUPPLIES Yearly Pesticide and fertilizer program 5,000 6,500 6,500 6,500 Groundskeeping Supplies, fertilizer, loam, mulch, chemicals, grass seeds, flowers, trees, etc. 36,200 38,000 38,000 38,000 TOTAL 41,200 44,500 44,500 44,500 Sec. 8-295 ---PAGE BREAK--- 16512 5581 SOUVENIRS/PRO SHOP MERCHANDISE This line is funded through R/Res transfers during the year 16,000 16,000 16,000 16,000 TOTAL 16,000 16,000 16,000 16,000 16512 5710 IN STATE TRAVEL/MEETINGS Reimbursement of superintendents private vehicle use 900 900 900 900 TOTAL 900 900 900 900 16512 5730 DUES AND SUBSCRIPTIONS Annual Dues, Special Licenses (Chemicals, Pesticide) MGA Dues 1,000 1,000 1,000 1,000 TOTAL 1,000 1,000 1,000 1,000 16512 5846 RENOVATIONS AND REPAIRS Maintenance of all Golf Course Equipment - Rental of Equipment 9,000 9,000 9,000 9,000 Equipment Repair Parts, vehicle repairs, hardware, tools, locks and garage and clubhouse repairs TOTAL 9,000 9,000 9,000 9,000 16512 5860 EQUIPMENT AND PARTS New Equipment needed to maintain the Golf Course in good condition 12,000 12,000 12,000 12,000 TOTAL 12,000 12,000 12,000 12,000 TOTAL PROPOSED RECREATION - GOLF COURSE - 170 227,438 220,978 220,978 220,978 Sec. 8-296 ---PAGE BREAK--- Recreation – Witch House Mission Statement – Why We Exist The Witch House, a property of the City of Salem Park and Recreation Department, is a historic site offering public tours, educational programs, and historical interpretation. It is dedicated to preserving and interpreting the social history and material culture of the seventeenth century, as well as providing information about the Salem trials of 1692 and their connection to the house’s long-time owner, Judge Jonathan Corwin. The Witch House, which is listed on the National Register of Historic Places as part of Salem’s historic McIntire District, was built between 1642 and 1675 and is the only home standing in modern-day Salem with direct ties to the trials of 1692. It was restored to its seventeenth-century appearance in 1945 by Historic Salem, Incorporated, and opened to the public in 1947. The Witch House is committed to providing an exemplary program of public access that interprets the history, architecture, and collections of the house in a relevant, educational, and engaging way. Significant Budget & Staffing Changes for FY2022 No significant changes to the budget for FY2021. Recent Accomplishments  Covid-19 deeply impacted our visitation policies and processes. We struggled to remain open from the July 2020 date allowed by the Governor of Massachusetts. We are proud that we have been able to keep the house open safely. Sec. 8-297 ---PAGE BREAK--- FY 2022 Goals & Objectives  To return to normal operations. To safely move through the anticipated rolling back of phases and diminishment of the covid threat.  To recover enough revenue to meet our budget outlay.  To continue to contribute to Salem's overall well-being of Salem's community by remaining open during the pandemic. Outcomes and Performance Measures Actual Estimated Actual Estimated FY 2020 FY 2021 FY 2021 FY 2022 Revenue at Witch House 460,642 175,000 200,000 Attendance 51,182 19,445 22,223 Eerie Events Attendance 120 0 0 120 How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals  Mayor’s Goal: Travel and Tourism; Continue to improve upon management of Haunted Happenings and other community events.  Witch House Goal: Maintain, expand and enhance exhibit changes and programming. Ongoing evaluation and revision of existing programs and activities are designed to expand appeal. New programs and activities are created with an eye toward attracting more guests and engaging a broader range of community members. Sec. 8-298 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Parks & Recreation - Witch House - Personnel 170 16521 5111 SALARIES-FULL TIME 63,231.64 62,408.34 62,408.34 35,731.34 69,028.54 69,028.54 69,028.54 170 16521 5118 SEASONAL LABOR 84,226.51 95,160.00 95,160.00 58,607.25 128,046.00 128,046.00 128,046.00 170 Total P & R - W H - Personnel 127,553.17 157,568.34 157,568.34 94,338.59 197,074.54 197,074.54 25.07% Parks & Recreation - Witch House - Expenses 170 16522 5211 ELECTRICITY 3,282.08 4,000.00 4,000.00 4,000.00 4,000.00 4,000.00 4,000.00 170 16522 5215 NATURAL GAS 1,109.75 1,600.00 1,600.00 1,600.00 1,600.00 1,600.00 1,600.00 170 16522 5241 BUILDING MAINTENANCE 4,907.50 5,000.00 5,000.00 3,710.00 6,000.00 5,000.00 5,000.00 170 16522 5306 ADVERTISING 10,498.33 10,500.00 10,500.00 4,375.00 10,500.00 10,500.00 10,500.00 170 16522 5320 CONTRACTED SERVICES 17,154.75 17,880.00 17,880.00 10,275.00 20,880.00 20,880.00 20,880.00 170 16522 5341 TELEPHONE 3,566.15 4,200.00 4,241.65 4,241.65 4,200.00 4,200.00 4,200.00 170 16522 5381 PRINTING AND BINDING 1,499.50 1,500.00 1,500.00 0.00 2,000.00 2,000.00 2,000.00 170 16522 5421 OFFICE SUPPLIES (GEN 8,293.62 8,500.00 8,500.00 6,496.04 8,500.00 8,500.00 8,500.00 170 16522 5581 SOUVENIRS 27,862.80 28,000.00 28,026.33 13,115.09 28,000.00 28,000.00 28,000.00 170 Total P & R - W H - Expenses 80,878.50 81,180.00 81,247.98 47,812.78 85,680.00 84,680.00 84,680.00 4.22% 170 Department Total 208,431.67 238,748.34 238,816.32 142,151.37 282,754.54 281,754.54 281,754.54 17.98% Sec. 8-299 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 PETERSON ELIZABETH 170 WITCH HOUSE 16521-5111 WITCH HOUSE MANAGER 7/6/12 53,240.31 1,060.70 1.00 1 100% 58,762.47 58,762.47 58,762.47 CANDELARIA JOSEPH 170 WITCH HOUSE 16521-5111 FACILITIES MANAGER 3/21/2017 9,168.03 182.65 0.15 1 15% 10,266.07 10,266.07 10,266.07 62,408.34 1.15 Total Full Time - 5111 69,028.54 69,028.54 69,028.54 170 WITCH HOUSE 16521-5118 Gift Shop Cashier - P - - - 170 WITCH HOUSE 16521-5118 Admissions Cashier (Weekends) - P - - - 170 WITCH HOUSE 16521-5118 Tour Guides - P - - - 170 WITCH HOUSE 16521-5118 Tour Guides - P - - - 170 WITCH HOUSE 16521-5118 Interns Stipends - P - - - 170 WITCH HOUSE 16521-5118 Other Seasonal - P - - - 170 WITCH HOUSE 16521-5118 Special Projects - Off Season - P - - - 170 WITCH HOUSE 16521-5118 Guest Services 83,896.00 P 148.00 52.00 106,782.00 106,782.00 106,782.00 170 WITCH HOUSE 16521-5118 Asst Manager 9,968.00 P 24.00 52.00 19,968.00 19,968.00 19,968.00 170 WITCH HOUSE 16521-5118 Weekend Visitor services 1,296.00 P 16.00 6.00 1,296.00 1,296.00 1,296.00 95,160.00 Total Seasonal - 5118 128,046.00 128,046.00 128,046.00 Full-Time Equivalent Employees: FY 2020 1.15 157,568.34 1.15 Department Total 197,074.54 197,074.54 197,074.54 FY 2021 1.15 FY 2022 1.15 Variance 21 vs. 22 0.00 Sec. 8-300 ---PAGE BREAK--- RECREATION - WITCH HOUSE 170 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 16522 5211 ELECTRICITY National Grid Electric and alarms 4,000 4,000 4,000 4,000 TOTAL 4,000 4,000 4,000 4,000 16522 5215 NATURAL GAS All Energy - Gas supplier 1,600 1,600 1,600 1,600 TOTAL 1,600 1,600 1,600 1,600 16522 5241 BUILDING MAINTENANCE General building maintenance, supplies 3,000 3,000 3,000 3,000 Maintenance/Replacement 2,000 2,000 2,000 2,000 Landscaping Services - Spring pruning and maintenance witch house and Driver Park 1,000 TOTAL 5,000 6,000 5,000 5,000 16522 5306 ADVERTISING Visitors Guide, Trolley, Essex National Heritage Maps, Destination Salem, Haunted Happenings, Best Maps 10,500 10,500 10,500 10,500 Memberships TOTAL 10,500 10,500 10,500 10,500 16522 5320 CONTRACTED SERVICES Historic programming, Events, Lecturers, Honorarium, All Participants, etc. 16,380 19,380 19,380 19,380 A1 Exterminators (interior and Exterior) regular service - Instant Alarm - Sharpe Engineering AC/HVAC contract - Comcast 1,500 1,500 1,500 1,500 TOTAL 17,880 20,880 20,880 20,880 16522 5341 TELEPHONE Verizon phone, wireless Comcast, Charge card Line, Fax & Internet 4,200 4,200 4,200 4,200 TOTAL 4,200 4,200 4,200 4,200 16522 5381 PRINTING & BINDING Promotional materials 1,500 2,000 2,000 2,000 TOTAL 1,500 2,000 2,000 2,000 16522 5421 OFFICE SUPPLIES General office supplies as needed 8,500 8,500 8,500 8,500 TOTAL 8,500 8,500 8,500 8,500 16522 5581 SOUVENIRS Gift shop inventory for resale 28,000 28,000 28,000 28,000 TOTAL 28,000 28,000 28,000 28,000 TOTAL PROPOSED RECREATION - WITCH HOUSE 170 81,180 85,680 84,680 84,680 Sec. 8-301 ---PAGE BREAK--- Recreation – Pioneer Village Mission Statement – Why We Exist Pioneer Village was created to commemorate the 1630 arrival of the Winthrop Fleet to Salem's shores. We are committed to the maintenance, preservation and continued public accessibility of the site. Through tours, events and programming, we will ensure the accurate and relevant educational interpretation of our earliest colonial history. Significant Budget & Staffing Changes for FY 2022 No significant budget changes in FY2021. Recent Accomplishments  Managed to operate village successfully despite restrictions of pandemic. Families viewed the village as a safe outdoor attraction to visit.  Continued to move forward with the Pioneer Village/Camp Naumkeag relocation project. We have hired the design team of Oudens-Ello. FY 2022 Goals & Objectives  To safely return to normal operations by the end of the season.  To continue to contribute to Salem's tourism by offering an alternative site to visit that is away from the downtown area. Sec. 8-302 ---PAGE BREAK--- Outcomes and Performance Measures Actual Actual Actual Estimated FY 2019 FY 2020 FY 2021 FY 2022 Revenue at Pioneer Village 25,675 29,000 29,000 Attendance 3209 3625 3625 How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals Mayor’s Goal: Cultural; Continue to improve upon management of Haunted Happenings and other community events. Pioneer Village Goal: Develop more classes and festivals to rally attention and donations. Make various improvements to grounds and features, while enhancing publicity. Goals for Pioneer Village, including new program initiative, are intended to increase its profile as an educational, cultural and tourist destination. Changes and improvements will make the site more historically authentic and will present a more experience to students and visitors. Sec. 8-303 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Parks & Recreation - Pioneer Village - Expenses 170 16532 5211 ELECTRICITY 269.17 500.00 500.00 300.00 500.00 500.00 500.00 170 16532 5241 BUILDING MAINTENANCE 3,198.44 3,500.00 3,520.05 1,158.07 3,500.00 3,500.00 3,500.00 170 16532 5306 ADVERTISING 3,000.00 3,000.00 3,000.00 0.00 3,000.00 3,000.00 3,000.00 170 16532 5320 CONTRACTED SERVICES 9,873.41 9,900.00 9,900.00 9,814.37 9,900.00 9,900.00 9,900.00 170 16532 5381 PRINTING AND BINDING 1,687.50 1,700.00 1,700.00 0.00 1,700.00 1,700.00 1,700.00 170 Total P & R - PV - Expenses 18,355.71 18,600.00 18,620.05 11,272.44 18,600.00 18,600.00 18,600.00 -0.11% 170 Department Total 18,355.71 18,600.00 18,620.05 11,272.44 18,600.00 18,600.00 18,600.00 -0.11% Sec. 8-304 ---PAGE BREAK--- RECREATION - PIONEER VILLAGE 170 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 16532 5211 ELECTRICITY National Grid Electric 500 500 500 500 TOTAL 500 500 500 500 16602 5241 BUILDING MAINTENANCE General Repairs and supplies 3,500 3,500 3,500 3,500 TOTAL 3,500 3,500 3,500 3,500 16532 5306 ADVERTISING 3,000 3,000 3,000 3,000 TOTAL 3,000 3,000 3,000 3,000 16532 5320 CONTRACTED SERVICES Programming and Events 5,500 5,500 5,500 5,500 2,400 2,400 2,400 2,400 2,000 2,000 2,000 2,000 TOTAL 9,900 9,900 9,900 9,900 16532 5381 PRINTING & BINDING Promotional Materials 1,700 1,700 1,700 1,700 TOTAL 1,700 1,700 1,700 1,700 TOTAL PROPOSED RECREATION - PIONEER VILLAGE 170 18,600 18,600 18,600 18,600 Sec. 8-305 ---PAGE BREAK--- Recreation – Winter Island Mission Statement – Why We Exist Provide quality recreational facilities and services at Winter Island Park, offering a diverse range of maritime activities at competitive prices, while maintaining economic self-sufficiency and compatibility with community standards and expectations. Significant Budget & Staffing Changes FY 2022 No Significant Budget or Staffing Changes anticipated for FY 2022. Recent Accomplishments  Successful community sailing program for children and adults.  Sold a total of 1,465 Salem Resident vehicle stickers and 24 Non-Resident vehicle stickers for entrance to Winter Island Park, Forest River Park and McCabe Marina & Recreation Area between May 1 - Nov 1, 2020.  Due to the declared state of emergency in the Commonwealth of Massachusetts, effective on March 10, 2020, all Function Hall and outdoor Pavilion events and functions were suspended out of abundance of caution for the health and well-being of our community and city staff due to the outbreak of the 2019 novel Coronavirus (“COVID-19”). As a result, Winter Island Park did not host any Function Hall or outdoor Pavilion events or functions in 2020.  Continued good relationships with the Salem Cub Scout Packs and Salem Boy Scout Troops as they completed community service projects at Winter Island Park.  Continued efforts mitigating invasive species at Winter Island Park.  Increased frequency of commercial beach raking on Waikiki Beach.  Removed the existing rubber roof, and its components, and installed a new rubber roof, and all of its components, on the Winter Island Park Office/Store.  Repainted exterior of Fort Pickering lighthouse and conducted repairs to its weathered concrete base.  Made significant progress addressing and correcting discrepancies noted in the City of Salem ADA Transition Plan which includes work on the ramp, railing, and ramp platform on the handicapped accessible ramp leading into the Function Hall, resurfacing the attached deck with epoxy and replacing the railing around the entire deck.  Secured the services of an electrical contractor and completed necessary electrical work which included replacing existing electrical boxes, wiring, and conduit on two RV camping sites (Sites 10 and 10A) located adjacent to the Office/Store. Sec. 8-306 ---PAGE BREAK--- FY 2022 Goals & Objectives  Continue established good relationship with Sail Salem.  Continue established good relationships with Salem Cub Scout Packs and Salem Boy Scout Troops as they prepare for future community service projects at Winter Island Park.  Apply stain/wood preservative to the interior roof of the outdoor Pavilion.  Purchase building materials to repair existing and build additional seasonal storage racks for the Dinghy/Kayak Rack Program.  Purchase and install a storm door to the Office/Store.  Secure the services of an electrical contractor to complete necessary electrical work which includes replacing existing electrical boxes, wiring, and conduit on six waterfront RV camping sites (Sites 12, 13, 14, 15, 16 and 16A) located adjacent to the Public Boat Ramp.  Upgrade to the new enhanced citywide telephone system.  Remove the remaining pre-existing concrete deck foundation located alongside the old seaplane hangar and resurface the area with asphalt.  Replace steel door on the gatehouse at the entrance to Winter Island Park.  Purchase a 325-gallon tank, mud sucker pump with Honda engine, hoses, adapter, and single axle DOT approved galvanized trailer system to offer RV campers scheduled and emergency wastewater pump-out services for an additional fee.  Publicly promote our beach wheelchair, available for loan at no charge, making it possible for any person with a mobility impairment to visit – and enjoy – Waikiki Beach.  Continue addressing and correcting discrepancies noted in the City of Salem ADA Transition Plan with the end goal being full compliance. Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY 2021 FY 2022 Revenue at Winter Island 350,034 206,245 355,000 335,000 Rentals 129 95 130 100 Sec. 8-307 ---PAGE BREAK--- How FY 2022 Departmental Goals Relate to City’s Overall Long & Short-Term Goals  Mayor’s Goal: Recreation; Implement the Winter Island Master Plan as part of maintaining and upgrading the City’s infrastructure, including parks.  Winter Island Goal: With the Master Plan as a guide, the Parks, Recreation & Community Services Department will pursue projects designed to improve the facilities and, in turn, enhance guests’ experience at Winter Island Park.  Mayor’s Goal: Infrastructure and Facilities; Maintain and upgrade City roads, sidewalks and open spaces. Improve overall cleanliness of streets, parks and public areas.  Winter Island Goal: Improve and maintain overall cleanliness of open spaces and public areas at Winter Island Park. Park repairs and renovations will include both cosmetic changes that will enhance the general appearance of the park, as well as essential structural improvements that will serve to ensure guests’ safety and enjoyment.  Mayor’s Goal: General Government; Look for ways to deliver City services more effectively and efficiently through the use of technology.  Winter Island Goal: Upgrade telephone line services and capabilities in order to be able to benefit from the new enhanced citywide telephone system. Continue to work with IT to enhance WiFi access capabilities to add security camera systems to the barracks area. Sec. 8-308 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Parks & Recreation - Winter Island - Personnel 170 16991 5111 SALARIES-FULL TIME 61,895.39 61,067.54 61,067.54 34,963.80 63,387.47 63,387.47 63,387.47 170 16991 5118 SEASONAL LABOR 132,579.14 133,127.75 133,127.75 95,000.52 139,979.25 139,979.25 139,979.25 170 Total P & R - WI - Personnel 167,555.47 194,195.29 194,195.29 129,964.32 203,366.72 203,366.72 203,366.72 4.72% Parks & Recreation - Winter Island - Expenses 170 16992 5211 ELECTRICITY 24,771.96 32,000.00 32,000.00 26,000.00 30,000.00 30,000.00 30,000.00 170 16992 5217 GAS/OIL HEAT 5,733.15 11,000.00 11,000.00 11,000.00 11,000.00 11,000.00 11,000.00 170 16992 5249 GROUND MAINTENANCE 6,093.80 6,000.00 6,000.00 5,937.00 7,000.00 7,000.00 7,000.00 170 16992 5306 ADVERTISING 208.33 500.00 500.00 0.00 500.00 500.00 500.00 170 16992 5320 CONTRACTED SERVICES 1,908.48 1,850.00 1,850.00 1,839.09 2,500.00 2,500.00 2,500.00 170 16992 5341 TELEPHONE 4,810.39 6,000.00 6,013.32 6,013.32 8,000.00 8,000.00 8,000.00 170 16992 5381 PRINTING AND BINDING 1,094.00 1,525.00 1,525.00 500.00 1,525.00 1,525.00 1,525.00 170 16992 5421 OFFICE SUPPLIES (GEN 1,575.61 1,600.00 1,600.00 1,499.96 1,600.00 1,600.00 1,600.00 170 16992 5730 DUES AND SUB - 225.00 225.00 0.00 225.00 225.00 225.00 170 16992 5846 RENOVATION & REPAIRS 9,035.02 5,000.00 5,000.00 4,629.32 6,000.00 6,000.00 6,000.00 170 16992 5860 EQUIPMENT 2,485.79 6,000.00 6,000.00 3,831.31 11,000.00 11,000.00 11,000.00 170 Total P & R - WI - Expenses 64,285.09 71,700.00 71,713.32 61,250.00 79,350.00 79,350.00 79,350.00 10.65% 170 Department Total 231,840.56 265,895.29 265,908.61 191,214.32 282,716.72 282,716.72 282,716.72 6.32% 1,746,627.53 2,215,997.81 2,242,659.40 1,289,441.44 2,630,060.15 2,598,160.15 2,598,160.15 Sec. 8-309 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 GILBERT DAVID 170 WINTER ISLAND 16991-5111 MANAGER 3/14/11 61,067.54 1,216.65 P 1.00 100% 63,387.47 63,387.47 63,387.47 61,067.54 1.00 Total Full Time - 5111 63,387.47 63,387.47 63,387.47 Hours Weeks 170 WINTER ISLAND 16991-5118 GATEKEEPERS 34,578.00 P 113 24 38,476.50 38,476.50 38,476.50 170 WINTER ISLAND 16991-5118 OFFICE/STORE 24,543.75 P 77 25 26,391.75 26,391.75 26,391.75 170 WINTER ISLAND 16991-5118 HEAD MAINTENANCE 17,920.00 P 40 28 17,280.00 17,280.00 17,280.00 170 WINTER ISLAND 16991-5118 MAINTENANCE 38,454.00 P 116 26 39,759.00 39,759.00 39,759.00 170 WINTER ISLAND 16991-5118 W/E MAINTENANCE 3,072.00 P 16 12 3,072.00 3,072.00 3,072.00 170 WINTER ISLAND 16991-5118 OFFICE MANAGER & Weekends 14,560.00 P 40 26 15,000.00 15,000.00 15,000.00 133,127.75 Total Seasonal- 5118 139,979.25 139,979.25 139,979.25 Full-Time Equivalent Employees: FY 2020 1.00 194,195.29 1.00 Department Total 203,366.72 203,366.72 203,366.72 FY 2021 1.00 FY 2022 1.00 Variance 21 vs. 22 0.00 Sec. 8-310 ---PAGE BREAK--- RECREATION - WINTER ISLAND - 170 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 16992 5211 ELECTRICITY Winter Island Road Lights, Office, Function Hall, Camp Store, All Camp Sites, 32,000 30,000 30,000 30,000 Park Lights, 10 Accounts TOTAL 32,000 30,000 30,000 30,000 16992 5217 GAS/OIL HEAT Propane Gas for all Camp Sites 11,000 11,000 11,000 11,000 TOTAL 11,000 11,000 11,000 11,000 16992 5249 GROUND MAINTENANCE Grounds Maintenance Supplies 4,000 6,000 6,000 6,000 Custodial Supplies, Paper Goods 1,000 - - - Exterminators Services 1,000 1,000 1,000 1,000 TOTAL 6,000 7,000 7,000 7,000 16992 5306 ADVERTISING Salem Maps, Salem Tourism & Cultural Advertising 500 500 500 500 TOTAL 500 500 500 500 16992 5320 CONTRACTED SERVICES COMCASH - POS 1,850 2,500 2,500 2,500 TOTAL 1,850 2,500 2,500 2,500 16992 5341 TELEPHONE Verizon, Comcast, Credit Card Lines, security cameras 6,000 8,000 8,000 8,000 TOTAL 6,000 8,000 8,000 8,000 16992 5381 PRINTING AND BINDING Day passes, check in cards/stickers 1,525 1,525 1,525 1,525 TOTAL 1,525 1,525 1,525 1,525 16992 5421 OFFICE SUPPLIES General Office Supplies, Ink Cartridges 1,600 1,600 1,600 1,600 TOTAL 1,600 1,600 1,600 1,600 16992 5730 DUES AND SUBSCRIPTIONS SALEM CHAMBER OF COMMERCE - SPLIT WITH REC 225 225 225 225 TOTAL 225 225 225 225 Sec. 8-311 ---PAGE BREAK--- 16992 5846 RENOVATIONS AND REPAIRS Repairs to Equipment, Buildings, Camp Sites, Function Hall, Office, Hangar, etc.… 5,000 6,000 6,000 6,000 Upkeep of all Buildings, motor vehicle repair - - Additional $ for Install new propane heater for office) - - TOTAL 5,000 6,000 6,000 6,000 16992 5860 EQUIPMENT Equipment needed for Groundskeeping & upkeep of all Camp Sites and Park 6,000 6,000 6,000 6,000 Replacement of rusted bed and tommy gate - 5,000 5,000 5,000 TOTAL 6,000 11,000 11,000 11,000 TOTAL PROPOSED RECREATION - WINTER ISLAND - 170 71,700 79,350 79,350 79,350 Sec. 8-312 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Parks & Recreation - Charter Street - Personnel 170 16981 5111 SALARIES-FULL TIME - - - 0.00 - 170 16981 5118 SEASONAL LABOR - - - 0.00 89,040.00 89,040.00 89,040.00 170 16981 Total P & R - Charter ST - Personnel - - - - 89,040.00 89,040.00 89,040.00 Parks & Recreation - Charter Street - Expenses 170 16982 5306 ADVERTISING - - - 0.00 2,500.00 2,500.00 2,500.00 170 16982 5320 CONTRACTED SERVICES - - - 0.00 3,000.00 3,000.00 3,000.00 170 16982 5341 TELEPHONE - - - 0.00 - - 170 16982 5421 OFFICE SUPPLIES (GEN - - - 0.00 1,000.00 1,000.00 1,000.00 170 16982 5581 SOUVENIRS - - - 0.00 35,000.00 35,000.00 35,000.00 170 Total P & R - Charter St. - Expenses - - - - 41,500.00 41,500.00 41,500.00 170 Department Total - - - - 130,540.00 130,540.00 130,540.00 Sec. 8-313 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 Hours Weeks 170 CHARTER ST WELCOME CTR Guest Services - P 168 / 56 27 / 25 89,040.00 89,040.00 89,040.00 - Total Seasonal- 5118 89,040.00 89,040.00 89,040.00 Full-Time Equivalent Employees: FY 2020 0.00 - 0.00 Department Total 89,040.00 89,040.00 89,040.00 FY 2021 0.00 FY 2022 0.00 Variance 21 vs. 22 0.00 Sec. 8-314 ---PAGE BREAK--- RECREATION - CHARTER ST 170 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 16982 5306 ADVERTISING Advertising/Marketing/Printing 2,500 2,500 2,500 TOTAL - 2,500 2,500 2,500 16982 5320 CONTRACTED SERVICES Programming / POS Setup 3,000 3,000 3,000 - - TOTAL - 3,000 3,000 3,000 16982 5341 TELEPHONE - - TOTAL - - - - 16982 5421 OFFICE SUPPLIES General office supplies as needed 1,000 1,000 1,000 TOTAL - 1,000 1,000 1,000 16982 5581 SOUVENIRS Gift shop inventory for resale 35,000 35,000 35,000 TOTAL - 35,000 35,000 35,000 TOTAL PROPOSED RECREATION - CHARTER ST 170 - 41,500 41,500 41,500 Sec. 8-315 ---PAGE BREAK--- Council on Aging Mission Statement – Why We Exist The mission of the Salem Council on Aging (COA) is to develop and offer programs for all seniors (60 and older) of Salem that affirm life, challenge creativity, enhance socialization and promote spiritual, and physical wellness. The Council recognizes that most programs and services are offered at the Community Life Center, but also the need to offer services to the homebound, socially isolated and culturally diverse older adults of Salem. Significant Budget & Staffing Changes for FY 2022 Since the opening of the Mayor Jean A. Levesque Community Life Center in September of 2018, the Council on Aging has experienced a significant uptick in participation. Before the COVID-19 pandemic, the Community Life Center was a vibrant hub of activity for Salem seniors and others. During the last year, we learned how to creatively offer services and programs to keep seniors as engaged as possible during unprecedented times using outdoor space, ZOOM, social media and local cable television. Social Service needs rose dramatically during the last year given challenges imposed by the pandemic. As we now look to gradually get back to some semblance of normal, we will continue to follow appropriate guidelines for gatherings amidst the ongoing pandemic. Transportation services are increasingly requested. While social distancing on our vans is necessary, more people are getting back to shopping, medical and other appointments using the COA vans. While there are no significant staffing changes, we aim to fully engage our driving staff as Transportation needs increase. As restrictions are lifted, we hope to once again offer Congregate Meals at the Community Life Center and in-person classes, lectures and other ways to socialize. We will continue with outdoor programming and look to enhance the Nutrition Education and Outreach Program with additional Farmer’s Markets, drive-thru Grab and Go healthy lunches and sharing recipes through our cooking program and tasting demonstrations. While there are no significant staffing changes, we aim to fully engage our driving staff as Transportation needs increase and continue to utilize contracted vendors to enhance our Nutrition program. Our continued goals are to provide access to social services and health and wellness programming in order to prevent social isolation and to enhance quality of life for seniors and a new generation of older adults. Recent Accomplishments for FY2021  The Council on Aging Board continued to be vital in supporting the COA leadership and staff and serve as strong advocates for more subsidized senior housing.  The Friends of the COA continued to support programs through the Annual Appeal as well as a Facebook fundraiser. Sec. 8-316 ---PAGE BREAK---  Due to the pandemic and because we could not conduct indoor programming, outdoor classes were held outside with social distancing guidelines. Classes included Zumba, Meditation and Tap. The Book Club was held at Winter Island. Seniors enjoyed morning exercise programs and Jim McAllister’s lectures courtesy of the Council on Aging on local SATV. Programming staff delivered library books and puzzles to isolated seniors.  Holiday events took the form of a Drive-Thru luncheon with goody bags, music and staff greeting the seniors.  Weekly Farmers Markets took place via Drive-Thru ensuring a hearty supply of nutritious offerings from the Boston Gleaners.  The Greater Boston Food Bank deliveries to food insecure seniors continues to be a success.  The Social Service team helped to coordinate AARP’s Tax-Aide program, a free service to area seniors.  On average, 45 seniors joined us each day at the center for congregate meals prior to the onset of the pandemic. The social work team then transitioned many to the Meals on Wheels program to ensure a healthy lunch.  Nearly 2000 seniors received counseling and support services for such topics as health and insurance benefits including Medicare, housing, surplus food distributions to prevent food insecurity and more.  Council on Aging staff members sit on several Salem for All Ages subcommittees (Transportation, Health) as well as the Task Force.  Salem’s Triad program (a collaboration of Salem seniors, law enforcement and the COA staff) continued to identify senior safety concerns and implement plans to address those concerns.  The R U OK? wellness check program continues in collaboration with the Salem Police Department.  The COA transportation service provided over 300 seniors and citizens living with a disability with over 13,000 point-to-point rides to medical offices at the start of the pandemic and then grocery shopping and other destinations as pandemic restrictions ease. FY 2022 Goals & Objectives  Continue to identify new programming needs for the Community Life Center as attendance increases and as we can open to the public.  Continue to, and expand, the offering of new community partnerships, scheduling one new program each quarter.  Increase number of afternoon and evening programs, scheduling one new program each quarter.  Continue to improve customer service using senior satisfaction surveys conducted semi-annually.  Enhance Nutrition Education and Outreach through the building of raised vegetable beds with seniors planting and caring for produce that will be used in cooking demonstrations and healthy snacks.  Build a Healthy Snack Shack to offer nutritious light meals and treats onsite at the CLC, outside the CLC and bring to senior housing buildings as part of Nutrition Education.  Engage guest chefs for activities and education.  Seek additional grants to expand programs and classes. Sec. 8-317 ---PAGE BREAK--- Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY 2021 FY 2022 Total number of senior citizens served through COA (unduplicated) 2101 601 2200 1200 Congregate Meals (duplicated) 6109 4998 7550 7000 Meals on wheels (duplicated) 36,400 55,000 39,000 53,000 Social Services (unduplicated/duplicated) 1350/5575 1332/7650 1700/7500 1660/7500 Tax work-off participants (60 maximum allowed) 45 49 60 60 Transportation Van rides, point-to-point 18,500 13,073 19,000 16,500 Volunteers 115 110 135 115 Figures are more accurate result for numbers served based on improvement in data **Meals on Wheels administered directly by Elder Services Merrimack Valley/North Shore How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals  Mayor’s Goal: General Government: Continued implementation of Salem for All Ages  COA Goal: COA staff will continue to promote Transportation for ease of access to the Community Life Center for programs and events measuring increase in utilization More evening programs will be promoted at least quarterly to ensure offerings for younger older adults who work.  COA Goal: The COA team, along with other staff from Community Services, will continue to promote the CLC using social media to target baby boomers and to recruit older seniors to visit and utilize the Mayor Jean A. Levesque Community Life Center. Continued use of Facebook, other social media and SATV to showcase the offerings at the CLC to the greater Salem community.  COA Goal: Work with area youth groups, school age children to collaborate and partner on such programs as planting and growing nutritious foods as a model for nutrition education and outreach. Sec. 8-318 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Council On Aging - Personnel 060 15411 5111 SALARIES-FULL TIME 391,343.95 411,175.09 411,175.09 214,233.61 455,370.45 456,370.45 456,370.45 060 15411 5113 SALARIES-PART TIME 53,926.25 64,375.34 64,375.34 15,785.83 41,849.33 41,849.33 41,849.33 060 15411 5131 OVERTIME (GENERAL) - 500.00 500.00 0.00 500.00 500.00 500.00 060 Total COA - Personnel 376,410.25 476,050.43 476,050.43 230,019.44 497,719.78 498,719.78 498,719.78 4.76% Council On Aging - Expenses 060 15412 5320 CONTRACTED SERVICES 9,438.20 40,850.00 40,850.00 31,922.00 41,800.00 41,800.00 41,800.00 060 15412 5341 TELEPHONE - 1,100.00 1,100.00 0.00 1,100.00 1,100.00 1,100.00 060 15412 5351 RECREATIONAL ACTIVIT 3,494.63 4,000.00 4,000.00 1,301.60 4,000.00 4,000.00 4,000.00 060 15412 5381 PRINTING AND BINDING 381.00 1,100.00 1,100.00 0.00 1,100.00 1,100.00 1,100.00 060 15412 5421 OFFICE SUPPLIES (GEN 2,994.59 3,600.00 3,600.00 1,800.00 3,600.00 3,600.00 3,600.00 060 15412 5431 BLDG REP/MAINT SUPPL 11,149.96 18,000.00 18,828.91 14,540.91 18,000.00 18,000.00 18,000.00 060 15412 5483 VEHICLE PRTS & ACCES 6,685.63 7,000.00 14,000.00 7,000.00 14,000.00 14,000.00 14,000.00 060 15412 5491 FOOD 65.00 3,000.00 3,000.00 288.43 3,000.00 3,000.00 3,000.00 060 15412 5710 IN STATE TRAVEL/MEETINGS 702.52 2,000.00 2,000.00 230.71 1,500.00 1,500.00 1,500.00 060 15412 5730 DUES AND SUB - 1,800.00 1,800.00 525.00 1,800.00 1,800.00 1,800.00 060 Total COA - Expenses 37,824.91 82,450.00 90,278.91 57,608.65 89,900.00 89,900.00 89,900.00 -0.42% 060 Department Total 414,235.16 558,500.43 566,329.34 287,628.09 587,619.78 588,619.78 588,619.78 3.94% Sec. 8-319 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 ARNOLD TERESA 060 COUNCIL ON AGING 15411-5111 COA Director 10/2/2017 79,281.57 1,579.53 1.00 1 100% 82,293.51 82,293.51 82,293.51 BARRETT LYNNE 060 COUNCIL ON AGING 15411-5111 OUTREACH SOCIAL WORKER 3/5/1993 22,074.26 466.87 0.42 1 42% 24,323.93 24,323.93 24,323.93 BUONFIGLIO 060 COUNCIL ON AGING 15411-5111 RECEPTIONIST 9/8/2017 26,974.50 577.64 0.92 1 89% 30,095.04 30,095.04 30,095.04 DONAHUE ROSANNA 060 COUNCIL ON AGING 15411-5111 ACTIVITIES COORDINATOR 8/19/14 34,124.90 679.87 0.92 1 92% 36,421.23 37,421.23 37,421.23 FELTON SHARON 060 COUNCIL ON AGING 15411-5111 SOCIAL SERVICE COORDINATOR 12181995 56,182.78 1,119.32 1.00 1 100% 61,147.47 61,147.47 61,147.47 O'SHEA ANNE 060 COUNCIL ON AGING 15411-5111 TRANSPORTATION COORD 6/15/2017 54,184.77 1,079.52 1.00 1 100% 56,242.99 56,242.99 56,242.99 FITZGERALD KATHLEEN 060 COUNCIL ON AGING 15411-5111 BOARD CLERK 11/1/2017 1,200.00 - B 1,200.00 1,200.00 1,200.00 MCCARTHY KATHLEEN 060 COUNCIL ON AGING 15411-5111 PROGRAM MANAGER 6/11/2015 40,910.93 815.06 0.67 1 67% 43,804.63 43,804.63 43,804.63 ERICKSBERG JOSEPH 060 COUNCIL ON AGING 15411-5111 SOCIAL WORKER 42,255.15 851.73 1.00 1 100% 44,375.13 44,375.13 44,375.13 FILLED ANNUAL 060 COUNCIL ON AGING 15411-5111 KAY WALSH - INTERN COA/SOCIAL WORK INTERN 2,500.00 2,500.00 2,500.00 2,500.00 NEW 060 COUNCIL ON AGING 15411-5111 NUTRITION/CULINARY PROGRAM COORDINATOR 1.00 25,000.00 25,000.00 25,000.00 15411-5111 AFSCME 51,486.24 1.00 Total AFSCME 1818 47,966.52 47,966.52 47,966.52 411,175.09 8.93 Total Full Time - 5111 455,370.45 456,370.45 456,370.45 BELL ROBERT 060 COUNCIL ON AGING 15411-5113 P/T VAN DRIVER 6,877.20 - P - - - CARON ANNE 060 COUNCIL ON AGING 15411-5113 P/T VAN DRIVER 16,085.88 243.75 P 0.43 15 12,699.38 12,699.38 12,699.38 GUERRERO JORGE 060 COUNCIL ON AGING 15411-5113 P/T VAN DRIVER 12,224.22 202.92 P 0.43 15 10,572.13 10,572.13 10,572.13 MILASZEWSKI LEONARD 060 COUNCIL ON AGING 15411-5113 P/T VAN DRIVER 12,308.63 - P - - - TACHUK JOHN 060 COUNCIL ON AGING 15411-5113 P/T VAN DRIVER 2,109.07 297.00 P 0.51 18 0.14 2,166.32 2,166.32 2,166.32 WHITE DIANE 060 COUNCIL ON AGING 15411-5113 P/T VAN DRIVER 6,564.60 157.50 P 10 8,205.75 8,205.75 8,205.75 WILSON KRISTINE 060 COUNCIL ON AGING 15411-5113 P/T VAN DRIVER 8,205.75 157.50 P 10 8,205.75 8,205.75 8,205.75 64,375.34 Total Part Time - 5113 41,849.33 41,849.33 41,849.33 060 COUNCIL ON AGING 15411-5131 OVERTIME 500.00 500.00 500.00 500.00 500.00 Total Over Time - 5131 500.00 500.00 500.00 476,050.43 10.30 Department Total 497,719.78 498,719.78 498,719.78 Full-Time Equivalent Employees: FY 2020 7.64 FY 2021 7.64 ` FY 2022 8.93 Variance 21 vs. 22 1.29 COA OTHER EMPLOYEES COMBINED SALARIES BUDGET & GRANTS NEW POSITION -NUTRITION TITLE III C 25763-5111 NUTRITION/KITCHEM SCHEDULER PT 0.51 18 100% BELL ROBERT TITLE III B 25753-5111 P/T VAN DRIVER PT 0.29 10 100% CARON MARY EOEA Formula Grant 24603-5111 P/T VAN DRIVER PT 0.34 12 100% LUGO JORGE EOEA Formula Grant 24603-5111 P/T VAN DRIVER PT 0.51 18 100% TACHUK JOHN CDBG 24613-5111 P/T VAN DRIVER PT 18 86% COA Budget 15411-5113 PT 18 14% BARRETT LYNNE State Formula 24603-5111 PT SOCIAL WORKER PT 58% COA Budget 15411-5111 PT 42% BUONFIGLIO Rec Budget 16501-5111 RECEPTIONIST 11% COA Budget 15411-5111 89% DONAHUE ROSANNA COA Budget 15411-5111 ACTIVITIES COORD PT 92% State Formula 2460-5111 PT 8% MCCARTHY KATHLEEN COA Budget 15411-5111 PROGRAM MANAGER PT 67% Rec Budget 16501-5111 PT 33% Variance 21 vs. 22 2.93 (All COA GF Budgest & Grants) FY 2021 8.00 FY 2022 10.93 Variance 21 vs. 22 2.93 Sec. 8-320 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 DONAHER LAURIE 060 COUNCIL ON AGING 15411-5111 PRINCIPAL CLERK 2/1/16 51,486.24 - - - ROSS HEATHER 060 COUNCIL ON AGING 15411-5113 PRINCIPAL CLERK 1/14/2021 - 25.90 1.00 906.55 1.000 906.55 2/1/2021 939.82 30 22.1 47,966.52 47,966.52 47,966.52 51,486.24 1.00 47,966.52 47,966.52 47,966.52 Sec. 8-321 ---PAGE BREAK--- COUNCIL ON AGING - 060 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 15412 5320 Contracted Services Service contract with New England Copier Service 1,800 1,800 1,800 1,800 Lahey Landscaping contract-CLC 28,050 29,000 29,000 29,000 Preventative Maintenance for HVAC Equipment at CLC 11,000 11,000 11,000 11,000 TOTAL 40,850 41,800 41,800 41,800 15412 5341 Telephone 744-0924, 744-0925, 744-0929, 745-0409 - regular lines 1,100 1,100 1,100 1,[PHONE REDACTED] & 744-0924 Long Distance - per month x 12 months TOTAL 1,100 1,100 1,100 1,100 15412 5351 Recreational Activities Guest Lectures, Musical programs, Holiday Bazaar 2,000 2,000 2,000 2,000 Recreational activities for Salem Seniors 2,000 2,000 2,000 2,000 TOTAL 4,000 4,000 4,000 4,000 15412 5381 Printing & Binding Stationary and envelopes 300 300 300 300 Printing of flyers for major events and brochures as needed 800 800 800 800 TOTAL 1,100 1,100 1,100 1,100 15412 5421 Office supplies Misc. office supplies as needed 3,600 3,600 3,600 3,600 TOTAL 3,600 3,600 3,600 3,600 15412 5431 Bldg. Rep/Maint Supplies Misc. building maintenance supplies as needed 3,000 3,000 3,000 3,000 service charge for elevator, repairs to elevator, yearly certification 15,000 15,000 15,000 15,000 TOTAL 18,000 18,000 18,000 18,000 15412 5483 Vehicle Parts & Accessories parts for repairing aging vans 7,000 14,000 14,000 14,000 TOTAL 7,000 14,000 14,000 14,000 15412 5491 Food All COA sponsored workshops 2,000 2,000 2,000 2,000 Volunteer Appreciation Celebration 1,000 1,000 1,000 1,000 TOTAL 3,000 3,000 3,000 3,000 Sec. 8-322 ---PAGE BREAK--- 15412 5713 In State Travel NSDCOA social workers and COA Director 1,000 500 500 500 MCOA fall conference social workers and COA Director 1,000 1,000 1,000 1,000 TOTAL 2,000 1,500 1,500 1,500 15412 5730 Dues & Subscriptions Annual membership for MCOA 1,800 1,800 1,800 1,800 TOTAL 1,800 1,800 1,800 1,800 TOTAL PROPOSED COUNCIL ON AGING - 060 82,450 89,900 89,900 89,900 Sec. 8-323 ---PAGE BREAK--- Library Mission Statement – Why We Exist To provide quality public library service at the Salem Public Library in a reliable, caring, and cost-effective manner; to satisfy Salem Public Library patrons by delivering a level of library service that exceeds our patrons’ expectations and to achieve consistent upward growth in the total quality of our Salem Public Library services and collections. Significant Budget & Staffing Changes for FY 2022 The Library’s FY22 budget has significant salary increases due to the Salem Library Staff Association, MLSA union contract covering the years 2019-2022. The union formed in 2018 and the contract was ratified during FY20. This budget request meets the State’s mandated Municipal Appropriation Requirement (MAR), the amount needed to be certified by the Massachusetts Board of Library Commissioners. Certification allows the Library to be eligible to receive State Aid ($63,086 in FY20) and gives Salem residents borrowing privileges at area libraries and allows materials to be borrowed from other libraries and delivered to Salem. The Library’s FY21 budget did not meet the MAR and the library has applied for a waiver. Recent Accomplishments  Converted children’s story times, YA programs, and adult book clubs to online formats.  Offered free Take and Make craft kits.  Implemented curbside delivery system for holds, mobile printing, museum passes, and tax forms.  Partnered with Salem schools to allow students access to the library’s electronic collections through Public Library Connect and Sora.  Partnered with Salem High School and hosted internship.  Expanded social media platforms.  Implemented chat feature on website.  Hosted an intergenerational pen pal program in partnership with Salem For All Ages.  Partnered with Root to collect Garnish for Good letters for homebound seniors.  Hosted Salem Lit Fest Children’s Day event in partnership with the Salem Athenaeum.  Hosted communitywide winter reading challenge with prizes.  Hosted virtual trivia nights for kids, tweens, and teens.  Updated website and added virtual browsing. Sec. 8-324 ---PAGE BREAK---  Increased collection focus on amplifying BIPOC (Black, Indigenous, and People of Color) voices.  Launched Your Stories initiative and archived digital text, audio, and video from community members documenting their experiences during the pandemic.  Added a board game collection to the Library of Things.  Partnered with the Salem Recycles Book Swap to offer a free sidewalk book sale. FY 2022 Goals & Objectives  Maintain emphasis on excellent customer service in person, over the phone and online.  Continue to evaluate and improve the accessibility of the building and collections.  Develop partnerships to support community organizations and expand library services.  Expand programming reach to include SATV broadcast by August.  Reestablish regular Pop-Up events and expand to other locations.  Develop more services for patrons to use at home. Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY 2021 FY 2022 Volumes in Circulation 166,544 172,673 186,000 191,000 Total Volumes Borrowed 319,738 239,099 44,000 200,000 Total Electronic Usage 44,242 23,749 50,000 51,000 Attendance in Library 163,135 120,840 180,000 150,000 Number of Salem Library Cardholders 27,608 21,086 36,000 30,000 Number of Reference Questions Asked 39,204 35,102 42,000 43,000 Number of Children's Programs Held 293 315 330 335 Number of Internet Computer Sessions 23,816 16,975 25,000 15,000 Number of Wireless Sessions 45,943 32,938 52,000 40,000 Number of Offsite Outreach Programs 55 37 80 50 Sec. 8-325 ---PAGE BREAK--- How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals  The Library strives to be a welcoming place for all residents and visitors. The Library celebrates inclusiveness with ongoing efforts to improve accessibility, by cultivating diverse collections, and by developing partnerships to better reach members of the community.  Improving resident access to services and information is a priority for the Salem Public Library. Electronic collections have been significantly expanded and residents may apply for temporary library cards online to access these collections.  The Library continues to emphasize excellent customer service in person, over the phone, and online helps to maintain a high level of accessibility and responsiveness to Salem’s citizens.  As a member of NOBLE (North of Boston Library Exchange) – a cooperative effort of 25 area libraries, the Library stretches tax dollars with services a single library could not afford to provide on its own. This regionalization effort enables NOBLE libraries to share a common catalog, circulation system, internet access, e-book and audio collections, online resources, and more. NOBLE can negotiate group purchases of databases, services, and computer equipment at affordable prices. With a library card, Salem citizens can check out material in any library in Massachusetts, or request an item be delivered to their home library for pick up.  The Library offers many online services to increase efficiency. Library services that are always available online include: library account management, renewals, requests for library materials, overdue fine payments, research databases, tutorials, museum pass booking, downloadable e-books and audiobooks, language learning programs, and test preparation. Mobile printing allows patrons to print directly from their own devices in both the Children’s Room and Reference Room.  The Salem Public Library has always been a strong supporter of the Salem Schools and actively works toward strengthening partnerships to build a culture of high expectations for student success. Books, audiobooks, eBooks, and digital audio materials are purchased by the Library to enhance the curriculum of the schools and support summer reading lists. Programs and activities are offered for students of all ages to promote learning, creativity, and socialization. The Library also hosts interns in partnership with Salem High School.  Throughout the year the Library collaborates with the Coordinated Family and Community Engagement (CFCE) of the North Shore, the Salem Public Schools Partnership Collaborative, and with individual schools to strengthen school-community partnerships.  The Library works closely with Salem For All Ages to foster respect, social connections, and inclusiveness.  Sec. 8-326 ---PAGE BREAK---  In alignment with the City of Salem’s commitment to preserving and promoting public art, the Library is continuing efforts to restore the delightful Poseidon Fountain. Sec. 8-327 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Library - Personnel 140 16101 5111 SALARIES-FULL TIME 783,380.90 790,902.08 790,902.08 435,295.82 824,539.82 824,539.82 824,539.82 140 16101 5113 SALARIES-PART TIME 208,896.36 227,807.66 227,807.66 84,900.50 225,715.70 225,715.70 225,715.70 140 16101 5115 SUNDAY HOURS 40,692.81 37,076.08 37,076.08 645.58 40,934.02 40,934.02 40,934.02 140 16101 5131 OVERTIME (GENERAL) 2,037.49 3,000.00 3,000.00 1,470.37 4,000.00 4,000.00 4,000.00 140 Total Library - Personnel 843,125.88 1,058,785.81 1,058,785.82 522,312.27 1,095,189.54 1,095,189.54 1,095,189.54 3.44% Library - Expenses 140 16102 5211 ELECTRICITY 30,260.22 38,000.00 38,000.00 30,500.00 39,000.00 39,000.00 39,000.00 140 16102 5216 OIL & GAS HEATING FUEL 11,832.86 9,400.00 9,400.00 9,400.00 12,500.00 12,500.00 12,500.00 140 16102 5241 BUILDING MAINTENANCE 14,027.90 17,220.00 22,220.00 21,142.60 37,140.00 37,140.00 37,140.00 140 16102 5317 EDUCATION TRAINING - 1,000.00 1,000.00 0.00 1,000.00 1,000.00 1,000.00 140 16102 5341 TELEPHONE 2,799.76 3,000.00 3,000.00 2,901.16 3,000.00 3,000.00 3,000.00 140 16102 5451 CUSTODIAL SUPPLIES 4,646.89 6,300.00 6,300.00 3,946.46 7,200.00 7,200.00 7,200.00 140 16102 5512 BOOKS & MATERIALS 191,363.91 151,934.00 151,934.00 151,932.01 201,934.00 201,934.00 201,934.00 140 16102 5516 MICROFILM SUBSCRIPTI 615.60 800.00 800.00 0.00 500.00 500.00 500.00 140 16102 5517 PERIODICALS 5,249.15 7,000.00 7,000.00 200.00 7,000.00 7,000.00 7,000.00 140 16102 5730 DUES AND SUB 54,628.00 54,628.00 54,628.00 53,937.76 54,628.00 54,628.00 54,628.00 140 Total Library - Expenses 334,429.99 289,282.00 294,282.00 273,959.99 363,902.00 363,902.00 363,902.00 23.66% 140 Department Total 1,177,555.87 1,348,067.81 1,353,067.82 796,272.26 1,459,091.54 1,459,091.54 1,459,091.54 7.84% Sec. 8-328 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 MANSFIELD TARA 140 LIBRARY 16101-5111 Director 9/10/2012 89,189.63 1,776.91 1.00 1 100% 92,577.01 92,577.01 92,577.01 HODGDON BRIAN 140 LIBRARY 16101-5111 Assistant Director 07/17/17 65,628.85 1,346.83 1.00 1 100% 72,169.84 72,169.84 72,169.84 RUSH KRISTIN 140 LIBRARY 16101-5111 Spec Library Assistant 42,800.88 892.24 1.00 1 100% 49,614.02 49,614.02 49,614.02 BROSNAN LAURA 140 LIBRARY 16101-5111 Dept Head MLS/Children's Librarian 9/08/15 54,010.78 1,044.71 U 1.00 1 100% 55,799.10 55,799.10 55,799.10 DRISCOLL TIMOTHY 140 LIBRARY 16101-5111 Tech Serv Computer 10/16/17 62,412.37 1,207.19 U 1.00 1 100% 64,460.73 64,460.73 64,460.73 GAUDRAULT SUSAN * 140 LIBRARY 16101-5111 Dept Head MLS/Tech Serv Catalog 05301989 54,010.78 1,044.71 U 1.00 1 100% 55,799.10 55,799.10 55,799.10 HAMILTON KATHLEEN 140 LIBRARY 16101-5111 Staff Librarian I 5/25/2018 39,234.25 758.89 U 1.00 1 100% 40,518.17 40,518.17 40,518.17 HVIDING MARIE 140 LIBRARY 16101-5111 Dept Head MLS/Reference Librarian 8/19/13 54,010.78 1,044.71 U 1.00 1 100% 55,799.10 55,799.10 55,799.10 JONES JESSICA 140 LIBRARY 16101-5111 Staff Librarian II MLS 10/23/17 43,310.53 837.74 U 1.00 1 100% 44,730.46 44,730.46 44,730.46 KELLEY MARY 140 LIBRARY 16101-5111 Staff Librarian I 11/28/18 39,234.25 758.89 U 1.00 1 100% 40,518.17 40,518.17 40,518.17 LORRAIN SIMONE * 140 LIBRARY 16101-5111 Staff Librarian III MLS 12/13/10 46,367.75 897.05 U 1.00 1 100% 47,903.35 47,903.35 47,903.35 LUCEY-RUANO TERESA 140 LIBRARY 16101-5111 DepT Head/Circulation Librarian 1/22/18 51,972.64 1,005.29 U 1.00 1 100% 53,683.84 53,683.84 53,683.84 MOORE DAVID 140 LIBRARY 16101-5111 Staff Librarian II 02/05/2018 41,272.39 798.32 U 1.00 1 100% 42,633.43 42,633.43 42,633.43 NIEVES SUZANNE * 140 LIBRARY 16101-5111 Staff Librarian II 09111995 44,329.60 857.45 U 1.00 1 100% 45,788.09 45,788.09 45,788.09 SHIFT DIFFERENTIAL 140 LIBRARY 16101-5111 SHIFT DIFFERENTIAL - - - - - EDUCATION DIFFERENTIAL 140 LIBRARY 16101-5111 MLIS Certification 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 16101-5111 AFSCME 58,366.59 1.00 Total AFSCME 1818 60,545.41 60,545.41 60,545.41 U=LOCAL LIBRARY STAFF ASSOCIATION, MSLA UNION WAS FORMED AND RATIFIED IN 2019 788,152.08 15.00 Total Full Time - 5111 824,539.82 824,539.82 824,539.82 CARR JENNIFER 140 LIBRARY 16101-5113 Library Assistant II 11/16/15 14,071.56 278.88 U/P 0.46 16.0 14,888.10 14,888.10 14,888.10 COLE PAIGE 140 LIBRARY 16101-5113 Library Assistant I 14,418.68 246.08 U/P 0.46 16.0 13,137.54 13,137.54 13,137.54 EPSTEIN MARIE 140 LIBRARY 16101-5113 Library Assistant I 8/22/15 6,380.26 130.64 U/P 0.23 8.0 6,977.23 6,977.23 6,977.23 HEDIO JOSEPH 140 LIBRARY 16101-5113 Library Assistant I 1/26/05 17,380.91 280.96 U/P 0.46 16.0 15,473.70 15,473.70 15,473.70 HOOKS MARY 140 LIBRARY 16101-5113 Library Assistant II 05/16/2005 15,388.46 267.67 U/P 0.41 14.5 14,341.05 14,341.05 14,341.05 MICHELINI CHRISTINE 140 LIBRARY 16101-5113 Library Assistant I 8/10/11 2,260.26 43.38 U/P 0.07 2.5 2,317.15 2,317.15 2,317.15 PRESSMAN SHARI 140 LIBRARY 16101-5113 Library Assistant I 9/4/07 9,147.85 184.38 U/P 0.30 10.5 9,846.90 9,846.90 9,846.90 RYDER RUKMAL 140 LIBRARY 16101-5113 Library Assistant II MLS 11/07/2000 2,452.51 - - - - STROM JENNIFER 140 LIBRARY 16101-5113 Library Assistant II MLS 10/04/2006 17,917.61 343.84 U/P 0.46 16.0 18,364.21 18,364.21 18,364.21 SZPAK SUSAN 140 LIBRARY 16101-5113 Staff Librarian III 08/01/1985 26,802.71 514.50 U/P 0.60 21.0 27,472.85 27,472.85 27,472.85 TRACY NANCY 140 LIBRARY 16101-5113 Library Assistant II MLS 3/11/16 12,669.21 243.18 U/P 0.26 9.0 12,983.84 12,983.84 12,983.84 VON JAEGER MADELINE 140 LIBRARY 16101-5113 Library Assistant I 11/21/19 9,612.45 184.56 U/P 0.34 12.0 9,853.15 9,853.15 9,853.15 Budget Cuts (14,850.25) - - - 133,652.22 Total Union Part Time - 5113 145,655.72 145,655.72 145,655.72 ALIGMANO ALTHEA 140 LIBRARY 16101-5113 LIBRARY PAGE 08/06/19 5,626.80 - - - - FERREIRA EVA 140 LIBRARY 16101-5113 LIBRARY PAGE 10/04/17 11,253.60 222.08 P 0.46 16.0 11,570.37 11,570.37 11,570.37 JIMINEZ AMY 140 LIBRARY 16101-5113 LIBRARY PAGE 02/18/20 351.68 - P - - - JONES DASANI 140 LIBRARY 16101-5113 LIBRARY PAGE 12/10/18 5,626.80 111.04 P 0.23 8.0 5,785.18 5,785.18 5,785.18 KONTOULAS LAURA 140 LIBRARY 16101-5113 LIBRARY PAGE 07/23/18 351.68 - - - - PALMER CHEYENNE 140 LIBRARY 16101-5113 LIBRARY PAGE 09/20/19 8,440.20 111.04 P 0.23 8.0 5,785.18 5,785.18 5,785.18 RIEDER TILDA 140 LIBRARY 16101-5113 LIBRARY PAGE 10/01/19 5,626.80 - - - - RUNYAN JENNIFER 140 LIBRARY 16101-5113 LIBRARY PAGE 08/11/16 8,440.20 166.56 P 12.0 8,677.78 8,677.78 8,677.78 SHAUGNESSY MAX 140 LIBRARY 16101-5113 LIBRARY PAGE 07/23/19 5,626.80 111.04 P 8.0 5,785.18 5,785.18 5,785.18 TITONG ELIJAH 140 LIBRARY 16101-5113 LIBRARY PAGE 07/15/19 8,440.20 - P 12.0 - - - CUMMINGS DIANA 140 LIBRARY 16101-5113 Substitute Library Asst. I 02/24/16 Sunday Only - P 2.5 - - - LIMARDO CATHERINE 140 LIBRARY 16101-5113 Substitute Library Asst. I 7/01/14 Sunday Only - P 0.5 - - - VO DIANE 140 LIBRARY 16101-5113 Substitute Library Asst. I 8/31/2009 Sunday Only - P 0.5 - - - - - Sec. 8-329 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 AHEARN JAMES 140 LIBRARY 16101-5113 JR. LIBRARY CUSTODIAN 03/15/2018 11,668.48 240.00 P 0.46 16.0 12,504.00 12,504.00 12,504.00 CROTEAU JOSHUA 140 LIBRARY 16101-5113 JR. LIBRARY CUSTODIAN 11/04/2020 - 180.00 P 0.34 12.0 9,378.00 9,378.00 9,378.00 FELTON DAVID 140 LIBRARY 16101-5113 JR. BLDG CUSTODIAN 10/18/1994 1,010.74 19.40 P 1.0 1,010.74 1,010.74 1,010.74 FONTAN RODRIGO 140 LIBRARY 16101-5113 JR. BLDG CUSTODIAN 11/21/19 11,671.23 - P 16.0 - - - GATES ROBERT 140 LIBRARY 16101-5113 JR. BLDG CUSTODIAN 6/27/15 14,354.56 15.50 P 1.0 807.55 807.55 807.55 KOLODZIEJ JOHN 140 LIBRARY 16101-5113 JR. BLDG CUSTODIAN 12/16/13 11,671.40 - P 16.0 - - - O'BRIEN JAMES 140 LIBRARY 16101-5113 JR. BLDG CUSTODIAN 1/21/17 371.19 - P - - - O'BRIEN BRANDON 140 LIBRARY 16101-5113 JR. BLDG CUSTODIAN 11/21/17 742.24 - P 1.0 - - - VACANCY 140 LIBRARY 16101-5113 JR. BLDG CUSTODIAN 180.00 12.0 9,378.00 9,378.00 9,378.00 VACANCY 140 LIBRARY 16101-5113 JR. BLDG CUSTODIAN 180.00 12.0 9,378.00 9,378.00 9,378.00 BUDGET CUTS (17,119.17) - - - 94,155.43 Total Non Union Part Time - 5113 80,059.98 80,059.98 80,059.98 140 LIBRARY 16101-5115 Sunday Hours 37,076.08 36,934.02 40,934.02 40,934.02 40,934.02 140 LIBRARY 16101-5131 Overtime 3,000.00 4,000.00 4,000.00 4,000.00 4,000.00 U/P=LOCAL LIBRARY STAFF ASSOCIATION, MSLA UNION WAS FORMED AND RATIFIED IN 2019 CERTAIN PART TIME POSITIONS ARE INCLUDED Full-Time Equivalent Employees: FY 2020 15.60 1,056,035.81 20.76 Department Total 1,095,189.54 1,095,189.54 1,095,189.54 FY 2021 15.60 FY 2022 20.76 Variance 21 vs. 22 5.16 Sec. 8-330 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 BRENNAN ARTHUR 140 LIBRARY 16101-5111 LIBRARY CUSTODIAN 9/15/14 1 58,366.59 28.01 1.00 1,120.28 1.000 1,162.10 7/3/2021 1,162.10 0.0 52.1 60,545.41 60,545.41 60,545.41 58,366.59 1.00 60,545.41 60,545.41 60,545.41 Sec. 8-331 ---PAGE BREAK--- LIBRARY - 140 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 16102 5211 ELECTRICITY National Grid, Constellation 38,000 39,000 39,000 39,000 TOTAL 38,000 39,000 39,000 39,000 16102 5216 OIL HEAT - GAS National Grid, UGI 9,400 12,500 12,500 12,500 TOTAL 9,400 12,500 12,500 12,500 16102 5241 BUILDING MAINTENANCE A-1 Exterminators ($120 per month, maintenance etc.) 1,520 1,520 1,520 1,520 Embree Elevator maintenance fees, inspection fees, repairs, etc.) 3,690 5,980 5,980 5,980 Secure Lock and Safe (emergency locksmith repairs) - - - - Hiller Companies (fire sprinkler system) & Talbot electric 1,435 3,835 3,835 3,835 Keane Fire & Safety Equipment, Lyons Plumbing, Patriot Alarm (Elevator Monitoring) 2,000 2,650 2,650 2,650 ATCO (HVAC maintenance) *required for warranty 1,500 9,500 9,500 9,500 Bibliotheca (library theft detection systems) 500 500 500 500 Cunningham Security (yearly monitoring, maintenance) 1,400 1,600 1,600 1,600 Workplace Essentials (OSHA disposal services) 1,075 1,255 1,255 1,255 Carpet Cleaning (MLSA Union Contract and required for warranty) 4,100 4,300 4,300 4,300 General Repairs - 6,000 6,000 6,000 TOTAL 17,220 37,140 37,140 37,140 16102 5317 EDUCATION TRAINING MLSA UNION CONTRACT 1,000 1,000 1,000 1,000 TOTAL 1,000 1,000 1,000 1,000 16102 5341 TELEPHONE 740-4533 $32.00 x 12 mos, 744-0860 $18.00 x 12 mos, 744-0863 $28.00 X 12 mos 836 836 836 [PHONE REDACTED] $89.00 x 12 mos, 744-3931/744-9667 100 per mo x 12 mos 1,768 1,768 1,768 1,[PHONE REDACTED] $18.00 x 12 mos, 744-3931 long distance $32.00 x 12 mos 396 396 396 396 TOTAL 3,000 3,000 3,000 3,000 16102 5451 CUSTODIAL SUPPLIES General Custodial supplies (Staples, Home Depot, Winer Bros., etc.) 6,300 7,200 7,200 7,200 TOTAL 6,300 7,200 7,200 7,200 16102 5512 BOOKS Amazon, Baker & Taylor, Ingram, e-books, databases 151,934 201,934 201,934 201,934 TOTAL 151,934 201,934 201,934 201,934 Sec. 8-332 ---PAGE BREAK--- 16102 5516 MICROFILM SUBSCRIPTION New England Micrographics 800 500 500 500 TOTAL 800 500 500 500 16102 5517 PERIODICALS North Shore News, Amazon, etc. 7,000 7,000 7,000 7,000 TOTAL 7,000 7,000 7,000 7,000 16102 5730 DUES AND SUBSCRIPTION NOBLE (bid) - North Shore Library computer consortium of 54,628 54,628 54,628 54,628 17 public libraries, 7 colleges, 1 private high school library, and 1 special library TOTAL 54,628 54,628 54,628 54,628 TOTAL PROPOSED LIBRARY - 140 289,282 363,902 363,902 363,902 Sec. 8-333 ---PAGE BREAK--- Veterans’ Services Mission Statement – Why We Exist The Veterans’ Services Department’s primary responsibility is to provide Mass. state benefits for eligible veterans and their dependants provided under M.G.L. Chap. 115. 75% of these benefit costs are reimbursed to the City of Salem. Additional responsibilities include coordination for the city’s Memorial Day and Veteran Day activities, assist veterans and their dependants in obtaining federal VA compensation and/or pensions, advocacy to reduce veteran homelessness, assist in employment searches, enrollment into the VA health care system, and educational benefits. Significant Budget & Staffing Changes for FY 2022 There will be no significant veteran department staffing changes for 2022 and we expect to work within the level funding guidelines. We will continue to adjust to the veteran community needs through volunteers and Veteran Administrative Work Study students from North Shore Community College and Salem State University. Recent Accomplishments  Unlike the surrounding community veteran offices, we remained open almost every day during the COVID-19 19 pandemic. For the most part, we managed to keep up with the increased demand for unemployment, VA compensation, and veteran healthcare applications (especially during the vaccination phase of the pandemic). FY 2022 Goals & Objectives  Identify a new location that better suits the Veterans Department with increased privacy and space.  Establish a committee to redo the Salem Common War Memorial and the Washington Arch in anticipation of the 400th Anniversary of the city in 2026.  To help finalize the new Massachusetts National Guard museum. Sec. 8-334 ---PAGE BREAK--- Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY 2021 FY 2022 Number of Cases 618 622 520 550 Dollars in Benefits expended $341,688 $387,162 $330,000 $350,000 Amount reimbursed to the City from the State $256,266 $290,371 $247,500 $262,500 % Authorized by the State (75% max. allowed) $256,266 $290,371 $247,500 $262,500 How FY 2022 Departmental Goals Relate to City’s Overall Long & Short -Term Goals  The veteran’s department goals remain consistent with the Mayors goals of improving communication and transparency with our veterans, veteran dependent population, and citizens. All donation account information and basic reimbursable expenses are open to all citizens of Salem.  With the resumption of normal business practices, we will increase outreach to all the area neighborhood associations and public housing units.  We will continue our outreach through the Community Life Center to help identify those veterans and families that are still not known to us. Sec. 8-335 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Veterans - Personnel 280 15431 5111 SALARIES-FULL TIME 106,342.67 104,920.71 104,920.71 60,071.41 108,905.67 108,905.67 108,905.67 280 15431 5113 SALARIES-PART TIME 12,168.17 12,366.90 12,366.90 6,481.09 13,363.65 13,363.65 13,363.65 270 Total Veterans - Personnel 100,221.90 117,287.61 117,287.61 66,552.50 122,269.32 122,269.32 122,269.32 4.25% Veterans - Expenses 280 15432 5249 GROUND MAINTENANCE 4,200.00 3,780.00 3,780.00 383.69 3,780.00 3,780.00 3,780.00 280 15432 5341 TELEPHONE - 750.00 750.00 0.00 - - - 280 15432 5421 OFFICE SUPPLIES (GEN 893.86 900.00 900.00 94.39 900.00 900.00 900.00 280 15432 5710 IN STATE TRAVEL/MEETINGS 572.04 2,970.00 2,970.00 270.00 2,970.00 2,970.00 2,970.00 280 15432 5770 VETERANS BENEFITS 387,162.82 400,000.00 400,000.00 195,429.65 400,000.00 400,000.00 400,000.00 280 15432 5788 VETERANS EVENTS 5,190.25 3,150.00 3,150.00 317.42 3,150.00 3,150.00 3,150.00 280 Total Veterans - Expenses 322,068.99 411,550.00 411,550.00 196,495.15 410,800.00 410,800.00 410,800.00 -0.18% 280 Department Total 422,290.89 528,837.61 528,837.61 263,047.65 533,069.32 533,069.32 533,069.32 0.80% Sec. 8-336 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 EMERLING KIM 280 VETERANS AGENT 15431-5111 VETERANS AGENT 11/12/10 66,817.13 1,331.19 1.00 1 100% 69,355.00 69,355.00 69,355.00 COVINO ELIZABETH 280 VETERANS AGENT 15431-5111 ADMIN ASSISTANT 10/1/15 38,103.58 759.13 1.00 1 100% 39,550.67 39,550.67 39,550.67 104,920.71 2.00 Total Full Time - 5111 108,905.67 108,905.67 108,905.67 MARTINEAU JEAN-GUY 280 VETERANS AGENT 15431-5113 PART TIME DRIVER 12,366.90 13,338.00 P 0.54 19 13,363.65 13,363.65 13,363.65 12,366.90 Total Partl Time - 5113 13,363.65 13,363.65 13,363.65 Full-Time Equivalent Employees: FY 2020 2.00 117,287.61 2.54 Department Total 122,269.32 122,269.32 122,269.32 FY 2021 2.00 FY 2022 2.54 Variance 21 vs. 22 0.54 Sec. 8-337 ---PAGE BREAK--- VETERANS - 280 ORG OBJECT EXPENSE TITLE Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 15432 5249 GROUND MAINTENANCE/CARE OF GRAVES Ground maintenance/decorations 3,780 3,780 3,780 3,780 TOTAL 3,780 3,780 3,780 3,780 15432 5341 TELEPHONE Verizon 750 - - - TOTAL 750 - - - 15432 5421 OFFICE SUPPLIES GENERAL General Office Supplies as needed 900 900 900 900 TOTAL 900 900 900 900 15432 5710 IN STATE TRAVEL, MEETING MVSOA/State mandated conferences; transportation & tolls 2,970 2,970 2,970 2,970 TOTAL 2,970 2,970 2,970 2,970 15432 5770 VETERANS BENEFITS Chapter 115 State mandated benefits 400,000 400,000 400,000 400,000 TOTAL 400,000 400,000 400,000 400,000 15432 5788 VETERANS EVENTS Memorial Day and other events 3,150 3,150 3,150 3,150 TOTAL 3,150 3,150 3,150 3,150 TOTAL PROPOSED VETERANS - 280 411,550 410,800 410,800 410,800 Sec. 8-338 ---PAGE BREAK--- Budget Transfer Out Retirement Stabilization Trust Fund This trust fund was established in FY 2009 in accordance with Massachusetts General Law – Chapter 46 sections 14 and 50 and Chapter 140 sections 19 and 137 of the Acts of 2003. The purpose of this trust fund is to fund retiring employees accrued sick and vacation buybacks as established by City Policy and contractual agreements. Salem 2026 – 400 Anniversary Fund In FY 2014 the Mayor established a new special revenue fund to help fund the City’s 400th anniversary celebration. The Mayor has appropriated funds each year to plan for anticipated cost of events related to the 2026 400th anniversary of the City of Salem. Sec. 8-339 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Actuals Adopted Budget Adjusted Budget Y-T-D Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION 2020 FY2021 FY2021 2021 FY2022 FY2022 FY2022 Budgeted Transfer - Expenses [PHONE REDACTED] TRANSF TO BENTLEY CHARTER 3,277,144.00 - - 0.00 - - - [PHONE REDACTED] TRANSF TO RETIRE STAB-8311 600,000.00 600,000.00 600,000.00 0.00 600,000.00 600,000.00 600,000.00 [PHONE REDACTED] TRANSF TO SALEM 2026 FUND 50,000.00 25,000.00 25,000.00 0.00 50,000.00 50,000.00 50,000.00 900 Total Transfer - Expenses 3,927,144.00 625,000.00 625,000.00 - 650,000.00 650,000.00 650,000.00 4.00% *The Bentley School was merged with SPS for FY2021 900 Department Total 3,927,144.00 625,000.00 625,000.00 - 650,000.00 650,000.00 650,000.00 4.00% * Sec. 8-340 ---PAGE BREAK--- Public Services – Sewer Enterprise Mission Statement – Why We Exist Our mission is to provide the highest quality drinking water and wastewater collection services to our ratepayers and stakeholders. Protecting public health and safety; all the while maintaining some of the lowest rates in the Commonwealth. The Water & Sewer Divisions of the Department of Public Services and the Engineering Department are committed to ensuring environmental stewardship through a combination of preventative maintenance, planned improvements, emergency response, and sustainable and efficient upgrades. We encourage stakeholder involvement and seek to maintain transparency and open channels of communication between the department and the community we serve. We work closely with the South Essex Sewerage District, which provides wastewater treatment services for the city. Significant Budget & Staffing Changes for FY 2022 No significant budget or staffing changes for FY 2021 Recent Accomplishments  Responded to over sixty (60) sewer backups.  Rebuilt over 32 sewer manholes and catch basins.  Repaired more than ten (10) trenches.  Cleaned over thirty-two (32) catch basins.  Used web site to share sewer related notifications.  Continued to retain sewer inspection records for future reference.  Work order system implementation to allow for improved response time. FY 2022 Goals & Objectives  Utilize GIS mapping system to indicate areas of focus and track repeated similar issues for consideration of CIP improvement/replacement project.  Continue to utilize closed circuit television inspection of sewers and drains to diagnose trouble areas.  Maintain sewer system to help reduce sewer backups.  Replace and secure manhole rims and covers to eliminate nuisances to residents.  Continue routine cleaning of catch basins to reduce flooding and increase water quality.  Leak detection efforts to continue to identify areas of weakness in the infrastructure and implement repairs and maintenance of, minimizing sewer and drain leaks and breaks. Sec. 8-341 ---PAGE BREAK---  Continue to investigate and remove sources of infiltration and inflow (I/I) throughout the city sewer system. Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY2021 FY2022 Sewer Backups Reported -Residential & City Owned City Responsible 27 26 30 28 Resident Responsible 34 32 30 36 How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals The Department of Public Services is committed to addressing any residential or business issue as soon as possible to reduce any public health risk. DPS personnel continue to work with the residents and businesses to identify and determine responsibility for any sewer issue while working to fix any issue that is the city’s responsibility. Sec. 8-342 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Adopted Budget Tranfrs/Adj Adjusted Budget YTD Expended Encumb/Req Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION FY2021 2021 FY2021 2021 2021 FY2021 FY2022 FY2022 FY2022 Sewer-Pub Serv-Personal 230 [PHONE REDACTED] SALARIES-FULL TIME 451,797.92 - 451,797.92 208,598.70 0.00 208,598.70 470,861.31 470,861.31 470,861.31 230 [PHONE REDACTED] OVERTIME (GENERAL) 15,000.00 - 15,000.00 300.77 0.00 300.77 15,000.00 15,000.00 15,000.00 230 Total Sewer-Pub Serv-Personal 466,797.92 - 466,797.92 208,899.47 - 208,899.47 485,861.31 485,861.31 485,861.31 4.08% Sewer-Pub Serv-Expenses 230 [PHONE REDACTED] ELECTRICITY 8,250.00 - 8,250.00 1,567.82 4,932.18 6,500.00 8,250.00 8,250.00 8,250.00 230 [PHONE REDACTED] NATURAL GAS 7,000.00 - 7,000.00 690.83 6,309.17 7,000.00 7,000.00 7,000.00 7,000.00 230 [PHONE REDACTED] UTILITY SERV REP & MAINT 25,000.00 9.41 25,009.41 13,960.09 1,746.15 15,706.24 25,000.00 25,000.00 25,000.00 230 [PHONE REDACTED] POLICE DETAIL 5,000.00 - 5,000.00 3,490.51 1,509.49 5,000.00 5,000.00 5,000.00 5,000.00 230 [PHONE REDACTED] EDUCATIONAL TRAINING 1,000.00 - 1,000.00 0.00 0.00 - 1,000.00 1,000.00 1,000.00 230 [PHONE REDACTED] CONTRACTED SERVICES 2,500.00 - 2,500.00 760.00 0.00 760.00 2,500.00 2,500.00 2,500.00 230 [PHONE REDACTED] TELEPHONE 4,000.00 - 4,000.00 0.00 0.00 - 4,000.00 4,000.00 4,000.00 230 [PHONE REDACTED] OFFICE SUPPLIES (GEN 750.00 - 750.00 20.99 37.07 58.06 750.00 750.00 750.00 230 [PHONE REDACTED] GASOLINE/DIESEL FUEL 75,000.00 22,120.01 97,120.01 32,803.12 54,816.89 87,620.01 75,000.00 75,000.00 75,000.00 230 [PHONE REDACTED] VEHICLE PRTS & ACCES 22,500.00 - 22,500.00 4,914.76 9,241.63 14,156.39 22,500.00 22,500.00 22,500.00 230 [PHONE REDACTED] STREET SWEEPER BROOM 4,000.00 - 4,000.00 4,000.00 0.00 4,000.00 4,000.00 4,000.00 4,000.00 230 [PHONE REDACTED] INFRASTRUCTURE REPAI 25,000.00 115.64 25,115.64 12,387.07 2,879.92 15,266.99 25,000.00 25,000.00 25,000.00 230 [PHONE REDACTED] EQUIPMENT - - - 0.00 0.00 - - - 230 Total Sewer-Pub Serv-Expenses 180,000.00 22,245.06 202,245.06 74,595.19 81,472.50 156,067.69 180,000.00 180,000.00 180,000.00 -11.00% 230 440 Department Total 646,797.92 22,245.06 669,042.98 283,494.66 81,472.50 364,967.16 665,861.31 665,861.31 665,861.31 -6.92% Sec. 8-343 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 CORNACCHIO KEVIN 230 SEWER-PUBLIC SERV [PHONE REDACTED] GENERAL FOREMAN 7/5/18 24,246.73 - - - - JODOIN RAYMOND 230 SEWER-PUBLIC SERV [PHONE REDACTED] GENERAL FOREMAN 7/5/18 29,800.69 593.72 0.33 33% 30,932.81 30,932.81 30,932.81 KNOWLTON DAVID 230 SEWER-PUBLIC SERV [PHONE REDACTED] City Engineer-DPS Director 21,276.80 423.90 0.17 17% 22,085.19 22,085.19 22,085.19 LEBLANC ROBERT 230 SEWER-PUBLIC SERV [PHONE REDACTED] GENERAL FOREMAN 06/03/19 24,934.96 496.78 0.33 33% 25,882.24 25,882.24 25,882.24 SANTOS SHAUN 230 SEWER-PUBLIC SERV [PHONE REDACTED] MANAGEMENT ANALYST 21,965.71 490.24 0.33 33% 25,541.50 25,541.50 25,541.50 329,573.03 6.14 Total AFSCME 1818 366,419.57 366,419.57 366,419.57 451,797.92 2,004.64 7.30 Total Full Time - 5111 470,861.31 470,861.31 470,861.31 230 SEWER-PUBLIC SERV [PHONE REDACTED] OVERTIME 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00 Full-Time Equivalent Employees: FY 2020 6.49 466,797.92 7.30 Department Total 485,861.31 485,861.31 485,861.31 FY 2021 7.33 FY 2022 7.30 Variance 21 vs. 22 (0.03) Sec. 8-344 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 BARNES DAVID 230 SEWER - PUB SERV [PHONE REDACTED] HEO 6/27/2012 1 27,687.86 26.78 0.50 535.55 1.000 535.55 27,902.16 27,902.16 27,902.16 BEAUREGARD RICHARD 230 SEWER - PUB SERV [PHONE REDACTED] HEAD FOREMAN 3/2/2001 1 33,037.41 31.95 0.50 639.02 1.000 639.02 33,292.94 33,292.94 33,292.94 CRIPPS JEFFREY 230 SEWER - PUB SERV [PHONE REDACTED] HMEO STEP I/II 6/20/2018 1 24,801.78 23.99 0.50 497.42 1.000 497.42 25,915.58 25,915.58 25,915.58 DONADIO DOMINIC 230 SEWER - PUB SERV [PHONE REDACTED] HMEO 8/22/2016 1 25,716.36 24.87 0.50 497.42 1.000 497.42 25,915.58 25,915.58 25,915.58 DONADIO DOMINIC 230 SEWER - PUB SERV [PHONE REDACTED] Shift Differential Base Rate X 9% - 2.24 44.77 1.000 44.77 2,332.52 2,332.52 2,332.52 LEVESQUE JAMES 230 SEWER - PUB SERV [PHONE REDACTED] St/Sidewalk Foreman 06211999 1 19,826.42 29.05 0.33 383.49 1.000 383.49 19,979.83 19,979.83 19,979.83 MARINO PAUL 230 SEWER - PUB SERV [PHONE REDACTED] HEAD FOREMAN 07231998 1 21,804.64 31.95 0.33 421.75 1.000 421.75 21,973.18 21,973.18 21,973.18 MORRIS RALPH 230 SEWER - PUB SERV [PHONE REDACTED] HEO 11/30/2009 1 27,687.86 26.78 0.50 535.55 1.000 535.55 27,902.16 27,902.16 27,902.16 NADEAU ADAM 230 SEWER - PUB SERV [PHONE REDACTED] MASON 9/23/14 1 19,646.42 - - - - - - NIEMAN ANDREW 230 SEWER - PUB SERV [PHONE REDACTED] HMEO I/II 8/7/17 1 25,716.36 24.87 0.50 497.42 1.000 497.42 25,915.58 25,915.58 25,915.58 PAGLIARO BRETT 230 SEWER - PUB SERV [PHONE REDACTED] LABORER 03/02/2020 1 44,731.87 23.14 0.33 305.39 1.000 305.39 9/8/2021 316.63 10 42.1 16,384.02 16,384.02 16,384.02 PSZENNY BRIAN 230 SEWER - PUB SERV [PHONE REDACTED] PRIN ACCT 02/18/2020 2 15,669.84 25.90 0.33 299.17 1.000 299.17 9/8/2021 316.63 10 42.1 16,321.82 16,321.82 16,321.82 RIVERA CRISTIAN 230 PUBLIC SERVICES [PHONE REDACTED] ME REPAIR 2/17/2021 26.76 0.33 353.28 1.000 353.28 2/17/2021 366.42 33.0 19.1 18,656.86 18,656.86 18,656.86 SOSA-GARCIA ELIAZAR 230 SEWER - PUB SERV [PHONE REDACTED] ME REPAIR 03/12/2019 1 18,476.49 27.76 0.33 366.42 1.000 366.42 3/26/2021 1,151.54 38.0 14.1 30,160.67 30,160.67 30,160.67 TASSINARI STEPHEN 230 SEWER - PUB SERV [PHONE REDACTED] HEAD WORKING FOR 05241999 1 21,804.69 - - 1.000 - - - - VACANT 230 SEWER - PUB SERV [PHONE REDACTED] ME REPAIR 1 0.33 18,406.10 18,406.10 18,406.10 VACANT NEW 230 SEWER - PUB SERV [PHONE REDACTED] WATER CRAFT SPEC'ST 1 0.50 26,904.18 26,904.18 26,904.18 VACANT 230 WATER - PUB SERV [PHONE REDACTED] HEAD WORKING FOREMAN 0.33 20,412.39 20,412.39 20,412.39 LICENCES 230 SEWER - PUB SERV [PHONE REDACTED] 7,294.00 - - 7,294.00 7,294.00 7,294.00 OUT OF GRADE 230 SEWER - PUB SERV [PHONE REDACTED] 750.00 750.00 750.00 750.00 329,573.03 6.14 366,419.57 366,419.57 366,419.57 Sec. 8-345 ---PAGE BREAK--- PUBLIC SERVICES - SEWER ENTERPRISE - 230 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 [PHONE REDACTED] ELECTRICITY National Grid 4,400 4,400 4,400 4,400 TransCanada 3,850 3,850 3,850 3,850 TOTAL Split with DPW/Water/Sewer 8,250 8,250 8,250 8,250 [PHONE REDACTED] NATURAL GAS Direct Energy Marketing 3,000 3,000 3,000 3,000 National Grid 4,000 4,000 4,000 4,000 TOTAL Split with DPW/Water/Sewer 7,000 7,000 7,000 7,000 [PHONE REDACTED] UTILITY SERVICE REPAIR & MAINT additional funds need for aging infrastructure and rising cost 13,000 13,000 13,000 13,000 Sewer supplies: manhole, asphalt, pipe, valves, covers, frames, gaskets, rentals 12,000 12,000 12,000 12,000 Contractors: Dilisio Brothers, Aggregate, EJ, FW, RentAll, Home Depot, Winer, Green Pro TOTAL 25,000 25,000 25,000 25,000 [PHONE REDACTED] POLICE DETAIL Details needed for road work during sewer line repairs in roads 5,000 5,000 5,000 5,000 TOTAL 5,000 5,000 5,000 5,000 [PHONE REDACTED] EDUCATIONAL TRAINING Misc. training courses as needed 1,000 1,000 1,000 1,000 TOTAL 1,000 1,000 1,000 1,000 [PHONE REDACTED] CONTRACTED SERVICES Cleaning, inspection and repairs of sewer linesBmc , Spencer contracting, Tom Mackey 2,500 2,500 2,500 2,500 TOTAL 2,500 2,500 2,500 2,500 [PHONE REDACTED] Telephone T-Mobile GPS tracking for DPW Trucks 50 Vehicles at $675/ month 12 month (1/3) 4,000 4,000 4,000 4,000 TOTAL 4,000 4,000 4,000 4,000 [PHONE REDACTED] OFFICE SUPPLIES (GENERAL) General Office supplies as needed 750 750 750 750 TOTAL 750 750 750 750 [PHONE REDACTED] GASOLINE/DIESEL FUEL Fuel for Sewer/Water Vehicles 75,000 75,000 75,000 75,000 TOTAL 75,000 75,000 75,000 75,000 Sec. 8-346 ---PAGE BREAK--- [PHONE REDACTED] VEHICLE PARTS & ACCESSORIES Oil products, tires, starters, alternators, sewer hoses, truck services, inspections 22,500 22,500 22,500 22,500 Vendors include Dennis Burke, Maplewood, NE Muni, R&S, Unlimited Auto, C&C Auto TOTAL 22,500 22,500 22,500 22,500 [PHONE REDACTED] Sweeper Associated costs for third sweep in annual year 2,000 2,000 2,000 2,000 Associated costs for sweeper repairs 2,000 2,000 2,000 2,000 TOTAL 4,000 4,000 4,000 4,000 [PHONE REDACTED] INFRASTRUCTURE REPAIR Manhole asphalt, pipe, valves, covers, frames, gaskets, contract work 25,000 25,000 25,000 25,000 Contractors include Aggregate, EJ Prescott, Grandees, Waterworks TOTAL 25,000 25,000 25,000 25,000 [PHONE REDACTED] EQUIPMENT PURCHASE New Vactor truck - 50/50 split between water & sewer - - - - Vactor truck - 50/50 split between water & sewer-Lease to purchase - FY 19 Year 5 of 5 - - - - TOTAL - - - - TOTAL PROPOSED PUBLIC SERVICES - SEWER ENTERPRISE - 230 180,000 180,000 180,000 180,000 Sec. 8-347 ---PAGE BREAK--- Engineering – Sewer Enterprise Mission Statement – Why We Exist The Engineering Department provides technical expertise related to connections to, and extensions of, the municipal wastewater collection system. All sewer infrastructure improvement projects are managed by the Engineering Department. The City Engineer is Salem’s representative on the South Essex Sewerage District’s (SESD) board of directors. SESD is the regional wastewater treatment plant that serves Danvers, Peabody, Beverly, Marblehead, and Salem, located on Fort Avenue in Salem. The Engineering Department manages the contracted operations and maintenance effort, including utility and supply costs, for the city’s eight wastewater pumping stations and one stormwater pumping station. Additionally, the department manages the contracted operations of the mechanical tide gates at the outlet of the Forest River to Salem Harbor. The Department also manages the city’s annual city-wide catch basin cleaning program to maximize flood mitigation and storm water quality. Engineering is also responsible for the billing of all wastewater expenses, based on water usage, to all institutional, commercial, and residential properties in the city that are connected to the municipal collection system, which is over 10,000 accounts. The sewer department provides customer service in a timely and professional manner in response to billing inquiries, managing current accounts, establishing new accounts, scheduling appointments for the meter technician, identifying accounts requiring service, selling meters and deduct meters and processing of over 3,500 water and sewer bills approximately 10% requiring analysis and estimating. Funding for the efforts described herein is derived from the Sewer Enterprise System. Significant Budget & Staffing Changes for FY 2022 A new Water Registrar/Business Manager was hired in FY 21. Meter Reader/Water Service Inspector duties have changed significantly over the last couple of years. This position now troubleshoots meters not sending readings through the collection system, including wiring issues, and faulty meter heads, activating the new MIU boxes for new meters, and replacing water meters and meter heads. Recent Accomplishments • The department collaborated with a contractor to test wastewater to determine virus levels in certain neighborhoods. The results are be monitored weekly and residents are notified of any increases in neighborhood levels so those residents can be individually tested. The testing, which began in November, is being done in conjunction with the Massachusetts of Public Health. Sec. 8-348 ---PAGE BREAK--- • Continued to incorporate the 1,600 annual backflow surveys, testing and design approval costs into our Munis Water and Sewer billing system. These bills are annual and semiannual. • Continued to analyze accounts with water and no sewer and take appropriate action if required. • Continued efforts to identify and remove illicit (direct sanitary) connections to the city’s drainage systems in compliance with the City’s EPA NPDES General Permits for Stormwater Dischargers from Small Municipal Storm Sewer Systems in Massachusetts (MS4). • Review and coordinate the development of the city’s annual MS4 permit. • Continue to manage liens on overdue water & sewer bills to 3rd quarter real estate tax bills (524 accounts); resulting in major revenue influx, estimated at $282,972 (sewer only). Continued to lien condo developments owing over $600- 6 condos for December 2020. • Continued to coordinate the Canal Street/SSU flood mitigation project at Salem State University to site an underground storage tank and storm water pump station on the O’Keefe Center Parking Lot. • Sought permits from various regulatory agencies for the relocation of the Willow Avenue (pipe beach) truck sewer in Salem Harbor. • Advanced CIP funded projects to address flooding issues and storm water collection system deficiencies City- wide, including the South River. • Managed contract operator for the City’s wastewater and stormwater pumping stations. • Managed catch basin cleaning contract to mitigate flooding and promote improved water quality. • Continued streamlining the water and sewer billing system to expeditiously resolve billing disputes in a customer friendly manner. Continued to utilize meter software to improve customer service. • Continue troubleshooting non-billable and non-read meter locations, by making appointments with residents to get access to the meters in their buildings. • Worked with consultant to conduct a pilot study on the effectiveness of a protein matrix in the reduction of fats, oils, and grease (FOG) buildup in the collection system. MIIA provided a grant for this pilot study. FY 2022 Goals & Objectives • Continue illicit connection detection and removal program. • Continue to coordinate on the MS4 permit including performing activities required for compliance and development of the Annual Report. • Continue resolving flooding and collection system deficiencies City-wide. • Continue Infiltration & Inflow study. • Manage the contractor operator of the City’s wastewater and stormwater pump stations. • Evaluate the need for sewer extensions in areas currently unsewered. • Advance the Canal Street/SSU flood mitigation project to construction. • Continue to partner with Salem Sound Coastwatch and seek grant opportunities toward clean water initiatives. Sec. 8-349 ---PAGE BREAK--- How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals • Both the City’s long and short-term goals for sustainable infrastructure will be met with the department’s goals by reinvesting and rehabilitating the City’s wastewater and stormwater collection and conveyance infrastructure. • Partnerships are being developed with the many neighborhood associations, institutions (NIAC, PEM, SSU, Salem Hospital, etc.) and commercial establishments that will enable the Dept. goals to be obtained. Sec. 8-350 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Adopted Budget Tranfrs/Adj Adjusted Budget YTD Expended Encumb/Req Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION FY2021 2021 FY2021 2021 2021 FY2021 FY2022 FY2022 FY2022 Sewer-Engineer-Personal 235 [PHONE REDACTED] SALARIES-FULL TIME 185,418.49 - 185,418.49 102,099.62 0.00 102,099.62 192,857.01 192,857.01 192,857.01 235 [PHONE REDACTED] SALARIES-PART TIME 2,000.00 - 2,000.00 0.00 0.00 - 2,000.00 2,000.00 2,000.00 235 [PHONE REDACTED] OVERTIME (GENERAL) - - - 116.93 0.00 116.93 - 235 Total Sewer-Engineer-Personal 187,418.49 - 187,418.49 102,216.55 - 102,216.55 194,857.01 194,857.01 194,857.01 3.97% Sewer-Engineer-Expenses 235 [PHONE REDACTED] ELECTRICITY-PUMP STATION 20,900.00 586.24 21,486.24 6,707.01 12,731.23 19,438.24 22,000.00 22,000.00 22,000.00 235 [PHONE REDACTED] PHOTOCOPY MACHINE LE 1,500.00 - 1,500.00 0.00 0.00 - - - - 235 [PHONE REDACTED] TELEPHONE EQUIP-PUMP ST 16,500.00 5,959.17 22,459.17 1,811.33 14,947.84 16,759.17 16,500.00 16,500.00 16,500.00 235 [PHONE REDACTED] SEWER LINE LEASE 1,200.00 - 1,200.00 551.25 648.75 1,200.00 1,200.00 1,200.00 1,200.00 235 [PHONE REDACTED] ACCOUNTING AND AUDIT 2,000.00 - 2,000.00 0.00 0.00 - 2,000.00 2,000.00 2,000.00 235 [PHONE REDACTED] EDUCATIONAL TRAINING 4,000.00 124.84 4,124.84 426.10 998.74 1,424.84 4,000.00 4,000.00 4,000.00 235 [PHONE REDACTED] CONTRACTED SERVICES-MA 50,000.00 - 50,000.00 41,559.35 4,025.20 45,584.55 50,000.00 50,000.00 50,000.00 235 [PHONE REDACTED] POSTAGE 11,000.00 1,047.55 12,047.55 5,438.19 5,609.36 11,047.55 13,000.00 13,000.00 13,000.00 235 [PHONE REDACTED] PUMP STAT OP & MAINT 93,000.00 5,128.15 98,128.15 37,755.29 60,372.86 98,128.15 96,000.00 96,000.00 96,000.00 235 [PHONE REDACTED] PRINTING AND BINDING 2,000.00 - 2,000.00 129.50 0.00 129.50 2,000.00 2,000.00 2,000.00 235 [PHONE REDACTED] OFFICE SUPPLIES (GEN 3,750.00 1.77 3,751.77 2,325.87 1,079.16 3,405.03 3,750.00 3,750.00 3,750.00 235 [PHONE REDACTED] PUMP STATION SUPPL 5,000.00 - 5,000.00 1,634.00 2,300.00 3,934.00 5,000.00 5,000.00 5,000.00 235 [PHONE REDACTED] SOFTWARE SUPPORT/ENHA 43,500.00 - 43,500.00 6,860.00 9,050.00 15,910.00 4,500.00 4,500.00 4,500.00 235 [PHONE REDACTED] IN STATE TRAVEL/MEETINGS 1,000.00 - 1,000.00 0.00 0.00 - 2,500.00 2,500.00 2,500.00 235 [PHONE REDACTED] SEWER SYS IMPROV PROG 225,000.00 53,926.79 278,926.79 53,769.00 122,157.79 175,926.79 525,000.00 525,000.00 525,000.00 235 [PHONE REDACTED] COMPUTER EQUIP/TECH 2,750.00 - 2,750.00 0.00 0.00 - 3,000.00 3,000.00 3,000.00 235 Total Sewer-Engineer-Expenses 483,100.00 66,774.51 549,874.51 158,966.89 233,920.93 392,887.82 750,450.00 750,450.00 750,450.00 36.48% 235 441 Department Total 670,518.49 66,774.51 737,293.00 261,183.44 233,920.93 495,104.37 945,307.01 945,307.01 945,307.01 28.21% Sec. 8-351 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 CRIPPS CHERYL 235 SEWER-ENGINEERIN [PHONE REDACTED] SECRETARY 8/13/08 15,901.64 316.81 0.33 33% 16,505.80 16,505.80 16,505.80 DUBINSKY ELLEN 235 SEWER-ENGINEERIN [PHONE REDACTED] ADMIN ASSISTANT 9/26/85 6,907.69 137.62 0.10 10% 7,170.00 7,170.00 7,170.00 ERIC DUFFY 235 SEWER-ENGINEERIN [PHONE REDACTED] BUSINESS MGR/WTR REG 10/14/2019 19,884.32 - - - - DUHAMEL DEBORAH 235 SEWER-ENGINEERIN [PHONE REDACTED] Assistant Engineer 5/28/18 34,806.31 693.44 0.33 33% 36,128.22 36,128.22 36,128.22 KNOWLTON DAVID 235 SEWER-ENGINEERIN [PHONE REDACTED] City Engineer-DPS Director 5/21/2007 16,270.49 324.16 0.13 13% 16,888.74 16,888.74 16,888.74 NESSEN JOHN 235 SEWER-ENGINEERIN [PHONE REDACTED] GIS 20,276.18 403.96 0.33 33% 21,046.32 21,046.32 21,046.32 SULPRIZIO MICHAEL 235 SEWER-ENGINEERIN [PHONE REDACTED] BUSINESS MGR/WTR REG 10/14/2019 19,884.32 445.67 0.25 25% 23,219.41 23,219.41 23,219.41 71,371.85 1.33 Total AFSCME 1818 71,898.52 71,898.52 71,898.52 185,418.49 2.80 Total Full Time - 5111 192,857.01 192,857.01 192,857.01 235 SEWER-ENGINEERIN [PHONE REDACTED] OVERTIME 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 Full-Time Equivalent Employees: FY 2020 2.48 187,418.49 2.80 Department Total 194,857.01 194,857.01 194,857.01 FY 2021 2.48 FY 2022 2.80 Variance 21 vs. 22 0.32 Sec. 8-352 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 DOSSANTOS MICHAEL 235 SEWER - ENGINEERING [PHONE REDACTED] WATER METER READ 11/5/2018 1 25,402.67 24.87 0.50 497.42 1.000 497.42 25,915.58 25,915.58 25,915.58 MCGRATH RAYLEEN 235 SEWER - ENGINEERING [PHONE REDACTED] PRINCIPAL CLERK 12/18/17 2 17,329.28 28.45 0.33 328.64 1.000 328.64 17,122.14 17,122.14 17,122.14 MORAN KAREN 235 SEWER - ENGINEERING [PHONE REDACTED] ASST WATER REG 9/10/2013 2 28,639.90 31.65 0.50 553.95 1.000 553.95 28,860.80 28,860.80 28,860.80 71,371.85 1.33 71,898.52 71,898.52 71,898.52 Sec. 8-353 ---PAGE BREAK--- ENGINEERING - SEWER ENTERPRISE - 235 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 [PHONE REDACTED] ELECTRICITY Ravenna Ave, Highland Ave, Wilson Street, Forrest River Park, March St/Rice St, 20,900 22,000 22,000 22,000 Ocean Ave West/Jefferson Ave, Home Street, Swampscott Road Pump TOTAL Includes the 10% increase stated by Budget instructions 20,900 22,000 22,000 22,000 [PHONE REDACTED] PHOTOCOPY MACHINE LEASE Copier at $250/month; 6 months; 50% in Water 1,500 - - - TOTAL Machine Lease and usage 1,500 - - - [PHONE REDACTED] TELEPHONE EQUIP/Pump Station Various alarms to support sewer pumping stations 500 500 500 500 ATT lease for ARM system-data collectors 16,000 16,000 16,000 16,000 TOTAL 16,500 16,500 16,500 16,500 [PHONE REDACTED] SEWER LINE LEASE Fees charge by MBTA for use of lines under commuter rail tracks 1,200 1,200 1,200 1,200 TOTAL 1,200 1,200 1,200 1,200 [PHONE REDACTED] ACCOUNTING AND AUDITING Annual service for audits, contracted through Finance Dept. 2,000 2,000 2,000 2,000 TOTAL 2,000 2,000 2,000 2,000 [PHONE REDACTED] EDUCATIONAL TRAINING APWA National Congress 500 500 500 500 Attending Professional organization seminars and meetings-WEF and NEWEA 1,600 1,600 1,600 1,600 Munis training and support, SSCW, MMAAA 1,900 1,900 1,900 1,900 TOTAL 4,000 4,000 4,000 4,000 [PHONE REDACTED] Contracted Services - Maintenance Annual Catch Basin cleaning 50,000 50,000 50,000 50,000 TOTAL 50,000 50,000 50,000 50,000 [PHONE REDACTED] POSTAGE Total cost of postage for mailing w/s bills @ 50% W&S Depts. 11,000 13,000 13,000 13,000 TOTAL 11,000 13,000 13,000 13,000 [PHONE REDACTED] PUMP STATION OPERATION & MAINT Pump Station Maintenance 90,000 90,000 90,000 90,000 Stand by generator annual maintenance 3,000 6,000 6,000 6,000 TOTAL 93,000 96,000 96,000 96,000 Sec. 8-354 ---PAGE BREAK--- [PHONE REDACTED] PRINTING AND BINDING Collector's office includes printing costs; this represents annual inserts 2,000 2,000 2,000 2,000 TOTAL 2,000 2,000 2,000 2,000 [PHONE REDACTED] OFFICE SUPPLIES (GENERAL) Printer paper - $500 Misc. general office supplies purchased 2,500 2,500 2,500 2,500 under State Bid, supplies for office machines: fax, printers, toner, color printer - Plotter Ink and Paper-previously under IT 1,250 1,250 1,250 1,250 TOTAL 3,750 3,750 3,750 3,750 [PHONE REDACTED] PUMP STATION SUPPLIES 50% of costs for pump station op and Main. Will be shared with water 5,000 5,000 5,000 5,000 TOTAL 5,000 5,000 5,000 5,000 [PHONE REDACTED] COMPUTER SOFTWARE & SUPPORT GIS and Autocad licensing-part previously under IT 4,500 4,500 4,500 4,500 Ti Sales maintenance agreement for meter software; field tool repairs, formerly from CIP 12,500 - - Other software-upgrade to I900 1,000 - - Neptune Software Update 25,500 - - TOTAL 43,500 4,500 4,500 4,500 [PHONE REDACTED] IN STATE TRAVEL & MEETINGS Meter Repair annual mileage 500 2,000 2,000 2,000 tolls, parking, seminars, etc. 500 500 500 500 TOTAL 1,000 2,500 2,500 2,500 [PHONE REDACTED] SEWER SYSTEM IMPROVEMENT PROGRAM Work contracted for improvements to system to various vendors EPA's MS4 Storm water Permit Compliance Year 11 Annual Report 225,000 225,000 225,000 225,000 City-wide storm water management plan Educational Notices distribution Map drainage basin of each outfall, estimate impervious area in each catch basin Annual cleaning of sewer and drain siphons - 300,000 300,000 300,000 TOTAL 225,000 525,000 525,000 525,000 [PHONE REDACTED] COMPUTER EQUIPMENT/TECH Laptop 1,500 1,500 1,500 1,500 Scanner maintenance-discuss with IT 1,250 1,500 1,500 1,500 TOTAL 2,750 3,000 3,000 3,000 TOTAL PROPOSED ENGINEERING - SEWER ENTERPRISE - 235 483,100 750,450 750,450 750,450 Sec. 8-355 ---PAGE BREAK--- Treasurer – Sewer Enterprise – SESD Assessment Pursuant to Chapter 339 of the Acts of 1925, the South Essex Sewerage Board determines the estimated cost of operations/maintenance and debt service for the Fiscal Year and apportions this amount to the cities, towns, county and Commonwealth served by the District. Treasurer–Sewer Enterprise–Long Term Debt On November 19, 2020 the City issued a bond for Canal Street Phase II, sewer leaks and flushing, sewer illicit connection removal, bikeway and roadway improvements for a total of $826,500. On November 17, 2016 the City issued a bond for Canal Street Phase II, sewer leaks and flushing, sewer illicit connection removal, bikeway and roadway improvements for a total of $2,950,000. On December 2, 2015 the City issued a bond for a 1/1 study, design and construction, Canal Street phase II, illicit connection removal and line extension, rehabilitation and upgrades in the amount of $540,000. On October 15, 2010 the City issued a $15,373,000 bond which combined existing BANS for Water, Sewer and School projects with new funding for Capital Improvement projects. The Sewer Enterprise Principal portion of this Bond is $1,690,000. On September 27, 2012 the City issued an $18,141,542 bond for new funding for School, Park and Capital Improvement projects. The Sewer Enterprise principal portion of this bond is $ 1,435,000. Treasurer – Sewer Enterprise – Insurance Deductible The City has taken an insurance policy to protect itself for City-at-fault sewerage back-ups into private structures. The City pays a deductible on each claim. Sec. 8-356 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Adopted Budget Tranfrs/Adj Adjusted Budget YTD Expended Encumb/Req Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION FY2021 2021 FY2021 2021 2021 FY2021 FY2022 FY2022 FY2022 Sewer Assessments 270 [PHONE REDACTED] SESD ASSESSMENT 4,763,997.00 - 4,763,997.00 3,528,005.56 0.00 3,528,005.56 4,737,057.00 4,735,813.29 4,735,813.29 270 Total Sewer Assessments 4,763,997.00 - 4,763,997.00 3,528,005.56 - 3,528,005.56 4,737,057.00 4,735,813.29 4,735,813.29 -0.59% 270 840 Department Total 4,763,997.00 - 4,763,997.00 3,528,005.56 - 3,528,005.56 4,737,057.00 4,735,813.29 4,735,813.29 -0.59% Sec. 8-357 ---PAGE BREAK--- TREASURER - SEWER SESD ASSESSMENT [PHONE REDACTED] SESD Assessment City's portion of South Essex Sewerage District operating budget 4,763,997 4,737,057 4,735,813 4,735,813 TOTAL 4,763,997 4,737,057 4,735,813 4,735,813 TOTAL PROPOSED TREASURER - SEWER SESD ASSESSMENT 4,763,997 4,737,057 4,735,813 4,735,813 Sec. 8-358 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Adopted Budget Tranfrs/Adj Adjusted Budget YTD Expended Encumb/Req Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION FY2021 2021 FY2021 2021 2021 FY2021 FY2022 FY2022 FY2022 Sewer - Debt Service 270 600034 5908N CANAL ST-PRIN (2014) 165,000.00 - 165,000.00 165,000.00 0.00 165,000.00 175,000.00 175,000.00 175,000.00 270 600034 5920A CIP - 2009-PRIN (11) 195,269.00 - 195,269.00 195,269.00 0.00 195,269.00 190,000.00 190,000.00 190,000.00 270 600034 5948V CANAL ST-INT (2014) 112,238.00 - 112,238.00 57,768.75 0.00 57,768.75 105,438.00 105,438.00 105,438.00 270 600034 5949A CIP 2009-INT (11) 157,307.00 - 157,307.00 80,744.23 0.00 80,744.23 121,755.00 121,755.00 121,755.00 270 600034 5949G CIP 2012-PRIN 15,000.00 - 15,000.00 15,000.00 0.00 15,000.00 20,000.00 20,000.00 20,000.00 270 600034 5949H CIP 2012-INT 8,225.00 - 8,225.00 4,262.50 0.00 4,262.50 7,525.00 7,525.00 7,525.00 270 600034 5949K CIP 2014-PRIN 110,000.00 - 110,000.00 100,000.00 0.00 100,000.00 125,000.00 125,000.00 125,000.00 270 600034 5949L CIP 2014-INT 52,956.00 - 52,956.00 25,312.50 0.00 25,312.50 55,150.00 55,150.00 55,150.00 270 600034 5949M CIP 2015-PRIN 130,000.00 - 130,000.00 0.00 0.00 - 130,000.00 130,000.00 130,000.00 270 600034 5949N CIP 2015-INT 73,700.00 - 73,700.00 0.00 0.00 - 67,200.00 67,200.00 67,200.00 270 600034 5949O CIP 2016-PRIN 105,000.00 - 105,000.00 10,000.00 0.00 10,000.00 110,000.00 110,000.00 110,000.00 270 600034 5949P CIP 2016-INT 179,394.00 - 179,394.00 0.00 0.00 - 174,144.00 174,144.00 174,144.00 270 600034 5949U CIP 2017 PRIN 100,000.00 - 100,000.00 100,000.00 0.00 100,000.00 105,000.00 105,000.00 105,000.00 270 600034 5949V CIP 2017 INT 82,750.00 - 82,750.00 76,496.88 0.00 76,496.88 78,650.00 78,650.00 78,650.00 270 600034 5949W CIP 2018 PRIN 5,000.00 - 5,000.00 5,000.00 0.00 5,000.00 5,000.00 5,000.00 5,000.00 270 600034 5949X CIP 2018 INT 6,731.00 - 6,731.00 3,365.63 0.00 3,365.63 6,481.00 6,481.00 6,481.00 270 600034 5949ZA CIP 2019 PRIN 93,798.00 - 93,798.00 93,798.00 0.00 93,798.00 110,000.00 110,000.00 110,000.00 270 600034 5949ZB CIP 2019-INT 103,494.00 - 103,494.00 55,369.93 0.00 55,369.93 108,276.00 108,276.00 108,276.00 270 600034 5949ZE CIP-CANAL ST REPURPOSE-P 120,000.00 - 120,000.00 120,000.00 0.00 120,000.00 120,000.00 120,000.00 120,000.00 270 600034 5949ZF CIP-CANAL ST REPURPOSE-I 68,725.00 - 68,725.00 35,862.51 0.00 35,862.51 62,725.00 62,725.00 62,725.00 270 600034 5949ZI CIP 2020 PRIN 18,000.00 18,000.00 18,000.00 270 600034 5949ZJ CIP 2020 INT 35,144.00 35,144.00 35,144.00 270 Total Sewer - Debt Service 1,884,587.00 - 1,884,587.00 1,143,249.93 - 1,143,249.93 1,930,488.00 1,930,488.00 1,930,488.00 2.44% 270 710 Department Total 1,884,587.00 - 1,884,587.00 1,143,249.93 - 1,143,249.93 1,930,488.00 1,930,488.00 1,930,488.00 2.44% Sec. 8-359 ---PAGE BREAK--- TREASURER - SEWER ENTERPRISE - 270 ORG OBJECT EXPENSE TITLE Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 TREASURER - Sewer LONG TERM DEBT 600034 5908N CIP-Canal St Prin 165,000 175,000 175,000 175,000 5920A CIP 2009 PRIN (11) 195,269 190,000 190,000 190,000 5948V CIP-Canal St Interest 112,238 105,438 105,438 105,438 5949A CIP 2009 INT (11) 157,307 121,755 121,755 121,755 5949G CIP 2012-PRIN 15,000 20,000 20,000 20,000 5949H CIP 2012 INT 8,225 7,525 7,525 7,525 5949K CIP 2014 - PRIN 110,000 125,000 125,000 125,000 5949L CIP 2014 - INT 52,956 55,150 55,150 55,150 5949M CIP 2015 - PRIN 130,000 130,000 130,000 130,000 5949N CIP 2015 - INT 73,700 67,200 67,200 67,200 5949O CIP 2016 - PRIN 105,000 110,000 110,000 110,000 5949P CIP 2016 - INT 179,394 174,144 174,144 174,144 5949U CIP 2017 - PRIN 100,000 105,000 105,000 105,000 5949V CIP 2017 - INT 82,750 78,650 78,650 78,650 5949W CIP 2018 - PRIN 5,000 5,000 5,000 5,000 5949X CIP 2018 - INT 6,731 6,481 6,481 6,481 5949ZA CIP 2019 - PRIN 93,798 110,000 110,000 110,000 5949ZB CIP 2019 - INT 103,494 108,276 108,276 108,276 5949ZE Canal Street Repurpose Collins Middle School - Principal 120,000 120,000 120,000 120,000 5949ZF Canal Street Repurpose Collins Middle School - Interest 68,725 62,725 62,725 62,725 5949ZI CIP 2020- PRIN 18,000 18,000 18,000 5949ZJ CIP 2020 - INT 35,144 35,144 35,144 TOTAL PROPOSED TREASURER - Sewer LONG TERM DEBT 1,884,587 1,930,488 1,930,488 1,930,488 Sec. 8-360 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Adopted Budget Tranfrs/Adj Adjusted Budget YTD Expended Encumb/Req Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION FY2021 2021 FY2021 2021 2021 FY2021 FY2022 FY2022 FY2022 Sewer-Short Term Debt Int-Exp 270 [PHONE REDACTED] PROFESSIONAL SERV/FEES 13,000.00 - 13,000.00 0.00 0.00 - 13,000.00 13,000.00 13,000.00 270 [PHONE REDACTED] INTEREST ON NOTES 34,000.00 - 34,000.00 0.00 0.00 - 34,000.00 34,000.00 34,000.00 270 Total Sewer-Short Term Debt Int-Exp 47,000.00 - 47,000.00 - - - 47,000.00 47,000.00 47,000.00 0.00% 270 752 Department Total 47,000.00 - 47,000.00 - - - 47,000.00 47,000.00 47,000.00 0.00% Sec. 8-361 ---PAGE BREAK--- TREASURER - SEWER SHORT TERM DEBT [PHONE REDACTED] Professional Fees Bond and BAN Admin costs 13,000 13,000 13,000 13,000 [PHONE REDACTED] Interest on Notes Interest Figures from Debt Schedule 34,000 34,000 34,000 34,000 TOTAL PROPOSED TREASURER - SEWER SHORT TERM DEBT 47,000 47,000 47,000 47,000 Sec. 8-362 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Adopted Budget Tranfrs/Adj Adjusted Budget YTD Expended Encumb/Req Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION FY2021 2021 FY2021 2021 2021 FY2021 FY2022 FY2022 FY2022 Sewer-Enterprise Fund-Ins Deductibles 270 600037 5740A Insurance Deductibles 5,000.00 - 5,000.00 0.00 0.00 - 5,000.00 5,000.00 5,000.00 270 Total Insurance Deductibles 5,000.00 - 5,000.00 - - - 5,000.00 5,000.00 5,000.00 0.00% 270 945 Department Total 5,000.00 - 5,000.00 - - - 5,000.00 5,000.00 5,000.00 0.00% Sec. 8-363 ---PAGE BREAK--- TREASURER - SEWER ENTERPRISE INSURANCE DEDUCTIBLES 600037 5740A Sewer Enterprise Fund - Ins Deductible 5,000 5,000 5,000 5,000 Estimated amount for insurance deductibles related to Sewer claims TOTAL 5,000 5,000 5,000 5,000 TOTAL PROPOSED TREASURER - SEWER ENTERPRISE INSURANCE DEDUCTIBLES 5,000 5,000 5,000 5,000 Sec. 8-364 ---PAGE BREAK--- Public Services – Water Enterprise Mission Statement – Why We Exist Our mission is to provide the highest quality drinking water and wastewater collection services to stakeholders alike, protecting public health and safety; all the while maintaining some of the lowest rates in the Commonwealth. The Water & Sewer Divisions of the Department of Public Services and the Engineering Department are committed to ensuring environmental stewardship through a combination of preventative maintenance, planned improvements, emergency response, and sustainable and efficient upgrades. We encourage stakeholder involvement and seek to maintain transparency and open channels of communication between the department and the community we serve. We work closely with the Salem Beverly Water Supply Board, which treats and provides drinking water to the City of Salem. Significant Budget & Staffing Changes for FY 2022 No significant budget or staffing changes for FY 2021. Recent Accomplishments  The Water Department continues to support contractors working on large CIP improvement projects in the city. The same support is given to developers improving the City. We also respond to every water break emergency and restore service to the residents and businesses as soon as possible.  The Department repairs water curb stops.  Assisted private contractors with fire hydrant flow tests and perform tests as required.  Continue to utilize web site to disseminate water emergency notifications.  Utilize leak detection services to find leaks and weaknesses, and eliminate them, in the water distribution system.  Replaced or repaired over twenty-four (24) hydrants damaged during the year. Sec. 8-365 ---PAGE BREAK--- FY 2022 Goals & Objectives  Improve system flow and reduce leaks through leak detection.  Reestablish an aggressive hydrant flushing program.  Work with engineering to add and/or replace failed water main valves.  Continue exercising system valves.  Paint, repair or replace hydrants when necessary.  Work with city engineer on system improvements.  Continue to identify areas of weakness in the infrastructure and implement repairs and maintenance of minimizing water loss, leaks and breaks.  Rebid catch basin cleaning. Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY 2020 FY2021 FY2022 Water Main Breaks 38 32 40 38 Service Breaks (Residential issues) 24 20 26 26 How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals The Department of Public Services is committed to addressing any residential or business issue as soon as possible to reduce the public health risk. DPS personnel continue to work with the residents and businesses to identify and determine responsibility for any water issue while working to fix any issue that is the city’s responsibility. Sec. 8-366 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Adopted Budget Tranfrs/Adj Adjusted Budget YTD Expended Encumb/Req Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION FY2021 2021 FY2021 2021 2021 FY2021 FY2022 FY2022 FY2022 Water-Pub Serv-Personnel 230 [PHONE REDACTED] SALARIES-FULL TIME 451,798.09 - 451,798.09 209,622.53 0.00 209,622.53 470,861.31 470,861.31 470,861.31 230 [PHONE REDACTED] OVERTIME (GENERAL) 70,000.00 - 70,000.00 59,412.04 0.00 59,412.04 70,000.00 70,000.00 70,000.00 230 Total Water-Pub Serv-Personnel 521,798.09 - 521,798.09 269,034.57 - 269,034.57 540,861.31 540,861.31 540,861.31 3.65% Water-Pub Serv-Expenses 230 [PHONE REDACTED] ELECTRICITY 9,900.00 - 9,900.00 1,833.45 6,166.55 8,000.00 9,900.00 9,900.00 9,900.00 230 [PHONE REDACTED] NATURAL GAS 7,000.00 - 7,000.00 1,626.26 5,373.74 7,000.00 7,000.00 7,000.00 7,000.00 230 [PHONE REDACTED] UTILITY SERV REP & MAINT 15,000.00 498.67 15,498.67 13,859.17 879.12 14,738.29 25,000.00 25,000.00 25,000.00 230 [PHONE REDACTED] POLICE DETAIL 20,000.00 - 20,000.00 18,520.66 1,479.34 20,000.00 20,000.00 20,000.00 20,000.00 230 [PHONE REDACTED] EDUCATIONAL TRAINING 1,500.00 - 1,500.00 510.00 0.00 510.00 1,500.00 1,500.00 1,500.00 230 [PHONE REDACTED] CONTRACTED SERVICES 1,000.00 - 1,000.00 0.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 230 [PHONE REDACTED] TELEPHONE 4,000.00 - 4,000.00 0.00 0.00 - 4,000.00 4,000.00 4,000.00 230 [PHONE REDACTED] OFFICE SUPPLIES (GEN 750.00 - 750.00 0.00 0.00 - 750.00 750.00 750.00 230 [PHONE REDACTED] GASOLINE/DIESEL FUEL 75,000.00 3,395.58 78,395.58 29,248.11 37,647.47 66,895.58 75,000.00 75,000.00 75,000.00 230 [PHONE REDACTED] VEHICLE PRTS & ACCES 22,500.00 - 22,500.00 5,549.49 9,120.03 14,669.52 22,500.00 22,500.00 22,500.00 230 [PHONE REDACTED] INFRASTRUCTURE REPAI 15,000.00 - 15,000.00 8,429.34 3,669.10 12,098.44 15,000.00 15,000.00 15,000.00 230 [PHONE REDACTED] EQUIPMENT - - - 0.00 0.00 - - - - 230 Total Water-Pub Serv-Expenses 171,650.00 3,894.25 175,544.25 79,576.48 65,335.35 144,911.83 181,650.00 181,650.00 181,650.00 3.48% 230 450 Department Total 693,448.09 3,894.25 697,342.34 348,611.05 65,335.35 413,946.40 722,511.31 722,511.31 722,511.31 3.61% Sec. 8-367 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 CORNACCHIO KEVIN 230 SEWER-PUBLIC SERV [PHONE REDACTED] GENERAL FOREMAN 7/5/18 24,246.73 - - - - JODOIN RAYMOND 230 WATER-PUBLIC SERV [PHONE REDACTED] GENERAL FOREMAN 29,800.69 593.72 0.33 33% 30,932.81 30,932.81 30,932.81 KNOWLTON DAVID 230 WATER-PUBLIC SERV [PHONE REDACTED] City Engineer-DPS Director 21,276.80 423.90 0.17 17% 22,085.19 22,085.19 22,085.19 LEBLANC ROBERT 230 WATER-PUBLIC SERV [PHONE REDACTED] GENERAL FOREMAN 06/03/19 24,934.96 496.78 0.33 33% 25,882.24 25,882.24 25,882.24 SANTOS SHAUN 230 WATER-PUBLIC SERV [PHONE REDACTED] MANAGEMENT ANALYST 21,965.71 490.24 0.33 33% 25,541.50 25,541.50 25,541.50 [PHONE REDACTED] AFSCME 329,573.20 5.48 Total AFSCME 1818 366,419.57 366,419.57 366,419.57 451,798.09 2,004.64 6.64 Total Full Time - 5111 470,861.31 470,861.31 470,861.31 230 WATER-PUBLIC SERV [PHONE REDACTED] OVERTIME 70,000.00 70,000.00 70,000.00 70,000.00 70,000.00 Full-Time Equivalent Employees: FY 2020 6.49 521,798.09 6.64 Department Total 540,861.31 540,861.31 540,861.31 FY 2021 7.33 FY 2022 6.64 Variance 21 vs. 22 (0.69) Sec. 8-368 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 BARNES DAVID 230 WATER - PUB SERV [PHONE REDACTED] HEO 6/27/2012 1 27,687.86 26.78 0.50 535.55 1.000 535.55 27,902.16 27,902.16 27,902.16 BEAUREGARD RICHARD 230 WATER - PUB SERV [PHONE REDACTED] HEAD FOREMAN I/II 3/2/2001 1 33,037.41 31.95 0.50 639.02 1.000 639.02 33,292.94 33,292.94 33,292.94 CRIPPS JEFFREY 230 WATER - PUB SERV [PHONE REDACTED] HMEO STEP I/II 6/20/2018 1 24,801.78 23.99 0.50 497.42 1.000 497.42 25,915.58 25,915.58 25,915.58 DONADIO DOMINIC 230 WATER - PUB SERV [PHONE REDACTED] HMEO 8/22/2016 1 25,716.36 24.87 0.50 497.42 1.000 497.42 25,915.58 25,915.58 25,915.58 DONADIO DOMINIC 230 WATER - PUB SERV [PHONE REDACTED] Shift Differential Base Rate X 9% - 2.24 0.50 44.77 1.000 44.77 2,332.52 2,332.52 2,332.52 LEVESQUE JAMES 230 WATER - PUB SERV [PHONE REDACTED] St/Sidewalk Foreman 06/21/99 1 19,826.59 29.05 0.33 383.49 1.000 383.49 19,979.83 19,979.83 19,979.83 MARINO PAUL 230 WATER - PUB SERV [PHONE REDACTED] HEAD FOREMAN II/III 07/23/98 1 21,804.64 31.95 0.33 421.75 1.000 421.75 21,973.18 21,973.18 21,973.18 MORRIS RALPH 230 WATER - PUB SERV [PHONE REDACTED] HEO 11/30/2009 1 27,687.86 26.78 0.50 535.55 1.000 535.55 27,902.16 27,902.16 27,902.16 NADEAU ADAM 230 WATER - PUB SERV [PHONE REDACTED] MASON 9/23/14 1 19,646.42 - - - - - - NIEMAN ANDREW 230 WATER - PUB SERV [PHONE REDACTED] HMEO I/II 8/7/17 1 25,716.36 24.87 0.50 497.42 1.000 497.42 25,915.58 25,915.58 25,915.58 PAGLIARO BRETT 230 WATER - PUB SERV [PHONE REDACTED] LABORER 03/02/2020 1 44,731.87 23.14 0.33 305.39 1.000 305.39 9/8/2021 316.63 10 42.1 16,384.02 16,384.02 16,384.02 PSZENNY BRIAN 230 WATER - PUB SERV [PHONE REDACTED] PRIN ACCT 02/18/2020 2 15,669.84 25.90 0.33 299.17 1.000 299.17 9/8/2021 316.63 10 42.1 16,321.82 16,321.82 16,321.82 RIVERA CRISTIAN 230 SEWER - PUB SERV [PHONE REDACTED] ME REPAIR 02/17/2021 1 26.76 0.33 353.28 1.000 353.28 2/17/2021 366.42 33.0 19.1 18,656.86 18,656.86 18,656.86 SOSA-GARCIA ELIAZAR 230 WATER - PUB SERV [PHONE REDACTED] ME REPAIR 03/12/2019 1 18,476.49 27.76 0.33 366.42 1.000 366.42 3/26/2021 1,151.54 38.0 14.1 30,160.67 30,160.67 30,160.67 TASSINARI STEPHEN 230 WATER - PUB SERV [PHONE REDACTED] HEAD WORKING FOR 05241999 1 21,804.69 - - - 18,406.10 18,406.10 18,406.10 VACANT 230 SEWER - PUB SERV [PHONE REDACTED] ME REPAIR 26,904.18 26,904.18 26,904.18 VACANT NEW 230 SEWER - PUB SERV [PHONE REDACTED] WATER CRAFT SPEC'ST 20,412.39 20,412.39 20,412.39 VACANT 230 WATER - PUB SERV [PHONE REDACTED] HEAD WORKING FOREMAN - - - LICENCES 7,294.00 7,294.00 7,294.00 7,294.00 OUT OF GRADE 750.00 750.00 750.00 750.00 329,573.20 5.48 366,419.57 366,419.57 366,419.57 Sec. 8-369 ---PAGE BREAK--- PUBLIC SERVCIES-WATER ENTERPRISE-230 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 [PHONE REDACTED] ELECTRICITY National Grid 3,300 3,300 3,300 3,300 TransCanada 6,600 6,600 6,600 6,600 TOTAL Split with DPW/Water/Sewer 9,900 9,900 9,900 9,900 [PHONE REDACTED] NATURAL GAS Direct Energy Marketing 3,000 3,000 3,000 3,000 National Grid 4,000 4,000 4,000 4,000 TOTAL Split with DPW/Water/Sewer 7,000 7,000 7,000 7,000 [PHONE REDACTED] UTILITY SERVICE & REPAIR additional funds need for aging infrastructure and rising cost 5,000 5,000 5,000 5,000 Supplies: manhole, asphalt, pipe, valves, covers, frames, gaskets, rentals 10,000 20,000 20,000 20,000 Contractors: Dilisio Brothers, Aggregate, EJ, FW, RentAll, Home Depot, Winer TOTAL 15,000 25,000 25,000 25,000 [PHONE REDACTED] POLICE DETAIL Details needed for road work during water line repairs in roads 20,000 20,000 20,000 20,000 TOTAL 20,000 20,000 20,000 20,000 [PHONE REDACTED] EDUCATIONAL TRAINING License Reimbursements & membership dues NWWA , Mass Arborist association, ECHA, Mass Highway Association, New England Sewer Association 500 500 500 500 New England Water Works - $150 per course average x 10 = $1,000 1,000 1,000 1,000 1,000 TOTAL 1,500 1,500 1,500 1,500 [PHONE REDACTED] CONTRACTED SERVICES Leak detection 1,000 1,000 1,000 1,000 TOTAL 1,000 1,000 1,000 1,000 [PHONE REDACTED] Telephone T-Mobile GPS tracking for DPW Trucks 50 Vehicles at $675/ month 12 month (1/3) 4,000 4,000 4,000 4,000 TOTAL 4,000 4,000 4,000 4,000 [PHONE REDACTED] OFFICE SUPPLIES (GENERAL) General office supplies as needed 750 750 750 750 TOTAL 750 750 750 750 [PHONE REDACTED] GASOLINE/DIESEL FUEL Fuel for Sewer/Water Vehicles 75,000 75,000 75,000 75,000 TOTAL 75,000 75,000 75,000 75,000 Sec. 8-370 ---PAGE BREAK--- [PHONE REDACTED] VEHICLE PARTS Oil products, tires, starters, alternators, sewer hoses, truck services, inspections 22,500 22,500 22,500 22,500 Vendors include Dennis Burke, Maplewood, NE Muni, R&S, Unlimited Auto, C&C Auto TOTAL 22,500 22,500 22,500 22,500 [PHONE REDACTED] INFRASTRUCTURE REPAIR Manhole asphalt, pipe, valves, covers, frames, gaskets, contract work 15,000 15,000 15,000 15,000 Contractors include Aggregate, EJ Prescott, Granese, Waterworks EJ Prescott - Sewer supplies: pipe, valves, covers, frames, gaskets, etc. TOTAL 15,000 15,000 15,000 15,000 [PHONE REDACTED] EQUIPMENT PURCHASE New Vactor truck - 50/50 split between water & sewer - Vactor truck - 50/50 split between water & sewer-Lease to purchase - FY 19 Year 5 of 5 - TOTAL - - - - TOTAL PROPOSED PUBLIC SERVCIES-WATER ENTERPRISE-230 171,650 181,650 181,650 181,650 Sec. 8-371 ---PAGE BREAK--- Engineering – Water Enterprise Mission Statement – Why We Exist The Engineering Department provides technical expertise related to connections to, and extensions of, the municipal water distribution system. All water infrastructure improvement projects are managed by the Engineering Department. The City Engineer is Salem’s representative on the Salem Beverly Water Supply Board the entity that treats Salem’s public drinking water. The Engineering Department manages the contracted operations and maintenance effort, including utility and supply costs, for the City’s two water pumping stations and two covered storage reservoirs. Engineering is responsible for the billing of water expenses based on usage to institutional, commercial, and residential properties in the City that are connected to the municipal collection system, totaling over 10,000 accounts. The water department provides customer service in a timely and professional manner in response to billing inquiries, managing current accounts, establishing new accounts, scheduling appointments for the meter reader, identifying accounts requiring service, selling meters (including those used for deduct) and processing of 3,500 water and sewer billings approximately 10% currently requiring analysis and estimating. This Department also bills backflow testing charges as well as the fees associated with the water turn on/off performed by the DPS crews. The Engineering Department provides technical assistance to the Public Services Divisions’ Water Operations in response to the condition and location of the City’s water infrastructure. The condition of the transmission mains that convey Salem water from to the City continues to be a high priority for the department. Funding for the efforts described herein is derived from the Water Enterprise System. Significant Budget & Staffing Changes for FY 2022 None. Meter Reader/Water Service Inspector duties have changed significantly over the last couple of years. This position now troubleshoots meters not sending readings through the collection system, including wiring issues, and faulty meter head; activating the new MIU boxes for new meters; and replacing water meters and meter heads. Recent Accomplishments • Continued to incorporate the 1,600 annual backflow survey, testing and design approval costs into the and quarterly Munis Water and Sewer billing system. These bills are annual and semiannual. Sec. 8-372 ---PAGE BREAK--- • Upgraded our meter reading software to Neptune® 360™, which allows the department to collect more accurate water metering data faster and quickly identify potential leaks, excessive consumption, and reverse flow. The software is also web-based so it does not require server installations or upgrades. The department can use an internet browser to log on anywhere. • The department also upgraded our billing software to Munis Utility Billing™ CIS. This software allows for better reporting functions and provides the ability to automatically send notices and apply fees. • Continue to issue letters to customers whose meters showed continuous water usage (suspected leak in the building). Customers will receive up to three consecutive letters. • Development of water meter GIS appointment tracking system. • Reduced the list of properties where meter readings are not being collected (non-billable, non-reads). • Analyzed parcels without utility bills; rectified dozens of accounts with incorrect parcel ids; also identified new W&S accounts. • Continue to manage liens on overdue water & sewer bills to 3rd quarter real estate tax bills (589 accounts); resulting in over $139,159 of revenues (water only). This effort involved analysis of dozens of challenging accounts and resulted in many improvements to the current database. Continued to lien condo developments owing over $600- 6 condos for December 2020. • Continued providing effective billing and meter repair for water consumed with a minimum of billing issues. • Collaborated with Department of Public Services with their leak detection efforts. • Managed the City’s contract operator for the City’s water pumping stations and storage facilities. • Managed the City’s back-flow inspection, testing and survey program. • Continued sending continuous water usage letters to residents. Each month several hundred letters are sent to residents who show continuous water usage for over 28 days. The letters are sent for three continuous months. FY 2022 Goals & Objectives • Continue to send continuous water use letters to property owners to alert them of possible leaks in their building. • Work to begin the process of installing new meter interface units (MIU) as the current units fail or encounter issues. These newer units will reduce estimated readings and allows for walk by readings should they be necessary. • Continue to increase public awareness of water conservation through Earth Day, Swap and Drop, COA presentations and other events; continue collaborating with other organizations. Sec. 8-373 ---PAGE BREAK--- • Reduce percentage of ‘unaccounted for water through improved reporting, new meter installation, and CIP project implementation. • Staff continues to provide increased customer service in evaluating leaks, usage, etc. on W&S accounts. • Continue to coordinate relocating the City’s proposed Highland Avenue elevated water storage tank. • Renew City-wide leak detection efforts to continue reducing the City’s ‘unaccounted for’ water. • Manage the contract operator of the City’s water pump stations and storage facilities. Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY2020 FY2021 FY2022 Number of new 5/8 inch meters installed 28 58 20 20 Number of over 5/8 inch meters installed 13 7 5 5 Number of MIU’s installed 565 335 400 500 Number of on-site appointments 705 542 600 800 Number of meters installed from ARM program 1 2 5 2 Troubleshooting on-site visits/drive by 1175 975 1500 1400 How FY 2022 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals • Both the City’s long- and short-term goals for sustainable infrastructure will be met with the departments’ goal, by reinvesting and rehabilitating the City’s water transmission and distribution infrastructure. Sec. 8-374 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Adopted Budget Tranfrs/Adj Adjusted Budget YTD Expended Encumb/Req Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION FY2021 2021 FY2021 2021 2021 FY2021 FY2022 FY2022 FY2022 Water-Engineer-Personnel 235 [PHONE REDACTED] SALARIES-FULL TIME 185,418.49 - 185,418.49 102,100.43 0.00 102,100.43 192,857.01 192,857.01 192,857.01 235 [PHONE REDACTED] SALARIES-PART TIME 2,000.00 - 2,000.00 0.00 0.00 - 2,000.00 2,000.00 2,000.00 235 [PHONE REDACTED] OVERTIME (GENERAL) - - - 116.94 0.00 116.94 - - - 235 Total Water-Engineer-Personnel 187,418.49 - 187,418.49 102,217.37 - 102,217.37 194,857.01 194,857.01 194,857.01 3.97% Water-Engineer-Expenses 235 [PHONE REDACTED] ELECTRICITY-PUMP STATION 275,000.00 53.81 275,053.81 125,844.00 95,300.06 221,144.06 275,000.00 275,000.00 275,000.00 235 [PHONE REDACTED] COMPUTER MAINTENANCE 750.00 - 750.00 0.00 0.00 - 750.00 750.00 750.00 235 [PHONE REDACTED] PHOTOCOPY MACHINE LE 1,000.00 - 1,000.00 0.00 0.00 - - - - 235 [PHONE REDACTED] TELEPHONE EQUIP-PUMP ST 16,500.00 5,959.17 22,459.17 1,811.33 14,947.84 16,759.17 16,500.00 16,500.00 16,500.00 235 [PHONE REDACTED] ACCOUNTING AND AUDIT 2,500.00 - 2,500.00 0.00 0.00 - 2,500.00 2,500.00 2,500.00 235 [PHONE REDACTED] EDUCATIONAL TRAINING 4,200.00 124.83 4,324.83 644.31 825.52 1,469.83 4,200.00 4,200.00 4,200.00 235 [PHONE REDACTED] CONTRACTED SERV-BACKFL 56,500.00 - 56,500.00 40,997.50 15,502.50 56,500.00 100,000.00 100,000.00 100,000.00 235 [PHONE REDACTED] POSTAGE 11,000.00 1,047.54 12,047.54 5,438.19 5,609.35 11,047.54 13,000.00 13,000.00 13,000.00 235 [PHONE REDACTED] PUMP STAT OP & MAINT 63,000.00 5,116.20 68,116.20 25,576.16 42,540.04 68,116.20 65,000.00 65,000.00 65,000.00 235 [PHONE REDACTED] PRINTING AND BINDING 1,500.00 - 1,500.00 129.50 0.00 129.50 1,500.00 1,500.00 1,500.00 235 [PHONE REDACTED] OFFICE SUPPLIES (GEN 3,750.00 49.97 3,799.97 32.88 218.09 250.97 3,750.00 3,750.00 3,750.00 235 [PHONE REDACTED] PUMP STATION SUPPL 5,000.00 - 5,000.00 3,450.10 630.90 4,081.00 5,000.00 5,000.00 5,000.00 235 [PHONE REDACTED] COMPUTER SOFTWARE 43,500.00 - 43,500.00 7,465.00 9,050.00 16,515.00 63,000.00 63,000.00 63,000.00 235 [PHONE REDACTED] WATER METERS (REV) 17,000.00 - 17,000.00 5,467.05 11,532.95 17,000.00 20,000.00 20,000.00 20,000.00 235 [PHONE REDACTED] STATE TAXES 18,000.00 - 18,000.00 0.00 14,570.00 14,570.00 18,000.00 18,000.00 18,000.00 235 [PHONE REDACTED] IN STATE TRAVEL/MEETINGS 400.00 1.09 401.09 0.00 1.09 1.09 2,100.00 2,100.00 2,100.00 235 [PHONE REDACTED] PROF LICENSE REIMB 500.00 - 500.00 0.00 0.00 - 500.00 500.00 500.00 235 [PHONE REDACTED] COMPUTER EQUIP/TECH 2,250.00 - 2,250.00 0.00 0.00 - 2,250.00 2,250.00 2,250.00 235 Total Water-Engineer-Expenses 522,350.00 12,352.61 534,702.61 216,856.02 210,728.34 427,584.36 593,050.00 593,050.00 593,050.00 10.91% 235 451 Department Total 709,768.49 12,352.61 722,121.10 319,073.39 210,728.34 529,801.73 787,907.01 787,907.01 787,907.01 10.91% Sec. 8-375 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 CRIPPS CHERYL 235 WATER-ENGINEERING610131-5111 SECRETARY 8/13/08 15,901.64 316.81 0.33 33% 16,505.80 16,505.80 16,505.80 DUBINSKY ELLEN 235 WATER-ENGINEERING610131-5111 ADMIN ASSISTANT 9/26/85 6,907.69 137.62 0.10 10% 7,170.00 7,170.00 7,170.00 ERIC DUFFY 235 WATER-ENGINEERING610131-5111 BUSINESS MGR/WTR REG 10/14/2019 19,884.32 - - - - DUHAMEL DEBORAH 235 WATER-ENGINEERING610131-5111 Assistant Engineer 5/28/18 34,806.31 693.44 0.33 33% 36,128.22 36,128.22 36,128.22 KNOWLTON DAVID 235 WATER-ENGINEERING610131-5111 City Engineer-DPS Director 5/21/2007 16,270.49 324.16 0.13 13% 16,888.74 16,888.74 16,888.74 NESSEN JOHN 235 WATER-ENGINEERING610131-5111 GIS 20,276.18 403.96 0.33 33% 21,046.32 21,046.32 21,046.32 SULPRIZIO MICHAEL 235 WATER-ENGINEERING610131-5111 BUSINESS MGR/WTR REG 10/14/2019 445.67 0.25 25% 23,219.41 23,219.41 23,219.41 [PHONE REDACTED] AFSCME 71,371.85 1.33 Total AFSCME 1818 71,898.52 71,898.52 71,898.52 185,418.49 2.80 Total Full Time - 5111 192,857.01 192,857.01 192,857.01 235 WATER-ENGINEERING610131-5131 OVERTIME 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 Full-Time Equivalent Employees: FY 2020 2.48 187,418.49 2.80 Department Total 194,857.01 194,857.01 194,857.01 FY 2021 2.48 FY 2022 2.80 Variance 21 vs. 22 0.32 Sec. 8-376 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 DOSSANTOS MICHAEL 235 WATER - ENGINEERING [PHONE REDACTED] WATER METER READ 11/5/2018 1 25,402.67 24.87 0.50 497.42 1.000 497.42 25,915.58 25,915.58 25,915.58 MCGRATH RAYLEEN 235 WATER - ENGINEERING [PHONE REDACTED] PRINCIPAL CLERK 12/18/17 2 17,329.28 28.45 0.33 328.64 1.000 328.64 17,122.14 17,122.14 17,122.14 MORAN KAREN 235 WATER - ENGINEERING [PHONE REDACTED] ASST WATER REG 9/10/2013 2 28,639.90 31.65 0.50 553.95 1.000 553.95 28,860.80 28,860.80 28,860.80 71,371.85 1.33 71,898.52 71,898.52 71,898.52 Sec. 8-377 ---PAGE BREAK--- ENGINEERING - WATER ENTERPRISE - 235 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 [PHONE REDACTED] ELECTRICITY: Includes electricity for new meter prog Salem's share of electricity for Salem/Beverly Water Board based on water usage; also based on generation charges which fluctuate with fuel costs 275,000 275,000 275,000 275,000 Folly Hill and Gallows Hill are two storage water tanks TOTAL 275,000 275,000 275,000 275,000 [PHONE REDACTED] COMPUTER MAINTENANCE Ongoing support for Ti Sales/Neptune computer program 750 750 750 750 TOTAL 750 750 750 750 [PHONE REDACTED] PHOTOCOPY MACHINE LEASE Copier at $250/month; 6 months; 50% in Sewer 1,000 - - - TOTAL Machine Lease and usage 1,000 - - - [PHONE REDACTED] TELEPHONE EQUIP LEASE Various alarms to support sewer pumping stations 500 500 500 500 ATT lease for ARM system-data collectors 16,000 16,000 16,000 16,000 TOTAL 16,500 16,500 16,500 16,500 [PHONE REDACTED] ACCOUNTING AND AUDITING Annual service for audits, contracted through Finance Dept. 2,500 2,500 2,500 2,500 TOTAL 2,500 2,500 2,500 2,500 [PHONE REDACTED] EDUCATIONAL TRAINING APWA National Congress 500 500 500 500 Attending Professional organization seminars and meetings-AWWA, NEWWA 1,800 1,800 1,800 1,800 Munis training and support, SSCW 1,900 1,900 1,900 1,900 TOTAL 4,200 4,200 4,200 4,200 [PHONE REDACTED] CONTRACTED SERVICES - BACKFLOW Contract for Weston & Sampson to conduct backflow testing. 51,500 100,000 100,000 100,000 Billing support to continue in-house billing 5,000 - - - TOTAL Previously paid for from revolving fund which was eliminated in FY 2015 56,500 100,000 100,000 100,000 [PHONE REDACTED] POSTAGE Total cost of postage for mailing w/s bills @ 50% W&S Depts. 11,000 13,000 13,000 13,000 TOTAL 11,000 13,000 13,000 13,000 [PHONE REDACTED] Pump Station OP & Maintenance Water Department (60% sewer, 40% water) 60,000 60,000 60,000 60,000 Stand by generator annual maintenance 3,000 5,000 5,000 5,000 TOTAL 63,000 65,000 65,000 65,000 Sec. 8-378 ---PAGE BREAK--- [PHONE REDACTED] PRINTING AND BINDING Collector's office includes printing costs; this represents annual inserts 1,500 1,500 1,500 1,500 TOTAL 1,500 1,500 1,500 1,500 [PHONE REDACTED] OFFICE SUPPLIES (GENERAL) General Office supplies as needed 2,500 2,500 2,500 2,500 Plotter Ink and Paper-previously under IT 1,250 1,250 1,250 1,250 TOTAL 3,750 3,750 3,750 3,750 [PHONE REDACTED] Pump Station Supplies 50% of costs for pump station op and Maint. Will be shared with Sewer 5,000 5,000 5,000 5,000 TOTAL 5,000 5,000 5,000 5,000 [PHONE REDACTED] COMPUTER SOFTWARE & SUPPORT GIS and AutoCAD licensing-part previously under IT 4,500 4,500 4,500 4,500 Ti Sales maintenance agreement for meter software; and repairs of field tool-from CIP 12,500 12,500 12,500 12,500 Other software-upgrade to I900 1,000 1,000 1,000 1,000 New Gateways to support I900's 25,500 25,000 25,000 25,000 Annual Maintenance Fee Neptune 360 - 20,000 20,000 20,000 TOTAL 43,500 63,000 63,000 63,000 [PHONE REDACTED] WATER METERS Misc. water meters for replacements (ECODER), meter supplies: 17,000 20,000 20,000 20,000 MIU's, Transponders, meter heads, freeze plates, flanges, seals TOTAL 17,000 20,000 20,000 20,000 [PHONE REDACTED] STATE TAXES State fee charged per capita annually for water usage & taxes for Danvers Folly Hill 18,000 18,000 18,000 18,000 TOTAL 18,000 18,000 18,000 18,000 [PHONE REDACTED] IN STATE TRAVEL & MEETINGS Meter Repair annual mileage 300 2,000 2,000 2,000 Tolls, parking, seminars, etc. 100 100 100 100 TOTAL 400 2,100 2,100 2,100 [PHONE REDACTED] PROF LICENSE REIMBURSEMENT City Engineer and Assistant Engineer PE Renewal 500 500 500 500 TOTAL 500 500 500 500 [PHONE REDACTED] COMPUTER EQUIPMENT/TECH Laptop/tablet for Junior Engineer 1,500 1,500 1,500 1,500 Scanner maintenance 750 750 750 750 TOTAL 2,250 2,250 2,250 2,250 TOTAL PROPOSED ENGINEERING - WATER ENTERPRISE - 235 522,350 593,050 593,050 593,050 Sec. 8-379 ---PAGE BREAK--- Treasurer–Water Enterprise–Long Term Debt The Massachusetts Water Pollution Abatement Trust (MWPAT) was established in 1989 pursuant to Title VI of the Federal Clean Water Act. It was later amended in 1998 to encompass the provisions of Title XIV of the Federal Safe Drinking Water Act. The Trust’s mission is to fund the implementation of water pollution control and drinking water projects in the Commonwealth through a revolving fund loan program. In March 2006, MWPAT approved a loan commitment to the City of Salem in the amount of $7,640,000. The Loan Interest Rate is On March 13, 2003, the Salem City Council approved the authorization of $12,000,000 in principal amount to be borrowed to finance anticipated water projects. Of this amount, $7,640,000 would be funded through the MWPAT Loan Commitment and $4,360,000 would be raised through future bond issues. In December 2006, the City raised funding through an MWPAT 2% Loan in the amount of $2,330,656 to finance Contract No. 1, the Loring Avenue Water Main Improvements. This project was completed in the spring of 2007. The $2,330,656 MWPAT 2% Loan will be paid off in semi-annual principal payments through July 2026. For FY22 there is a principal and interest payment of $134,888 due in July 15, 2021, and an interest-only payment of $6,739 due in January 2021. On November 19, 2020 the City issued a bond for Canal Street Phase II, sewer leaks and flushing, sewer illicit connection removal, bikeway and roadway improvements for a total of $420,000. On November 17, 2016, the City issued a $4,095,000 bond. The bond is for the Folly Hill storage tank, water meter replacement, rehabilitation of Gallows Hill Water Tank II, water system upgrades and improvements, water leak detection, flushing and GIS administration. On December 2, 2015, the City issued a $1,304,805 bond. The bond is for the Folly Hill storage tank, system flushing/valve maintenance, meter replacement Program and valve pipe replacement. On October 15, 2008, the City issued a $15,373,000 bond which combined existing BANS for Water, Sewer and School projects with new funding for Capital Improvement projects. The Water Enterprise Principal portion of this bond is $7,464,000. On September 27, 2012, the City issued an $18,141,542 bond for new funding for School, Park and Capital Improvement projects. The Water Enterprise principal portion of the bond is $1,412,944. On December 19, 2013, the City issued a $13,435,000 bond for new funding for General Fund Capital Improvements and Water Improvement Projects. The Water Enterprise Fund principal portion is $ 3,900,000 for Canal Street utility improvements. On December 3, 2014, the City issued an $8,280,000 bond for General Fund Capital Improvement and Water Improvement Projects. The Water Enterprise principal portion is $2,000,000 for South River Basin upgrade and $300,000 for sewer drain improvements. Treasurer–Water Enterprise–Short Term Debt Sec. 8-380 ---PAGE BREAK--- The expenditure covers the cost of the City’s Short-term borrowing, including principal and interest on any Bond Anticipation Notes, Tax Anticipation Notes, Revenue Anticipation Notes, Grant Anticipation Notes and State Aid Anticipation Note. Treasurer-Water Chapter 700 of the Acts of 1913 requires the Salem/Beverly Water Supply Board to annually determine the volume of water supplied to the cities of Salem and Beverly during the three years prior to September 30. This data establishes the proportions on which the cities pay their expenses for the operation of the Water Board. The assessment for Fiscal Year 22 $2,785,009. Treasurer-Water Enterprise-Insurance Deductible The City has taken an insurance policy to protect itself for City-at-fault water back-ups into private structures. The City pays a deductible on each claim. Sec. 8-381 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Adopted Budget Tranfrs/Adj Adjusted Budget YTD Expended Encumb/Req Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION FY2021 2021 FY2021 2021 2021 FY2021 FY2022 FY2022 FY2022 Water Debt Service 270 [PHONE REDACTED] WATER BOND 1 - PRIN-MWPA 124,367.00 - 124,367.00 124,367.00 0.00 124,367.00 126,880.00 126,880.00 126,880.00 270 [PHONE REDACTED] WATER BOND 2 - PRIN 150,000.00 - 150,000.00 150,000.00 0.00 150,000.00 145,000.00 145,000.00 145,000.00 270 [PHONE REDACTED] WATER BOND 1 - INT-MWPAT 17,259.00 - 17,259.00 17,259.00 0.00 17,259.00 14,747.00 14,747.00 14,747.00 270 [PHONE REDACTED] WATER BOND 2 - INT 43,520.00 - 43,520.00 23,260.00 0.00 23,260.00 37,620.00 37,620.00 37,620.00 270 610034 5949A CIP 2009-INT (11) 161,800.00 - 161,800.00 85,950.00 0.00 85,950.00 138,913.00 138,913.00 138,913.00 270 610034 5949C CIP 2009-PRIN (12) 505,000.00 - 505,000.00 505,000.00 0.00 505,000.00 505,000.00 505,000.00 505,000.00 270 610034 5949E CIP 2011 INT 2,000.00 - 2,000.00 2,000.00 0.00 2,000.00 32,800.00 32,800.00 32,800.00 270 610034 5949F CIP 2011-PRIN 100,000.00 - 100,000.00 100,000.00 0.00 100,000.00 150,000.00 150,000.00 150,000.00 270 610034 5949K CIP 2014-PRIN 345,000.00 - 345,000.00 345,000.00 0.00 345,000.00 330,000.00 330,000.00 330,000.00 270 610034 5949L CIP 2014-INT 81,544.00 - 81,544.00 53,046.88 0.00 53,046.88 33,000.00 33,000.00 33,000.00 270 610034 5949M CIP 2015-PRIN 65,000.00 - 65,000.00 65,000.00 0.00 65,000.00 65,000.00 65,000.00 65,000.00 270 610034 5949N CIP 2015-INT 14,375.00 - 14,375.00 0.00 0.00 - 11,125.00 11,125.00 11,125.00 270 610034 5949O CIP 2016-PRIN 305,000.00 - 305,000.00 305,000.00 0.00 305,000.00 170,000.00 170,000.00 170,000.00 270 610034 5949P CIP 2016-INT 117,250.00 - 117,250.00 117,250.00 0.00 117,250.00 96,700.00 96,700.00 96,700.00 270 610034 5949U CIP 2017 PRIN 75,000.00 - 75,000.00 0.00 0.00 - 70,000.00 70,000.00 70,000.00 270 610034 5949V CIP 2017 INT 95,700.00 - 95,700.00 47,850.00 0.00 47,850.00 91,950.00 91,950.00 91,950.00 270 610034 5949W CIP 2018 PRIN 10,000.00 - 10,000.00 0.00 0.00 - 10,000.00 10,000.00 10,000.00 270 610034 5949X CIP 2018 INT 7,481.00 - 7,481.00 3,740.60 0.00 3,740.60 6,981.00 6,981.00 6,981.00 270 610034 5949ZA CIP 2019-INT 30,000.00 - 30,000.00 30,000.00 0.00 35,000.00 35,000.00 35,000.00 270 610034 5949ZB CIP 2019-INT 65,250.00 - 65,250.00 33,000.00 0.00 33,000.00 63,625.00 63,625.00 63,625.00 610034 5949ZI CIP 2020 PRIN 15,000.00 15,000.00 15,000.00 610034 5949ZJ CIP 2020 INT 19,967.61 19,967.61 19,967.61 270 Total Water Debt Service 2,315,546.00 - 2,315,546.00 2,007,723.48 - 1,977,723.48 2,169,308.61 2,169,308.61 2,169,308.61 -6.32% 270 710 Department Total 2,315,546.00 - 2,315,546.00 2,007,723.48 - 1,977,723.48 2,169,308.61 2,169,308.61 2,169,308.61 -6.32% Sec. 8-382 ---PAGE BREAK--- TREASURER - WATER ENTERPRISE - 270 ORG OBJECT EXPENSE TITLE Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 TREASURER - Water Long Term Debt- 270 [PHONE REDACTED] Water Bond 1-Prin-MWPAT 124,367 126,880 126,880 126,880 5920 Water Bond 2 - Prin 150,000 145,000 145,000 145,000 5936 Water Bond 1-Int-MWPAT 17,259 14,747 14,747 14,747 5939 Water Bond 2 - Int 43,520 37,620 37,620 37,620 5949A CIP 2009 INT (11) 161,800 138,913 138,913 138,913 5949C CIP 2009 PRIN (11) 505,000 505,000 505,000 505,000 5949E CIP 2011 INT 2,000 32,800 32,800 32,800 5949F CIP 2011 PRIN(STORAGE TANK) 100,000 150,000 150,000 150,000 5949K CIP 2014 PRIN 345,000 330,000 330,000 330,000 5949L CIP 2014 INT 81,544 33,000 33,000 33,000 5949M CIP 2015 PRIN 65,000 65,000 65,000 65,000 5949L CIP 2015 INT 14,375 11,125 11,125 11,125 5949O CIP 2016 PRIN 305,000 170,000 170,000 170,000 5949P CIP 2016 INT 117,250 96,700 96,700 96,700 5949U CIP 2017 - PRIN 75,000 70,000 70,000 70,000 5949V CIP 2017 - INT 95,700 91,950 91,950 91,950 5949W CIP 2018 - PRIN 10,000 10,000 10,000 10,000 5949X CIP 2018 - INT 7,481 6,981 6,981 6,981 5949ZA CIP 2019 - PRIN 30,000 35,000 35,000 35,000 5949ZB CIP 2019 - INT 65,250 63,625 63,625 63,625 5949ZI CIP 2020 - PRIN 15,000 15,000 15,000 5949ZJ CIP 2020 - INT 19,968 19,968 19,968 TOTAL PROPOSED TREASURER - Water Long Term Debt- 270 2,315,546 2,169,309 2,169,309 2,169,309 Sec. 8-383 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Adopted Budget Tranfrs/Adj Adjusted Budget YTD Expended Encumb/Req Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION FY2021 2021 FY2021 2021 2021 FY2021 FY2022 FY2022 FY2022 Water Short Term Debt Int-Exp 270 [PHONE REDACTED] PROFESSIONAL SERV/FEES 43,000.00 - 43,000.00 1,294.67 0.00 1,294.67 1,106.00 1,106.00 1,106.00 270 [PHONE REDACTED] INTEREST ON NOTES 10,000.00 - 10,000.00 0.00 0.00 - 10,000.00 10,000.00 10,000.00 270 Total Water Short Term Debt Int-Exp 53,000.00 - 53,000.00 1,294.67 - 1,294.67 11,106.00 11,106.00 11,106.00 -79.05% 270 752 Department Total 53,000.00 - 53,000.00 1,294.67 - 1,294.67 11,106.00 11,106.00 11,106.00 -79.05% Sec. 8-384 ---PAGE BREAK--- TREASURER - WATER SHORT TERM DEBT - 270 [PHONE REDACTED] Professional Services/Fees Bond and BAN Admin costs 30,000 - - WMPAT Annual Service Fees 13,000 1,106 1,106 1,106 Actual FY19 1,660 and Actual FY 20 1,479 TOTAL 43,000 1,106 1,106 1,106 [PHONE REDACTED] Interest on Notes 10,000 10,000 10,000 10,000 TOTAL 10,000 10,000 10,000 10,000 TOTAL PROPOSED TREASURER - WATER SHORT TERM DEBT - 270 53,000 11,106 11,106 11,106 Sec. 8-385 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Adopted Budget Tranfrs/Adj Adjusted Budget YTD Expended Encumb/Req Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION FY2021 2021 FY2021 2021 2021 FY2021 FY2022 FY2022 FY2022 Water Assessments 270 [PHONE REDACTED] ASSESSMENT 2,674,926.00 - 2,674,926.00 2,674,926.00 0.00 2,674,926.00 2,785,009.00 2,785,009.00 2,785,009.00 270 Total Water Assessments 2,674,926.00 - 2,674,926.00 2,674,926.00 - 2,674,926.00 2,785,009.00 2,785,009.00 2,785,009.00 4.12% 270 840 Department Total 2,674,926.00 - 2,674,926.00 2,674,926.00 - 2,674,926.00 2,785,009.00 2,785,009.00 2,785,009.00 4.12% Sec. 8-386 ---PAGE BREAK--- TREASURER - WATER ASSESSMENTS - 270 [PHONE REDACTED] Salem Beverly Water Supply Board Annual Operating Assessment 2,674,926 2,785,009 2,785,009 2,785,009 TOTAL 2,674,926 2,785,009 2,785,009 2,785,009 TOTAL PROPOSED TREASURER - WATER ASSESSMENTS - 270 2,674,926 2,785,009 2,785,009 2,785,009 Sec. 8-387 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Adopted Budget Tranfrs/Adj Adjusted Budget YTD Expended Encumb/Req Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION FY2021 2021 FY2021 2021 2021 FY2021 FY2022 FY2022 FY2022 Water Enterprise Fund-Ins Deductibles 270 610037 5740A Insurance Deductibles 2,500.00 - 2,500.00 0.00 0.00 2,500.00 2,500.00 2,500.00 2,500.00 270 Total Water Enterprise Fund-Ins Deductib 2,500.00 - 2,500.00 - - 2,500.00 2,500.00 2,500.00 2,500.00 0.00% 270 945 Department Total 2,500.00 - 2,500.00 - - 2,500.00 2,500.00 2,500.00 2,500.00 0.00% Sec. 8-388 ---PAGE BREAK--- TREASURER - WATER ENTERPRISE - INSURANCE DEDUCTIBLES 610037 5740A Water Enterprise Fund Insurance Deductibles 2,500 2,500 2,500 2,500 Estimated amount for insurance deductibles related to water claims TOTAL 2,500 2,500 2,500 2,500 300 TOTAL PROPOSED TREASURER - WATER ENTERPRISE - INSURANCE DEDUCTIBLES 2,500 2,500 2,500 2,500 Sec. 8-389 ---PAGE BREAK--- Engineering – Solid Waste Enterprise Mission Statement – Why We Exist The Engineering Department provides management oversight of the City’s curbside, weekly solid waste and bi-weekly recycling collection program and is responsible for developing and managing the trash fee collection program, implementing new policies and procedures as they arise, and resolving any problems with the program. Any solid waste related complaint calls received are also resolved. The Department’s Waste Reduction Coordinator also coordinates and staffs the City’s volunteer recycling committee, SalemRecycles, and manages their numerous events (over 15 annually) to promote diversion, reduction, and recycling throughout the year. The Department continues to process billing to approximately 2,000 accounts generating over $875,000 in income annually including the liens process during the third property tax billing period. Funding for the efforts described herein is derived from the Solid Waste Enterprise System. Significant Budget & Staffing Changes for FY 2022 No significant budget or staffing changes. Waste Reduction Coordinator position will continue to be funded through DEP grant funds. Recent Accomplishments: • Continued to manage the solid waste and recycling contracts. • Mandatory Recycling Enforcement has continued through monitoring recycling output, enforcement, and education. Recycling contamination continues to decrease through the efforts of the Waste Reduction Coordinator which saves the City money in disposal costs. • Continued the Curbside Composting Program which is currently a subscription program involving 730 paid subscribers. Opened the compost drop off station at Mack Park for residents who don’t want to pay for a subscription. • Continue to promote the ‘Adopt a Cigarette Butt Bin’ Program and placed receptacles in more appropriate locations. • Continued to staff Recycling Committee (celebrating its 13th year anniversary in March 2021) which continues to be instrumental in developing and implementing educational programs for trash reduction including: butt bin recycling, community outreach, website updates, TO DO recycling guides, zero waste pizza event, compost initiatives, Repair Cafés, implementation of reusable bag initiative, recycling market education, straw reduction, elimination of single use plastic bags, etc. Sec. 8-390 ---PAGE BREAK--- • Diverted over 4,900 tons of materials from waste stream through curbside recycling, textiles initiative, composting, yard waste, white goods, and e-waste collections. • Executed the ninth Textiles Recycling event in November 2020, collected over 3 tons of textiles –hosting over 310 cars during a 5-hour event. Worked with two different companies to ensure year-round textiles recycling available at public and private schools and churches. Promoting textile reuse, repair, donation, recycling. and exploring new partnerships to increase diversion. • Continued quarterly e-waste turnkey events at SHS, serviced over 1,000 residents and collected over 45 tons of e-waste. • Reach a 24% recycling rate through collateral material, newspaper articles, mailings and flyers distribution, participation in many events such as Book Swaps, Earth Days, Green Day, Clean Salem Green Salem, Recycling contests, Textiles collections, Council on Aging events, Neighborhood Association meetings, Repair Cafes, etc. • SalemRecycles continues to be regarded as a premier regional leader regarding its various initiatives, and continues to support other communities in their efforts to start Repair Cafes, Book Swaps, etc. • Promoted Salem Recycles activities on Facebook, Instagram, Twitter PATCH, SATV, electronic newsletters and through GreenSalem.com on a regular basis. • Promote the newly redesigned GreenSalem.com as a resource for residents. • Continued to process letters for new owners of residential properties; which has resulted in several dozen new trash accounts each year; currently billing almost 2,000 accounts at nearly $885,000 annualized rate. • Continued to improve public recycling through community awareness and purchase of additional public recycling containers and continue to draw attention to ‘greening’ public events – including collecting compost at community events. • Managed for the eighth year a city-wide effort to implement liens program, where properties with trash fees 180 days in arrears were liened to the 3rd quarter real estate tax bill. Over one hundred (100) accounts were liened yielding over $30,000. • Fielded thousands of calls to educate public on trash and recycling pick-up contract; continued to provide information on best ways to dispose of difficult items (ex. Resulted in Textiles event, and upcoming Swap and Drop Day) • Received $45,000 in DEP grant funds to continue funding the Waste Reduction Coordinator position. Sec. 8-391 ---PAGE BREAK--- FY 2022 Goals & Objectives • Continue to successfully manage the solid waste collection and recycling program, continuing to reduce solid waste and increase diversion and recycling including many educational initiatives. • Reinvent popular events to make them safer for the pandemic, such as Free Book Day instead of the Book Swap. • Continue to manage contracts for solid waste and recycling collection, transportation and disposal, e-waste. • Continue with liens process for delinquent bills. • Continue turnkey e-waste operation on a quarterly basis at SHS. • Manage sharps collection and overflow bag programs. • Continue to promote the subscription based curbside compost collection program and expand the compost drop off site • Continue to educate the public in the benefits of recycling, waste reduction, composting and implement the DEP mandatory recycling enforcement plan. • Continue to enforce the mandatory recycling enforcement ordinance through the efforts of the Waste Reduction Coordinator tracking each household and communicating with thousands of residents about best recycling practices. • Enforce single use plastic bag ban. • Continue annual zero waste pizza event and zero waste ice cream event as part of Heritage Days. • Collaborated with SalemSound Coastwatch on implementation of Reusable Bag Initiative and the Straw Reduction Campaign for restaurants. Sec. 8-392 ---PAGE BREAK--- Outcomes and Performance Measures Actual Actual Estimated Estimated FY 2019 FY2020 FY2021 FY2022 Tons of trash 10,973 12,004 12,300 12,100 Tons of recycling 3,556 3891 4,000 4000 Diverting recycling items from waste steam, in tons-CY: Textiles 139 184 200 200 E-Waste (includes white goods) 51 45 52 55 Books 67 40 68 70 Educational materials distributed by Recycling Coordinator 2,400 2,400 2,600 2,500 Cost of Trash disposal .85 .86 .87 .95 Cost of Recycling disposal .3 .31 .32 .32 Cost of Trash collection contract, in $ Millions 2.3 2.3 2.45 2.475 How FY 2022 Departmental Goals Relate to City’s Overall Long & Short-Term Goals • Both the City’s long and short-term goals for sustainable infrastructure will be met with the departments’ goals, by investing in and promoting the Diversion and Recycling programs. • Continued support of SalemRecycles, the City’s all volunteer recycling committee, which continues to promote waste reduction education and offer new initiatives such as Repair Cafes, Textiles Recycling, Book Swaps, Public Events Recycling, plastic bag ban and Mandatory recycling. • Continue to explore new initiative such as increased Public Recycling, Curbside Compost, and recycling in schools to support the Green Communities designation. • Continue to improve customer service through use of the Waste Management 800 number, See Click Fix, contract monitoring, and educational outreach. Sec. 8-393 ---PAGE BREAK--- CITY OF SALEM - FY 2022 OPERATING BUDGET Adopted Budget Tranfrs/Adj Adjusted Budget YTD Expended Encumb/Req Expenses Department Mayor Council DEPT # ORG OBJ ACCOUNT DESCRIPTION FY2021 2021 FY2021 2021 2021 FY2021 FY2022 FY2022 FY2022 Trash Enterprise-Personnel 235 [PHONE REDACTED] SALARIES-FULL TIME 89,025.47 - 89,025.47 36,354.80 0.00 36,354.80 72,506.32 72,506.32 72,506.32 235 [PHONE REDACTED] SALARIES-PART TIME 6,838.13 - 6,838.13 0.00 0.00 - 6,838.13 6,838.13 6,838.13 235 [PHONE REDACTED] OVERTIME (GENERAL) 500.00 - 500.00 339.54 0.00 339.54 500.00 500.00 500.00 235 Total Trash Enterprise-Personnel 96,363.59 - 96,363.60 36,694.34 - 36,694.34 79,844.45 79,844.45 79,844.45 -17.14% Trash Enterprise-Expenses 235 [PHONE REDACTED] SOLID WASTE COLLECTI 3,725,435.60 32,533.72 3,757,969.32 1,882,622.77 1,850,206.47 3,732,829.24 3,828,700.00 3,828,700.00 3,828,700.00 235 [PHONE REDACTED] TRASH REMOVAL-BAKERS IS 18,000.00 4,500.00 22,500.00 22,500.00 0.00 22,500.00 18,000.00 18,000.00 18,000.00 235 [PHONE REDACTED] ACCOUNTING AND AUDIT 2,500.00 - 2,500.00 0.00 0.00 - 2,500.00 2,500.00 2,500.00 235 [PHONE REDACTED] EDUCATIONAL TRAINING 1,500.00 - 1,500.00 295.00 0.00 295.00 1,500.00 1,500.00 1,500.00 235 [PHONE REDACTED] POSTAGE 8,500.00 - 8,500.00 7,171.30 1,328.70 8,500.00 10,500.00 10,500.00 10,500.00 235 [PHONE REDACTED] PRINTING AND BINDING 1,000.00 - 1,000.00 0.00 0.00 - 1,000.00 1,000.00 1,000.00 235 [PHONE REDACTED] OFFICE SUPPLIES (GEN 600.00 0.88 600.88 126.23 374.65 500.88 600.00 600.00 600.00 235 [PHONE REDACTED] RECYCLING EXPENSES 22,300.00 (4,200.00) 18,100.00 1,540.85 8,885.31 10,426.16 19,800.00 19,800.00 19,800.00 235 Total Trash Enterprise-Expenses 3,779,835.60 32,834.60 3,812,670.20 1,914,256.15 1,860,795.13 3,775,051.28 3,882,600.00 3,882,600.00 3,882,600.00 1.83% 235 442 Department Total 3,876,199.19 32,834.60 3,909,033.80 1,950,950.49 1,860,795.13 3,811,745.62 3,962,444.45 3,962,444.45 3,962,444.45 1.83% Sec. 8-394 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 CRIPPS CHERYL 235 SOLID WASTE-ENG [PHONE REDACTED] EXECUTIVE SECRETARY 8/13/2008 16,383.51 326.41 0.34 34% 16,510.51 16,510.51 16,510.51 ERIC DUFFY 235 SOLID WASTE-ENG [PHONE REDACTED] BUSINESS MGR/WTR REG 10/14/2019 39,768.64 - - - - KNOWLTON DAVID 235 SOLID WASTE-ENG [PHONE REDACTED] City Engineer-DPS Director 5/21/2007 15,018.92 299.22 0.12 12% 15,135.34 15,135.34 15,135.34 SULPRIZIO MICHAEL 235 SOLID WASTE-ENG [PHONE REDACTED] BUSINESS MGR/WTR REG 10/14/2019 - 445.67 0.25 25% 23,219.41 23,219.41 23,219.41 [PHONE REDACTED] AFSCME 17,854.41 0.34 Total AFSCME 1818 17,641.06 17,641.06 17,641.06 89,025.47 1.05 Total Full Time - 5111 72,506.32 72,506.32 72,506.32 INTERN 235 SOLID WASTE-ENG [PHONE REDACTED] PT INTERN 6,838.13 6,838.13 6,838.13 6,838.13 6,838.13 6,838.13 Total Partl Time - 5113 6,838.13 6,838.13 6,838.13 235 SOLID WASTE-ENG [PHONE REDACTED] OVERTIME 500.00 500.00 500.00 500.00 500.00 Full-Time Equivalent Employees: FY 2020 1.30 96,363.60 1.05 Department Total 79,844.45 79,844.45 79,844.45 FY 2021 1.30 FY 2022 1.05 Variance 21 vs. 22 (0.25) Sec. 8-395 ---PAGE BREAK--- FY 2022 AFSCME 1818 UNION EMPLOYEE RATES EMPLOYEE NAME Department Org/Object Job Title Job Start Job Voted by Council Per Munis F Period Pay Rate Incr Calc Pay Period Rate STEP INCREASES Dept Request Mayor Council Date Grp FY 2021 FY 2021 T FY 2021 FY22 FY 2022 Date Rate # Wks FY 2022 FY 2022 FY 2022 52.1 w/ Furloughs Hourly Rate E 0.0% Old New 52.1 52.1 52.1 MCGRATH RAYLEEN 235 SOLID WASTE-ENG [PHONE REDACTED] PRINCIPAL CLERK 12/18/17 2 17,854.41 28.45 0.34 338.60 1.000 338.60 17,641.06 17,641.06 17,641.06 17,854.41 0.34 17,641.06 17,641.06 17,641.06 Sec. 8-396 ---PAGE BREAK--- ENGINEERING - SOLID WASTE - 235 ORG OBJECT DESCRIPTION Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 [PHONE REDACTED] SOLID WASTE COLLECTION/DISPOSAL WM Disposal-$79.00/ton at 12,000 tons (2.5% increase) 877,540 950,000 950,000 950,000 Waste Management-weekly solid waste and bi weekly recycling pick-up (2.5% incr.) 2,127,392 2,150,000 2,150,000 2,150,000 Recycling processing, assume 4,020 tons at $90/ton (changes/month pay up to 93/month) 337,500 325,000 325,000 325,000 DPS events/event dumpsters 18,000 18,000 18,000 18,000 Transfer Station Yard Waste Removal-3 times annually 75,000 75,000 75,000 75,000 One extra week yard waste pick-up 15,500 15,500 15,500 15,500 Bulk Item Collection estimate 13k annual @16.97 per item (increase by 2.5%) 224,004 226,000 226,000 226,000 Sharps Disposal-twice per month 8,500 8,500 8,500 8,500 Replacement Carts-1,000 Annual-$46 each Trash(500)/Recycle $58 (500) 42,000 52,000 52,000 52,000 Additional Christmas Tree Pickup - 8,700 8,700 8,700 TOTAL 3,725,436 3,828,700 3,828,700 3,828,700 [PHONE REDACTED] BAKER'S ISLAND SOLID WASTE Baker's Island Trash 18,000 18,000 18,000 18,000 Based on contract TOTAL 18,000 18,000 18,000 18,000 [PHONE REDACTED] ACCOUNTING AND AUDITING Annual service for audits, contracted through Finance Dept. 2,500 2,500 2,500 2,500 TOTAL 2,500 2,500 2,500 2,500 [PHONE REDACTED] EDUCATIONAL TRAINING Attending Professional organization seminars and meetings, along with training opportunities 1,500 1,500 1,500 1,500 APWA National Congress - TOTAL 1,500 1,500 1,500 1,500 [PHONE REDACTED] POSTAGE Costs of mailing trash bills to consumers 8,500 10,500 10,500 10,500 TOTAL 8,500 10,500 10,500 10,500 [PHONE REDACTED] PRINTING AND BINDING- printing for brochures, etc. and annual recycling calendars 1,000 1,000 1,000 1,000 TOTAL 1,000 1,000 1,000 1,000 [PHONE REDACTED] OFFICE SUPPLIES (GENERAL) General office supplies as needed 600 600 600 600 TOTAL 600 600 600 600 Sec. 8-397 ---PAGE BREAK--- [PHONE REDACTED] RECYCLING EXPENSES Funds for Waste Reduction Coordinator Mileage 5,000 2,500 2,500 2,500 Constant Contact-electronic newsletter license 1,000 1,000 1,000 1,000 Website hosting and support-GreenSalem.com-per IT's request-not part of IT 1,000 1,000 1,000 1,000 E-Waste collection-pick up from DPS quarterly for dumped e-waste 5,500 5,500 5,500 5,500 Six police details-2 book swaps, 4 E-Waste 1,800 1,800 1,800 1,800 Public Stewardship, organization memberships 2,000 2,000 2,000 2,000 Mass Recycle Membership 1,000 1,000 1,000 1,000 General Expenses for events such as Clean Salem-Green Salem, Science Fairs, rentals, etc. 5,000 5,000 5,000 5,000 banners, supplies, handouts, displays, etc. TOTAL 22,300 19,800 19,800 19,800 TOTAL PROPOSED ENGINEERING - SOLID WASTE - 235 3,779,836 3,882,600 3,882,600 3,882,600 Sec. 8-398 ---PAGE BREAK--- Sustainability & Resiliency Department Mission Statement – Why We Exist This Department would oversee sustainability, energy, and resiliency efforts within the municipal government, either directly managing programs and projects or coordinating with other Departments. In addition, the Department will engage and support Salem residents, businesses, and non- profits to participate in activities that further the goals of Resilient Together as well as many of the other energy efficiency and sustainability goals. The mission of creating a Sustainability and Resiliency Department is to align, and in many cases exceed, the State of Massachusetts goal of carbon neutrality by 2050. Salem is a leader in Sustainability and Resiliency and we want to continue to be a leader in the face of climate change and achieving our 70+ climate action plan goals. Significant Budget & Staffing Changes for FY 2022 This is a new Department. Two staff are transitionining from Engineering to this Department. There is currently a grant funded part-time person in Planning. That position will transition to full time and to this Department. A full time Energy Manager and a part time Clerk/Accountant will be added to this Department. In total, the change is from 2 FTE to 5.5 FTE. Non-personnel budget funds office needs, training, and a robust paid internship program that will be focused on working with the residents, businesses, and other organizations in Salem to reduce utiltiy use, greenhouse gas emmissions, water use, while also saving money and improving their property. The activities of the Sustainbility staff over the years havs saved, on average, over $500,000 annually for the City, and brought in over $250,000 in revenue annually. Our goal is to increase those savings. In adddition, the City as a whole spends over $19M on electricity alone annually. By working with residents and businesses, we can save just 10% of electricity, that would be $1.9M annually, or per capita around $40 a year. Sec. 8-399 ---PAGE BREAK--- Recent Accomplishments  The City is partnering with the City of Beverly for a joint climate action and resilience plan known as Resilient Together. Through a collaborative and proactive approach, the Cities have partnered to take action in the face of the climate crisis. This work is being funded through a $250,000 grant from the Municipal Vulnerability Program (MVP). The work also includes community engagement via social media campaigns, Zoom community meetings, and various other online engagement tools. Due to COVID-19 restrictions, traditional in- person engagement is not feasible at this time. The plan will be complete in June 2021 and after that, the Cities will begin to implement the priority actions that have been identified.  The City of Salem recently passed the Property Assessed Clean Energy (PACE) program, an option for property owners to finance energy efficiency upgrades and renewable energy projects in their buildings. More information here.  The City of Salem was awarded a $50,000 MAPC grant in partnership with the City of Beverly to conduct a community engagement and training program on building energy retrofits beginning in July 2021.  The City of Salem was awarded the 2020 Green Communities grant for several energy efficient projects, including the installation of six new electric vehicle charging stations, replacement of old kitchen appliances to new energy efficient ones at the Salem Police Station, Heights Elementary School, and the Horace Mann Laboratory School, and a portion of the replacement of two Police vehicles to hybrid vehicles. The City of Salem completed Rocky Mountain Institute’s 2020-2021 Building Electrification Accelerator (BEA) program, which included meetings and weekly email messages between the RMI team and representatives from over 15 municipalities in MA. The mission of the BEA program is to lay the groundwork for implementing building electrification policy with content including: legal pathways provided by your state and municipal law; addressing concerns from labor, equity, and other stakeholder groups; outreach, education, and community organizing best practices; and lessons learned from existing policies. This work helped the sustainability staff and SERC members draft a strong Green Building Ordinance which is still currently being worked on.  The sustainability staff members attended various webinars, workshops, and local group presentations throughout the fiscal year on topics related to climate change, energy reduction, environmental justice, equitable engagement, and project management skills.  The Sustainability and Resiliency Coordinator was invited as a guest speaker on several local and regional panel discussions, including the 2020 SNEAPA conference, 2021 Essex County Greenbelt Film & Lecture Series, and the Salem Alliance for the Environment group, discussing how to engage in equitable climate solutions and sustainability projects that Salem is working on.  The City partnered with the Towns of Swampscott and Nahant on the Solarize Mass Plus Program. This program was funded by the Massachusetts Clean Energy Center (MassCEC) and DOER. It was a volunteer-run program that encourages the adoption of small-scale solar projects and other renewable energy technologies (solar hot water and air-source heat pumps) through a grassroots educational and outreach campaign. At the end of the campaign in May 2020, there were a total of 52 contracts signed for installations in Salem between all three technologies. Sec. 8-400 ---PAGE BREAK--- FY 2022 Goals & Objectives These are just a few of the goals for FY22. The Department’s first goal would be to create their own action plan for next year. Here are some proposed goals for the coming year. Goal – Reduce Municipal Greenhouse Gas Emissions, Energy Use, and increase the use of Renewable Energy.  Start Energy Performance Contract for all City and School facilities, which will upgraded all energy using systems in facilities. Goal would be 40-50% reduction.  Continue participating in demand response and utility incentive programs.  Ensure all City projects receive incentives and maximize energy use reduction Goal – Equitable Outreach and Engagement with Salem Residents to Assist them in improving their sustainability and taking advantage of grants and other programs.  MAPC – Community Training on Building Retrofits  MOU with National Grid to Increase use of Mass Save  Resilient Together – Distribute climate action tool kits to community groups, businesses, organizations.  Increase participation of environmental justice and low income communities Goal – To Reduce Overall Greenhouse Gas Emissions in the City of Salem  Set up, manage and promote an online dashboard that is accessible to the Community  Track metrics for City projects, revenue, savings, and greenhouse gases  Work with residents and businesses to implement energy saving projects Goal – Reduce Water Use, Increase Sustainable Food, and Increase sustainability in other important areas that affect the economic and well- being of residents and organizations  This will be incorporated into toolkits  Community outreach concerning water use  Work to increase awareness of climate change and hazard mitigation planning Sec. 8-401 ---PAGE BREAK--- Goal: Improve Salem’s Resiliency to current and future climate change  Conduct Deep dive watershed model, alternatives analysis and community engagement  Integrate resiliency into all City projects Sec. 8-402 ---PAGE BREAK--- FY 2022 MANAGEMENT, BOARD MEMBERS AND PART-TIME SALARIES Name Dept Name Org/Obj Job Desc Hire Date Council Voted Calc Pay Code F # Hours # Board Dept Request Mayor Proposed Council Voted FY 2021 Period Rate T Wkly = 1 Meetings FY 2022 FY 2022 FY 2022 52.1 FY 2022 E 52.1 52.1 52.1 BISONO ESMERALDA 190 SUSTAINABILITY 11901-5111 Susainability & Resiliency Manager 02/12/20 45,734.25 884.00 1.00 1 100% 52,000.00 52,000.00 52,000.00 IDE JENNIFER 190 SUSTAINABILITY 11901-5112 DIRECTOR 12/16/16 1,942.31 B 0.50 1 50% 52,500.00 52,500.00 52,500.00 NEW HIRE 190 SUSTAINABILITY 11901-5113 Sustainability Engagement Coordinator 809.62 1.00 1 100% 42,100.00 42,100.00 42,100.00 NEW HIRE 190 SUSTAINABILITY 11901-5114 Energy Manager 300.58 1.00 1 100% 15,630.00 15,630.00 15,630.00 NEW HIRE 190 SUSTAINABILITY 11901-5115 Administrative Accountant 435.84 0.50 1 100% 22,663.50 22,663.50 22,663.50 45,734.25 4.00 Total Full Time - 5111 184,893.50 184,893.50 184,893.50 - - 0.00 Total Part Time - 5113 - Full-Time Equivalent Employees: FY 2020 2.00 45,734.25 4.00 Department Total 184,893.50 FY 2021 2.00 FY 2022 4.50 Variance 21 vs. 22 2.50 EMPLOYEES GRANTS/SPECIAL REVENUE FUNDING Name Funding Job Desc Hours Rate IDE JENNIFER SUSTAINABILITY Director 17.50 1,009.62 Capital Projects Various 100,100.000 17.50 1,009.62 Sec. 8-403 ---PAGE BREAK--- SUSTAINABILITY AND RESILIENCY - 055 ORG OBJECT EXPENSE TITLE Voted by Council 2021 Department Request 2022 Approved by Mayor 2022 Voted by Council 2022 11792 5306 ADVERTISING/PROMOTION Related to promotion of Mass Save, Resilient Together, Municipal Agg, Sustainability Programs, etc. 2,000 150 150 TOTAL 2,000 150 150 11792 5308 CONTRACTED SERVICES Intern/Ambassador Program (2 interns for 12 weeks each Fall, Spring, Summer 10 hr. per week - Paid 10,000 7,500 7,500 TOTAL 10,000 7,500 7,500 11792 5381 PRINTING AND BINDING Business Cards, Envelopes, Notices, etc. 500 100 100 TOTAL 500 100 100 11792 5421 OFFICES SUPPLIES General Office Supplies as needed 500 250 250 TOTAL 500 250 250 11792 5710 IN STATE TRAVEL/MEETINGS Registrations and travel expenses for meetings and seminars 500 200 200 TOTAL 1,500 200 200 11792 5730 DUES AND SUBSCRIPTIONS MAFMA 500 500 500 Project Management Institute 140 140 140 USGBC 450 450 450 TOTAL 1,090 1,090 1,090 11792 5317 EDUCATIONAL TRAINING supports BOC, ACEEE, NESEA, usgbc, etc. for internal staff and other Dept's. Internal 5,000 2,500 2,500 Other Depts 5,000 2,500 2,500 TOTAL 10,000 5,000 5,000 TOTAL PROPOSED SUSTAINABILITY - 055 25,590 14,290 14,290 Sec. 8-404 ---PAGE BREAK--- City of Salem Full-Time Equivalent Employee Comparisons FY2020 FY2021 FY2022 Change From Prior FY EXECUTIVE DIVISION Mayor 4.00 4.00 4.00 0.00 LEGISLATIVE DIVISION City Clerk City Council 0.00 0.00 0.00 0.00 City Clerk-Record Maint 5.00 5.00 5.00 0.00 Electins & Registrations 2.00 2.00 2.50 0.50 FINANCE DIVISION Assessors 5.00 5.00 5.00 0.00 Collector 4.00 4.00 4.00 0.00 Data Processing - IT/GIS General Admin 13.00 12.00 11.00 -1.00 Finance 4.00 4.00 4.00 0.00 Parking Department 14.50 14.50 15.00 0.50 Purchasing 2.00 2.22 3.00 0.78 Treasurer 4.00 4.00 4.00 0.00 LEGAL DIVISION Solicitor 3.80 4.58 5.80 1.22 HUMAN RESOURCE DIVISION Human Resources 3.70 3.70 4.54 0.84 FIRE DIVISION Fire 95.00 96.00 95.00 -1.00 POLICE DIVISION Police 107.50 107.50 113.00 5.50 Harbormaster 3.00 3.50 3.00 INSPECTIONAL SERVICES DIVISION Public Property - Inspections 10.00 10.00 10.00 0.00 Electrical 6.50 7.50 6.50 -1.00 Health 7.00 8.00 9.00 1.00 Sec. 8-405 ---PAGE BREAK--- City of Salem Full-Time Equivalent Employee Comparisons PLANNING & COMMUNITY DEVELOPMENT DIVISION Planning - General Admin 7.71 7.66 9.56 Conservation Commission 0.50 0.50 0.50 0.00 Planning Board 0.50 0.50 0.50 0.00 Historic Preservation 0.50 0.50 0.50 0.00 PUBLIC SERVICES DIVISION Public Services - General Admin 26.86 28.24 25.31 -2.93 Sewer Enterprise Fund 7.33 7.63 7.30 -0.33 Water Enterprise Fund 7.33 7.13 6.64 -0.49 ENGINEERING DIVISION Engineering - General Fund 4.96 6.76 6.85 Sewer Enterprise Fund 2.48 2.47 2.80 0.33 Water Enterprise Fund 2.48 2.80 2.80 0.00 Trash Enterprise Fund 1.30 1.80 1.05 -0.75 RECREATION & COMMUNITY SERVICES DIVISION Council On Aging 8.00 9.00 8.93 -0.07 Library 15.60 15.60 20.76 5.16 Recreation - General Admin 4.14 4.14 4.14 0.00 Golf Course 3.15 3.15 3.15 0.00 Witch House 1.15 1.15 1.15 0.00 Winter Island 1.00 1.00 1.00 0.00 Veterans 2.00 2.00 2.54 0.54 SUSTAINABILITY & RESILIENCY DEPARTMENT Sustainability & Resiliency - General Admin 2.00 2.00 4.50 2.50 EDUCATION DIVISION School District & Bentley Academy Charter 779.69 798.28 782.60 -15.68 Grants 47.93 43.37 112.15 68.78 Food Services 39.50 39.50 39.50 0.00 School Totals 867.12 881.15 934.25 53.10 Grand Totals 1260.11 1282.68 1348.57 64.40 Sec. 8-406